Executive overview

The SCO read-only thesis, pointed at the workforce: headcount, cost, capacity, retention, and hiring - observed in aggregate to support planning, not to monitor individuals.

What this is, and what it is not. A preview of a planned domain, not a live product. Workforce data is employee PII - this preview is synthetic and aggregated to function, team, and location. In production it would be read-only, role-gated, and aggregated: no individual surveillance, no scoring of people. AssetShop supports workforce planning, retention, and capacity; it never changes pay or employment, and the framing is augmentation, not displacement.

1,950

Headcount

+4.8% YoY

11.2%

Attrition (TTM)

-1.4 pts YoY

$148M

Total labor cost

32.9% of revenue

$231K

Revenue / employee

improving

86

Open requisitions

47 days

Time-to-fill

+5 days QoQ

+38

eNPS

+6 QoQ

6.2%

Overtime (% hours)

Headcount trajectory & plan synthetic

Trailing 8 quarters with a 4-quarter plan and confidence band.

Actual headcountPlanConfidence band

Signals worth attention

Engineering attrition at 14% - above the 11% company rate; a retention focus, not a staffing cut.

Overtime at OSK-03 running 11% - sustained load; a candidate for hiring or load-balancing.

eNPS +6 QoQ - engagement trending up after the Q2 manager-training rollout.

Synthetic preview. In production, derived read-only and aggregated from HRIS, ATS, payroll, and time systems with SHA-256-anchored lineage as in SCO.

Headcount

How the workforce is composed - by function, location, and type - and how it moved.

1,950

Total headcount

+90

Net change (TTM)

168

Hires (TTM)

8%

Contractor share

Headcount by function synthetic

Headcount bridge (TTM) synthetic

Start to end, in people.

By location

DET-01720

STG-02580

OSK-03410

Corporate / HQ240

By worker type

Type	Count	Share
Hourly (production)	1,053	54%
Salaried	741	38%
Contractor	156	8%

Synthetic, aggregated. Reads HRIS org and position data read-only (e.g., Workday / SuccessFactors).

Cost & compensation

Where labor cost sits - by function and type - and the load behind it.

$148M

Total labor cost

32.9%

% of revenue

$9.2M

Overtime cost

+14% YoY

28%

Benefits load

Labor cost by function read-only

Production / ops$74M

Engineering$24M

Commercial$18M

Supply chain$16M

G&A & quality$16M

Overtime cost up 14% YoY - concentrated in production at OSK-03; hiring may cost less than the overtime premium.

Cost per FTE by function

Function	Cost / FTE	Comp ratio
Engineering	$133K	1.02
Commercial	$113K	0.98
Supply chain	$84K	1.01
Production / ops	$70K	1.04
G&A	$96K	0.97

Pay equity & structure

In-range vs band91%

Below-band (review)112 roles

Pay-equity gap (adj.)< 1.0%

Adjusted pay-equity gap under 1% - monitor the below-band roles at the next review.

Synthetic, aggregated. Reads payroll + HRIS read-only (e.g., ADP / Workday); comp ratio = pay vs band midpoint. Advisory only.

Capacity & utilization

Whether the workforce is matched to the load - utilization, overtime, and capacity against demand.

87%

Productive utilization

6.2%

Overtime (% hours)

3.4%

Absenteeism

92

Roles short to plan

Utilization by plant read-only

DET-0185%

STG-0288%

OSK-0396%

Corporate79%

OSK-03 at 96% with 11% overtime - over-utilized and a burnout/attrition risk; hire or rebalance load.

Capacity vs demand (next quarter)

Area	Need (FTE)	Have	Gap
Production - West	432	398	-34
Controls engineering	64	49	-15
Supply chain	224	220	-4
Commercial	158	170	+12

Overtime trend by plant

OSK-0311.0%

DET-015.5%

STG-024.2%

Shifting volume DET→West or adding 34 FTE at OSK-03 relieves the overtime load.

Synthetic, aggregated. Reads time & attendance + planning read-only; utilization = productive hours / available hours.

Retention

Where attrition is rising and why - to retain people, framed at the function and cohort level, never the individual.

