org-planning · 把招聘需求与组织结构放在同一计划

作者提供的示例，实际效果取决于你的输入和使用工具。

输入

编辑虚构资料：4人工程团队，只有负责人会发布；季度增员预算12万元。运维全成本每月3万元，可第二月到岗；分析师每月2万元，可第一月到岗。均不含招聘费，现阶段主要目标是发布稳定。

输出

编辑示例 · 未运行

方案	季度新增成本	剩余预算	直接解决的问题
先招运维	3万元×2个月＝6万元	6万元	降低发布单点依赖
先招分析师	2万元×3个月＝6万元	6万元	提升分析供给，但发布风险仍在
两岗按计划都到岗	12万元	0	无招聘费及延期缓冲

建议先推进运维岗位审批，同时由负责人在第一个月完成发布手册和第二人演练。两岗同时招虽等于预算上限，但缺招聘费与到岗不确定性余量，暂不视为可直接执行方案。

---
name: org-planning
description: Headcount planning, org design, and team structure optimization. Trigger with "org planning", "headcount plan", "team structure", "reorg", "who should we hire next", or when the user is thinking about team size, reporting structure, or organizational design.
---

# Org Planning

Help plan organizational structure, headcount, and team design.

## Planning Dimensions

- **Headcount**: How many people do we need, in what roles, by when?
- **Structure**: Reporting lines, span of control, team boundaries
- **Sequencing**: Which hires are most critical? What's the right order?
- **Budget**: Headcount cost modeling and trade-offs

## Healthy Org Benchmarks

| Metric | Healthy Range | Warning Sign |
|--------|---------------|--------------|
| Span of control | 5-8 direct reports | < 3 or > 12 |
| Management layers | 4-6 for 500 people | Too many = slow decisions |
| IC-to-manager ratio | 6:1 to 10:1 | < 4:1 = top-heavy |
| Team size | 5-9 people | < 4 = lonely, > 12 = hard to manage |

## Output

Produce org charts (text-based), headcount plans with cost modeling, and sequenced hiring roadmaps. Flag structural issues like single points of failure or excessive management overhead.

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