Enter workload, capacity, and cost assumptions
Example data table
| Team | Forecast units | Base staff | Temp units/day | Buffer % | Suggested temps |
|---|---|---|---|---|---|
| Customer Support | 6,000 | 10 | 22 | 10 | 8 |
| Order Processing | 12,000 | 18 | 28 | 10 | 14 |
| Returns | 2,200 | 5 | 18 | 12 | 3 |
Formula used
How to use this calculator
- Enter your planning period and forecast workload in units.
- Set a buffer percentage that matches your service risk tolerance.
- Add base staff and their expected units per day.
- Adjust efficiency to reflect real productive time.
- Optionally enable overtime and fill OT hours and multiplier.
- Provide temporary worker productivity, efficiency, and attrition.
- Fill wage, agency fee, and training costs for accurate budgeting.
- Press Calculate Plan to view results above the form.
- Download CSV for analysis or PDF for sharing.
Demand shaping and buffers
Temporary staffing works best when workload is expressed in measurable units, such as tickets, orders, calls, or inspections. A buffer of 5–15% is common where demand variability is moderate, while higher buffers may be justified for tight service targets or volatile volume. In the calculator, buffered units translate directly into required capacity, so even small buffer changes can shift headcount needs and cost materially.
Productivity assumptions and calibration
Base and temporary productivity should be grounded in recent operational data. If a team processes 280 orders per day with eight people, the observed rate is 35 units per staff per day. Efficiency then accounts for non-productive time such as coaching, rework, and tooling delays. Temps often start lower, so setting temp efficiency at 75–90% can better represent ramp time, supervision, and quality checks.
Attrition, attendance, and realized capacity
Short-tenure roles can see churn during a planning window. An attrition input of 5% reduces expected output by the same proportion, which prevents the model from overcommitting service levels. You can also treat attrition as attendance loss when shifts are missed. Combining attrition with efficiency yields a realistic “usable” capacity per temp for the period, improving schedule reliability.
Cost structure and budgeting clarity
Workforce cost is more than wages. Agency fees are often a percentage markup on hourly pay, and training costs include badges, onboarding hours, and trainer coverage. If overtime is enabled, the model adds incremental premium cost above base wage, not the full wage again. This approach helps finance teams isolate the true uplift from overtime versus hiring more temporary workers.
Scenario planning for hiring decisions
The built-in low, base, and high scenarios apply a ±10% demand swing to highlight sensitivity. If headcount jumps sharply between scenarios, consider flexible levers such as cross-training, staggered start dates, or partial shifts. Use the “temps planned” cap to model labor market constraints, then review residual gap units to quantify risk. Exporting results supports approvals and vendor negotiations. For example, if high scenario adds 6 temps, revisit buffer, shift length, and task batching. Track weekly actuals versus plan, then refresh inputs so procurement, payroll, and leaders see the same numbers fast.
FAQs
What should I use as a “unit” of work?
Use a count that maps to throughput: tickets resolved, orders packed, calls handled, claims processed, or cases reviewed. Keep units consistent across base staff and temps so capacity comparisons remain valid.
How do I choose the buffer percentage?
Start with recent volume variability and service penalties. Stable processes often use 5–10%, while time-sensitive operations may need 10–20%. Increase the buffer when forecasting accuracy is low or staffing is constrained.
What does efficiency represent in this planner?
Efficiency adjusts for real productive time after meetings, breaks, supervision, quality rework, and system downtime. Enter the percentage of a typical day that produces usable output for your defined unit.
How should I handle temp ramp-up time?
Model ramp-up by lowering temp efficiency or temp units per day during early periods. If onboarding is heavy, add training cost per temp and consider splitting the plan into shorter windows.
Why might the calculator show a residual gap?
A residual gap appears when maximum temps are capped or when productivity assumptions cannot cover buffered demand. Treat it as quantified risk and evaluate overtime, process improvements, or scope reduction.
Is overtime cheaper than hiring temps?
It depends on the premium rate, fatigue risk, and sustained duration. Overtime can be efficient for short spikes, while temps often scale better for multi-week peaks. Compare the grand total and coverage metrics.