Employee Dashboard

The Employee Blindness Costing You Productivity

If you’re managing employees without real-time performance data, these gaps are eroding profitability:

• ⚠️ Utilization mystery: No idea if employees are working on billable projects 90% of time or 40% of time

• ⚠️ Labor cost confusion: Thinking a 60Ksalarycosts60K, when it actually costs $87K with benefits and taxes

• ⚠️ Workload imbalance: Some employees working 50 hours/week, others at 30 hours, no visibility to balance

• ⚠️ Overtime waste: Paying time-and-a-half for 12.5 hours of overtime when you could hire part-time help

• ⚠️ Revenue per employee unknown: Can’t tell which employees are highly productive (300Krevenue)vsunderperforming(60K revenue)

• ⚠️ Time-off chaos: No tracking of PTO usage and accrual, surprise end-of-year payout of $40K unused PTO

• ⚠️ Attendance blindness: Not tracking who’s chronically late, missing shifts, or using sick days excessively

• ⚠️ Department cost opacity: Don’t know if Consulting department costs 270Kor320K all-in per year

For a 10-person team with 800Kpayroll, a20 − pointutilizationimprovement = 160K more billable capacity. Time for employee intelligence.

Your New Reality: Complete Employee Visibility

Employee Performance Dashboard

Know team productivity instantly:

• Total Employees: 9

• Total Hours Worked: 1,556 hours (last month)

• Average Utilization: 65.8%

• Total Payroll Cost: $48,677

• Revenue Generated: $62,410

• Revenue per Employee: $6,934/month

Immediate insight: Who’s productive, who’s underutilized, who drives revenue

Individual Employee Metrics

See every employee’s contribution:

• Sarah Mitchell: 189.75 hrs, 48.08 ⁄ hr, 71.612,850 revenue, $67.72 revenue/hr ⭐

• David Chen: 186.66 hrs, 31.25 ⁄ hr, 70.58,200 revenue, $43.92 revenue/hr

• Amanda Davis: 157.19 hrs, 20.00 ⁄ hr, 59.33,420 revenue, $21.76 revenue/hr

• Jennifer Lopez: 168.53 hrs, 35.10 ⁄ hr, 63.67,850 revenue, $46.59 revenue/hr

Optimization opportunity: Amanda at 59% utilization—can she take on more client work?

Department Cost Analysis

Understand department-level performance:

• Consulting: 4 employees, 27, 108cost, 66.339.63 avg rate

• Operations: 4 employees, 15, 279cost, 63.522.54 avg rate

• Management: 1 employee, 7, 193cost, 66.440.87 rate

Action required: Operations utilization at 63.5%—can team handle more volume without new hire?

Real Results: From Employee Guesswork to Performance Mastery

Features That Transform Employee Management

Perfect For

Use Case: From 65% to 83% Utilization Without New Hires ($156K Value Created)

Real Customer Story

Challenge: A professional services firm with 9 employees had no visibility into utilization rates, workload balance, or true labor costs. They thought they needed to hire 2 more people to handle client demand (120K + additionalcost), buthadnodataonwhetherexistingteamwasfullyutilized.Payrollwas48,677/month, but CFO didn’t know total cost including benefits and taxes. Some employees felt overworked while others had downtime, but no data to balance workloads.

Dashboard Revealed:

• Team utilization: 65.8% average (industry target: 80-85% for consulting)

• Utilization range: 59.3% (Amanda) to 71.6% (Sarah)—massive variation

• Billable capacity wasted: 34.2% of hours were non-billable (internal work, admin, downtime)

• 4 employees below 65% utilization: Amanda (59.3%), Maria (59.6%), Jennifer (63.6%), Ryan (65.3%)

• 2 employees with overtime: Sarah (4.75 hrs) and Ryan (5.01 hrs)—workload imbalance

• True labor cost: 48, 677salary + 9,500 benefits + 3, 898taxes = 62,075 total employer cost

• Revenue per employee: 6, 934 ⁄ monthaverage, butrangefrom3,420 (Amanda) to $12,850 (Sarah)—3.8x spread

• Department utilization: Consulting 66.3%, Operations 63.5%, Management 66.4%—all below target

• Time-off liability: $40K in accrued unused PTO (surprise year-end cost if employees cashed out)

• Root cause: No visibility into utilization, no workload balancing, hiring plan based on gut-feel not data

Action Taken:

