Do I need Planifizer to use Capacity Plan?

No. Capacity Plan stands on its own: paste your team from Excel or start from the sample team. If you schedule in Planifizer, the sync (in early access) brings your agents, contracts, clients and activities across with their ids, and sends published forecasts back.

Our back office has no answer time. Does it still work?

Yes. Switch “Answered in” off for that line: the service level then means handled ÷ received, net hours are contacts × service level × handle time, and you type the occupancy week by week instead of letting Erlang C work it out.

How are new hires counted while they train?

Hires are planned as classes, sized in people on a contract. Training weeks count for nothing; each ramp week counts at its share and can carry the new hires’ own handle time, which is blended into the week’s AHT by their share of phone hours. Once the class is hired, its people’s contracts count instead.

How do attrition and planned exits work together?

The weekly attrition rate stands for every departure, known contract ends included. A week loses whichever is more — the rate applied to the team, or the exits you’ve planned that week — so nothing is counted twice. Moving someone between lines isn’t a departure.

What’s the difference between “short” and “tight”?

Short means the line misses its service level that week. Tight means the team is below the requirement, but the target still holds — only if schedules are perfect. Gaps are added up line by line and never netted, so spare people on one line never hide a gap on another.

What doesn’t the model do?

It’s classic Erlang C: an infinite queue with no abandonment or retries, so where callers hang up a lot it errs on the side of more people. Forecast sheets size each line hour by hour; the no-data sandbox spreads a week evenly over opening hours, so its peaks run lower. One FTE is the weekly hours of the contract most of the team is on, and an agent on several lines counts for each in equal parts.

Where is our data, and who can see it?

In a Postgres database where row-level security limits every table to the workspace that owns it. Sign-in is by one-time email code, data is encrypted in transit and at rest, and nothing is sent to third-party AI services or sold. See the security overview and privacy policy for the details.

NewHire classes on the team planTeam plan: hire classes with learning curves

Know which week you’re short. While there’s still time to fix it.

Capacity Plan turns each line’s forecast into the hours and people it needs — Erlang C per interval, every layer of shrinkage — and checks it against the team you’ll actually have, hires and exits included. Where a line falls short, it tells you why and which fix can still land in time.

Start planning Book a 30-minute walkthrough

A sample team and forecasts to explore
Paste straight from Excel
Built to work with Planifizer

Capacity plan

Is every line covered in the weeks ahead — and if not, what can still fix it?

Next 6 weeks · 28 Sep – 8 Nov

3 of 6 lines miss their service level

Worst: Outage hotline, week of 2 Nov — 36% in time vs 80%, 344 h short.

3 lines short2 lines tight

Service level

81%

target 80%

Staffed / needed

91.3 / 95.3 FTE

average week

Weeks at risk

3 of 6

a line misses

Coverage by line

FTE over or under the need, every line, every week

Short
Tight
Covered

Line	28 Sep	5 Oct	12 Oct	19 Oct	26 Oct	2 Nov
Atlas Bank
Account opening	+0.1	0.0	0.0	−0.2	−0.1	−0.4
Card support	−0.8	−0.7	−0.6	−0.8	−1.0	−1.8
Helios Énergie
Billing & payments	−2.5	−0.4	−0.3	−0.6	−2.6	−0.2
Outage hotline	−0.1	−0.3	−0.6	−0.1	0.0	−8.6
Maison Lumière
Customer care	+1.6	+1.4	+1.9	+1.2	+1.5	+0.8
Order tracking	+0.2	−0.3	+0.4	+0.1	−0.2	−0.6

Outage hotline · week of 2 Nov8.6 FTE under the need · 36% answered in time vs 80% · short

Try a fix:

Needs attention

Each fix lands before its gap. Try one.

Outage hotline misses its target the week of 2 Nov
344 h a week missing · too late to train a hire
Billing & payments misses its target 28 Sep and 26 Oct
Customer care has 1.5 FTE to spare both weeks
Card support is short the week of 2 Nov
Tight every other week · a hire class covers December

Customer care has spare every week

1.2 FTE or more over its need — lend hours, or plan fewer.

Forecast sheets

Weeks across, assumptions down. Type over any number.

Each line gets a sheet planners read like their workbook: contacts and every assumption — handle time, service level, answer time, shrinkage, absence, vacation — editable week by week. The hours and the gap with your team update as you type.

