Just-in-Time Resourcing®

About Just-in-Time Resourcing®

Over the past decade, the rising importance of services in driving both revenue and value creation has fundamentally changed how organizations must think about managing human capital. From professional and consulting services to internal shared services functions like IT, finance, and HR, there’s a growing emphasis on treating people as a strategic asset—not just a cost to manage.

As manufacturers once mastered just-in-time inventory to ensure parts were available exactly when and where needed, today’s service organizations—both client-facing and internal—are being challenged to adopt a similar approach to workforce planning and deployment.

Just-in-Time Resourcing® is the RMI’s brand for human capital management solutions to help services organizations build the right set of capabilities to accomplish the most efficient use of its most strategic asset – its people.  It equips organizations with the strategies and tools needed to get the right person, with the right skills, in the right place, at the right time—consistently and efficiently. Whether you’re delivering services to external clients or operating internal teams, this approach helps improve performance, increase agility, and lower costs in people-intensive environments.

Global Resource Management (GRM)

Global Resource Management (GRM), a standard process methodology, was developed for achieving highly efficient deployment of human capital as part of the Just-in-Time Resourcing® brand of human capital management services. Whether your company is large or small, efficiently managing human capital will mean the difference between success and failure.

Addressing Key Resource Management Challenges

Just-in-Time Resourcing® helps organizations tackle the most pressing challenges in resource and workforce management—from improving project performance and forecasting accuracy to managing labor costs, talent, and global delivery complexity. By aligning people with work more precisely and proactively, it enables organizations to operate with greater agility, reduce inefficiencies, and maximize the value of their human capital across both internal and client-facing services.

Project Performance – Project failure rates in both billable services and internal IT consistently exceed 35–40%. These failures lead to costly rework, underutilized resources, and poor customer satisfaction. Ineffective resource management is a leading cause—and one of the most addressable.

Labor Costs – Labor is the largest cost driver in services organizations. Companies that manage labor well—forecasting demand, aligning capacity, and optimizing utilization—gain a clear competitive advantage. Key questions services organizations must ask today:

Resource Forecasting  – Forecasting demand and supply is essential to aligning the right resources with upcoming work. Effective resource management requires solid data, a repeatable forecasting process, and cross-functional collaboration to stay aligned over time.

Demand Volatility and Business Agility  – Services organizations face increasingly unpredictable demand—from sudden surges to abrupt pauses. Managing workforce capacity and readiness in this dynamic environment requires agile, scenario-based planning. How do we stay flexible without compromising stability or cost control?

Skills Visibility and Skills Mismatch – Many organizations lack a clear, up-to-date view of their workforce’s actual skills and competencies. As a result, work is often assigned based on availability, not capability—leading to missed opportunities, lower quality, and disengaged talent. How do we track, validate, and align skills to demand in real time?

Limited Automation and Tool Integration – Many companies still rely on manual processes or disconnected systems for resourcing, forecasting, and project planning. This creates inefficiencies and a lack of trust in the data. How do we leverage automation and integrated platforms to streamline decision-making?

Talent Management – Hiring the right people is just the beginning. Organizations must also quickly onboard, train, and deploy talent effectively. Retaining top talent is equally critical—and often depends on how well resource management processes support career development and engagement.

Burnout and Workload Imbalance – Poor resource forecasting or uneven allocation leads to overutilization of top performers and underutilization of others—fueling burnout, disengagement, and turnover. ow do we create more sustainable workloads across teams while still hitting business targets?

Time, distance and Reach Issues – In a global environment, staffing across time zones and geographies introduces complexity. Questions arise around affordability, responsiveness, local presence, and the practical limits of your geographic footprint.

Increasing Competition – Cost pressures are pushing more organizations to explore labor from low-cost regions. Yet clients still demand high quality and speed. Balancing cost, quality, and responsiveness requires a disciplined approach to resource planning and management.

Internal Fiefdoms – Many companies operate with regional or departmental silos—creating inefficiencies and limiting access to the full talent pool. Breaking down these “fiefdoms” requires organizational will, standardized processes, and a shared commitment to enterprise-wide optimization.