Workforce & Headcount Planning
Internal tools for headcount planning, debt management, and org restructuring, used by org leaders and HR teams across Meta.
COMPANY
Meta
ROLE
IC6 Product Designer
SCOPE
Strategy · Design 0→1 · Iteration
TEAM
Workforce Planning
YEAR
2022-2025
DOMAIN
Enterprise · HR · Org Planning
$456M+
debt payback across 14 business pillars
413+
positions returned via new planning tools
3 weeks
saved in planning process steps
THE PROBLEM SPACE
Meta's headcount planning was tracked in positions, owned by HR and org leaders, with Finance largely absent from the process. A company-wide methodology shift changed that, moving planning from positions to dollars and bringing Finance in as a direct stakeholder for the first time. This made headcount data significantly more sensitive, requiring complex permission architecture and carefully structured information hierarchies so org leaders could make both HR and financial decisions without exposing compensation data to the wrong people.
I was embedded in every stakeholder and PM conversation shaping these products, bringing user journey maps, JTBD frameworks, and usability findings into rooms that would otherwise default to business logic and engineering constraints.
Projects
Headcount Annual Budget Planning
Led design for the positions-to-dollars methodology shift, bringing Finance into headcount planning for the first time. With new users, new permission complexity, and org leaders now responsible for financial decisions alongside headcount ones, I anchored the team on JTBD to navigate the scope and shipped on time for the 2024 plan cycle. Streamlined the annual planning process, saving 3 weeks of process steps and back-and-forth conversations.
Ongoing Debt Management
Designed tools to pay down headcount debt via positions and lines of credit. Reduced manual processing across 14 pillars, supporting $456M+ in debt payback and 413+ position returns.
Reorg planning
Org restructures touch headcount, budget, and reporting lines simultaneously, making them one of the highest-stakes workflows in the planning tool. Built the reorg user journey and JTBD framework to align XFN and stakeholders on scope and sequence. Ran two rounds of usability testing with org leaders, synthesized findings back to the team, and shipped end-to-end designs supporting position movement and debt redistribution. Research directly influenced the H2 2024 roadmap.
Visuals under NDA
Happy to walk through design decisions and outcomes in conversation.
Let's talk → amkvass18@gmail.com
THE ARC
Workforce planning sits at the intersection of people, money, and organizational power, which means the design decisions are never just about the interface. Getting them right required being present at every layer: in the research, in the stakeholder rooms, in the moments where product direction was being set.
Over three years on this work I learned that the most valuable thing a designer can bring to a complex enterprise problem isn't a polished prototype. It's a clear point of view on what users actually need, delivered at the moment a decision is being made. That's what earned the IC6 promotion, and it's how I approach every problem I work on.