Draft, published and archived versions per week
Paste from Excel, undo with ⌘Z
Same Erlang C engine as the plan

Atlas BankCard supportRolling forecast In use

Week by week 8 weeks · 14,855 contacts · team short from W43


Coverage		+0.5	+0.2	0.0	−0.1	0.0	−0.4	−1.8	−2.4
Volume
Contacts
Assumptions
Handle time	sec
Service level	%
Answered in	sec
Shrink in office	%
Absenteeism	%
Vacation	%
Hours needed
Net hours	h	201	205	211	215	212	222	229	239
OccupancyErlang C	%	60.8	60.7	61.6	62.4	61.9	62.8	63.3	63.6
Staffed hours	h	539	552	559	562	561	577	590	615
Against your team
Required FTE	FTE	13.5	13.8	14	14.1	14	14.4	14.8	15.4
Contracted FTE	FTE	14	14	14	14	14	14	13	13

Type over any number — hours and the gap update as you type.Same Erlang C engine as the app · Mon–Fri 08:00–18:00

Team plan

Plan the hire before you need it. Recruiting, training, lost hires and the learning curve on one timeline.

1The gap

January’s peak lands as two contracts end.

Billing & payments needs more people from W02 — the same week two fixed-term contracts end, on top of 0.5% attrition a week. With no class planned, the line is short four weeks running.

2Work back from it

Start from the week you need them.

A class helps once it’s at 70%: four weeks of training and four of ramp-up before W02. So training starts in W47 — and recruiting opens six weeks before that, next week. The plan works this out for every short line, and tells you when you’re already late.

3Lost hires

Hire for the people who’ll still be there.

Nine in ten turn up on day one, 8% leave during training, and 1–2% a week while ramping. Of 10 hired, about 7.4 are on the phones by W05 — so the class is sized for them, not for the headcount.

4Learning curve

New hires are slower, and that costs hours.

Each ramp week counts at its share — 35% up to 95% — and can carry its own handle time, blended into the line’s by phone hours. A big class raises the hours needed, not just the headcount.

5Your turn

Move it, size it, watch the gap.

Drag the class two weeks later and January turns red again; pull it earlier and recruiting should already have opened. Classes, exits and attrition are the same records on the team page and in every forecast sheet.

Short in 4 of 19 weeks

OctNovDecJan 2027NowW41W42W43W44W45W46W47W48W49W50W51W52W53W01W02W03W04W05

Effective team Needed Short

Billing & payments

2 contracts end

No class planned for this line

1The gap

January’s peak lands as two contracts end.

Billing & payments needs more people from W02 — the same week two fixed-term contracts end, on top of 0.5% attrition a week. With no class planned, the line is short four weeks running.

Short in 4 of 19 weeks

OctNovDecJan 2027NowW41W42W43W44W45W46W47W48W49W50W51W52W53W01W02W03W04W05

Effective team Needed Short

Billing & payments

2 contracts end

No class planned for this line

2Work back from it

Start from the week you need them.

Short in 4 of 19 weeksOpen recruiting next week

OctNovDecJan 2027NowW41W42W43W44W45W46W47W48W49W50W51W52W53W01W02W03W04W05

Effective team Needed Short

Billing & payments

2 contracts end

Recruiting · 6 wks Training · 4 wksRamp-up 35% → 95% · class of 10

Recruiting opens W41

Training starts W47

70% by W01

3Lost hires

Hire for the people who’ll still be there.

Nine in ten turn up on day one, 8% leave during training, and 1–2% a week while ramping. Of 10 hired, about 7.4 are on the phones by W05 — so the class is sized for them, not for the headcount.

No week shortOpen recruiting next week

OctNovDecJan 2027NowW41W42W43W44W45W46W47W48W49W50W51W52W53W01W02W03W04W05

Effective team Needed Short

Billing & payments

2 contracts end

Recruiting · 6 wks Training · 4 wksRamp-up 35% → 95% · class of 10

10 hired−1 didn’t turn up−0.7 left in training−0.9 left while ramping7.4 on the phones by W05

4Learning curve

New hires are slower, and that costs hours.

Each ramp week counts at its share — 35% up to 95% — and can carry its own handle time, blended into the line’s by phone hours. A big class raises the hours needed, not just the headcount.

No week shortOpen recruiting next week

OctNovDecJan 2027NowW41W42W43W44W45W46W47W48W49W50W51W52W53W01W02W03W04W05

Effective team Needed Short

Billing & payments

2 contracts end

Recruiting · 6 wks Training · 4 wksRamp-up 35% → 95% · class of 10

35%