11.2%

Attrition (TTM)

6.8%

Regrettable

88%

12-mo retention

14%

First-year attrition

Attrition trend synthetic

Annualized attrition rate, trailing 8 quarters.

Attrition by function

Commercial16%

Engineering14%

Production13%

Supply chain9%

G&A7%

Drivers (aggregate, from exit signals)

Driver	Share of exits
Career growth / advancement	31%
Compensation	24%
Workload / overtime	19%
Manager / team	14%
Other	12%

Career-growth and workload are the top exit drivers - addressable with development paths and the OSK-03 load relief above. No individual is flagged or scored.

Synthetic, aggregated. Reads HRIS movement + anonymized exit/engagement signals read-only; cohort-level only, never individual.

Hiring & pipeline

The recruiting funnel and how fast roles fill against the plan.

86

Open requisitions

47 days

Time-to-fill

82%

Offer acceptance

168

Hires (TTM)

Recruiting funnel (TTM) read-only

Applicants8,400

Screened2,100

Interviewed720

Offers205

Hires168

Time-to-fill by function

Function	Open	Days
Controls engineering	15	68
Production (West)	34	39
Supply chain	12	44
Commercial	9	52
G&A	16	41

Source quality

Source	Hires	Quality
Referrals	58	high
Direct sourcing	44	high
Job boards	38	medium
Agencies	28	medium

Controls engineering takes 68 days to fill and is the largest capacity gap - prioritize sourcing and consider contract bridges.

Synthetic, aggregated. Reads the ATS read-only (e.g., Greenhouse / Lever); quality = 1-yr retention + ramp.

Skills & capability

Where capability is strong, where the gaps are, and how covered the critical roles are.

81%

Skills coverage

7

Critical skill gaps

62%

Critical-role bench

34h

Training / FTE (yr)

Skill gaps vs demand read-only

PLC / controlsgap -15

Data / analyticsgap -9

CNC machininggap -7

Lean / CIgap -3

PLC/controls is the deepest gap - aligns with the slow controls-engineering fills; build via hiring plus upskilling.

Critical-role coverage

Role family	Coverage	Bench
Plant leadership	100%	2-deep
Controls engineering	76%	thin
Quality / compliance	94%	1-deep
Supply chain mgmt	88%	1-deep

Development & mobility

Internal-fill rate41%

Promotion rate (TTM)9.2%

In active upskilling214 employees

Raising internal-fill rate addresses both the growth-driven attrition and the skill gaps.

Synthetic, aggregated. Reads HRIS skills / LMS read-only; gaps computed against capacity plan, not verdicts.

Org & span

Organizational shape - layers, span of control, and manager ratios.

6

Org layers

6.8

Avg span of control

287

People managers

14.7%

Manager ratio

Span of control by layer read-only

L2 (VP)5.4

L3 (Director)6.1

L4 (Manager)7.6

L5 (Supervisor)8.9

Org health

Spans < 4 (narrow)22 managers

Spans > 10 (wide)18 managers

Vacant manager roles7

Acting / interim11

Notes

Span and layers are healthy overall; the 22 narrow spans are a light efficiency lever, not a cut signal.

7 vacant manager roles - fill to relieve the wide L5 supervisor spans.

Synthetic, aggregated. Reads HRIS org hierarchy read-only; span = direct reports per manager.

Productivity

Output relative to labor - revenue per employee and labor efficiency, by plant.

$231K

Revenue / employee

+3.1% YoY

+2.4%

Labor productivity YoY

3.4%

Absenteeism

94%

Schedule adherence

Revenue per employee synthetic

$K per employee, trailing 8 quarters.

Labor efficiency by plant

Plant	Output / hr (idx)	Trend
DET-01	104	up
STG-02	101	up
OSK-03	93	flat

Notes

OSK-03 efficiency trails - consistent with its over-utilization and overtime; relief should help output, not just cost.

Productivity is interpreted as output and engagement - not as a reason to reduce people.

Synthetic, aggregated. Reads MES / time + financials read-only; productivity framed as output and capability, not displacement.

Integrations & data

What would power Workforce Intelligence - the read-only sources, the shared collections, and the privacy posture.

