Twenty four free calculators, grouped by what you are trying to answer. Every formula is shown, and the common mistakes are flagged. No signup required to use them.
Annual and monthly turnover, with voluntary and involuntary split out. The starting point for most workforce conversations.
Translate a turnover rate into a dollar figure using replacement cost ranges. This is the number that reaches leadership.
Where an employee sits relative to their range midpoint, and what that position should mean for their next increase.
How many people are leaving, what it costs you, and whether the time off you grant is actually being used.
Annual and monthly turnover, with voluntary and involuntary split out. The starting point for most workforce conversations.
Translate a turnover rate into a dollar figure using replacement cost ranges. This is the number that reaches leadership.
What share of a starting cohort is still with you at the end of the period. Not simply the inverse of turnover.
How many new hires leave inside their first year, and what that says about hiring and onboarding.
How much of the time off you grant is actually taken, and what the unused balance is worth.
What your workforce produces, what it costs, and how your structure is shaped.
Revenue per headcount and per FTE, with contractors handled honestly.
How many people each manager carries, and how much of your headcount is management.
Total labor spend measured against revenue, so you can see what your workforce absorbs.
Convert a mixed roster of full time, part time, and temporary staff into a single FTE figure.
How many employees each HR person supports, and how that compares to organizations your size.
What it costs to fill a seat, and how long the seat sits empty first.
Recruiting spend divided by hires, built the way the SHRM and ANSI standard defines it, with internal costs counted.
Time to fill, time to hire, and time to start, and the gap between them.
How often candidates say yes, and where in the process the declines are coming from.
Salary, benefits, recruiting, and ramp time added up into the true first year cost.
What you spend beyond salary, and what an employee actually receives.
What the employer pays, what the employee pays, weighted across coverage tiers.
What a match formula costs the employer and what it delivers to the employee.
Salary, bonus, benefits, and employer contributions expressed as one total rewards figure.
Translate an annual benefit or retirement election into the amount taken from each paycheck.
Where a salary sits, how ranges are built, and how pay decisions get made.
Where an employee sits relative to their range midpoint, and what that position should mean for their next increase.
How far into a pay range a salary sits. It answers the question compa-ratio cannot, because it accounts for how wide the range is.
Move any rate between hourly, weekly, every two weeks, twice a month, monthly and annual, in any direction.
Build a minimum, midpoint, and maximum around a market reference point, using spreads appropriate to job level.
Spread a merit budget across performance ratings and see what each group actually receives.
Convert an hourly rate to an annual salary and back, with the hours per year assumption stated rather than hidden.
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