HR connectors

Read-only and aggregated; conformance reported honestly (checks passed / total). Planned - not yet built.

Source	System family	Access	Conformance
Workday	HRIS / core HR	read-only	0 / 12 (planned)
SuccessFactors	HRIS	read-only	0 / 12 (planned)
Greenhouse / Lever	ATS / recruiting	read-only	0 / 12 (planned)
ADP	Payroll	read-only	0 / 12 (planned)
Kronos / UKG	Time & attendance	read-only	0 / 12 (planned)

Shared collections (read-only, aggregated)

employees (aggregated)headcount

workforce_positionsorg & span

workforce_comp (banded)cost

workforce_requisitionshiring

workforce_skillscapability

Privacy posture

Granularityaggregated (no individual view)

Accessrole-gated (HR / finance)

PII fieldsminimized / masked

Write pathnever - advisory only

LineageSHA-256 anchored

Status. HR connectors are planned, not built - scaffolds would report 0 / 12 until wired and conformed. Because this domain handles employee PII, the design is read-only, aggregated, role-gated, and PII-minimized by default. AssetShop never changes pay or employment, never monitors individuals, and frames workforce intelligence as planning and augmentation - not displacement.

Signals & opportunities

Workforce signals across retention, hiring, cost, and capability - read-only from HRIS, ATS, and time systems. No PII edits, no actions taken. Figures synthetic (Meridian Industrials).

8

Open signals

$3.6M

Exposure

1

High severity

$1.4M

Addressable

Detected signals synthetic

Each signal is an observation with a source lineage; confidence reflects how directly the data supports it.

Signal	Area	Severity	Magnitude	Conf.	Source
Attrition spike - Operations	Retention	high	+6 pts	high	HRIS
Open-req aging - Engineering	Hiring	medium	62 days avg	high	ATS
Overtime concentration - DET-01	Cost	medium	$0.9M r/r	high	time + GL
Span-of-control outliers	Org	medium	11 mgrs <3 reports	med	HRIS
Contractor reliance - IT	Cost	medium	28% capacity	med	AP + HRIS
Comp compression - Analyst	Retention	medium	6% below market	low	HRIS
Time-to-fill drift	Hiring	low	+9 days QoQ	med	ATS
Skills-gap - data roles	Capability	low	4 critical gaps	low	HRIS

Opportunities the signals point to

What the observation suggests. AssetShop quantifies; your team decides and acts in the source systems.

$0.9M

Overtime reduction at DET-01 via shift rebalancing where concentration is highest.

$0.4M

Contractor-to-FTE conversion in IT where reliance exceeds plan.

3 dept

Retention focus on the attrition-spike group before backfill cost compounds.

How to read this

High signals are concentrated, well-evidenced, and material - act on these first.

Confidence separates observed facts from modeled estimates.

Every figure traces to a read-only source. Nothing here is written back to any system.

Synthetic. Signals computed from read-only HRIS / ATS / time data; magnitudes labeled modeled are estimates, not posted figures. Operational signal, not advice; AssetShop never writes back to source systems.

Position detail

Open and filled positions by department - the org-level data behind headcount and cost.

612

Headcount

28

Open reqs

$3.6M

OT run-rate

9

Departments

Detail records synthetic

Open-req rows are unfilled positions aging in the pipeline. Use Export above to download exactly these rows as CSV.

Position	Department	Role	Location	FTE	Status
POS-101	Operations	Technician	DET-01	42	active
POS-118	Operations	Line Lead	STG-02	8	active
POS-126	Engineering	Mech Engineer	HQ	12	open-req
POS-134	Finance	Analyst	HQ	8	active
POS-142	Sales	Account Exec	Remote	15	active
POS-150	IT	SysAdmin	HQ	6	open-req
POS-158	Quality	Inspector	OSK-03	9	active
POS-166	Logistics	Coordinator	DET-01	7	active
POS-174	R&D	Researcher	HQ	11	open-req

Synthetic (HRIS + ATS). Read-only detail; AssetShop never writes back to source systems. Figures illustrate Meridian Industrials.