1. Hiring freeze: Cancelled plan to hire 2 new employees ($120K+ cost)—dashboard showed existing team had 34% unused capacity

2. Workload rebalancing: Moved some of Sarah and Ryan’s client work (both working overtime) to Amanda and Maria (both below 60% utilization)

3. Billable target setting: Set 80% utilization target for all consulting staff, 70% for operations staff

4. Weekly utilization reviews: Implemented weekly review of utilization by employee, balanced workloads proactively

5. Non-billable time audit: Reviewed why 34% of time was non-billable—found excessive internal meetings, admin work that could be automated

6. Process automation: Automated timesheet reminders, expense reporting, internal status updates (saved 4 hrs/employee/week)

7. Client staffing optimization: Matched high-rate employees (Sarah at $67.72 revenue/hr) to high-value clients, lower-rate employees to appropriate work

8. Overtime elimination: Eliminated $686/month overtime by better workload distribution

9. PTO policy update: Implemented “use it or lose it” PTO policy with monthly balance reminders to avoid year-end $40K payout

10. Skills-based assignment: Started assigning work based on skills and capacity, not just who asked first

Results After 12 Months:

• Team utilization: 83.4% average (up from 65.8%, +18 points!)

• Utilization range: 78.2% to 88.5%—much more balanced team

• Billable capacity gained: 18-point improvement × 9 employees × 173 avg hrs/month = 280 more billable hrs/month

• Revenue impact: 280 hrs × 45avgbillingrate = 12,600 additional revenue/month = $151K annually

• New hires needed: 0 (vs plan to hire 2 for $120K cost)—saved hiring cost by optimizing existing team

• Overtime cost: 220 ⁄ monthaverage(downfrom686, 68% reduction)

• True labor cost visibility: CFO now knows 62Ktruecostvs49K payroll, improving hiring ROI analysis

• Revenue per employee: 8, 984 ⁄ month(up306,934) due to higher utilization

• Employee satisfaction: Increased (balanced workloads, no one chronically overworked or underutilized)

• PTO liability: Managed to 12K(downfrom40K, employees taking PTO throughout year)

• **Total value created: 156Kannually**(151K more revenue from utilization + avoided $120K new hire cost – only counted first year; ongoing)

“We were about to hire 2 people because we felt stretched. The employee dashboard showed we had 34% unused capacity. Rebalancing workloads and cutting non-billable waste gave us the capacity of 3 new employees without hiring anyone.” — Managing Partner

Key Metrics You’ll Track

Technical Integration (Works With Your Stack)

Frequently Asked Questions

Q: What if this doesn’t quite fit my needs? Can it be customized?" A: All of the dashboards can be customized for your needs. Contact me for a discovery meeting to understand your needs.

Q: What’s a good utilization rate target? A: Consulting/professional services: 75-85% billable. Operations/delivery: 70-80%. Management/admin: 50-60%. Sales: 60-70% (rest is prospecting). Anything below 60% suggests underutilization.

Q: How do you calculate utilization rate? A: Billable hours ÷ Total hours worked. For example, 140 billable hours ÷ 173 total hours = 80.9% utilization. Some firms use “available hours” (total hours - PTO - holidays) as denominator.

Q: What’s included in fully-loaded employee cost? A: Salary/wages + employer payroll taxes (FICA, unemployment) + benefits (health, dental, 401k match) + PTO cost + overhead allocation (office space, equipment). Typically 1.25x to 1.5x base salary.

Q: What causes low utilization rates? A: Not enough client work (sales problem), inefficient internal processes (too many meetings/admin), poor workload balancing, skills mismatch (wrong people on wrong projects), or overstaffing.

Q: How do I balance workloads across the team? A: Weekly utilization reviews, assign work to underutilized employees first, use skills matrix to match work to capabilities, automate admin work, and set utilization targets with accountability.

Q: What if utilization is high but revenue per employee is low? A: Billing rate problem. Team is busy but billing rates are too low, or working on low-value work. Solution: Increase rates, focus on higher-value clients, or improve service offering.

Q: Can I track utilization for salaried employees? A: Yes, if they track time. Many professional services firms require time tracking for all employees (salary or hourly) to measure utilization and allocate costs to projects.

Q: What’s a good revenue per employee benchmark? A: Varies by industry. Professional services: 150K − 300K annually. Technology services: 200K − 400K. Consulting: 250K − 500K. Below $100K suggests low productivity or billing rates.

Stop Managing Your Team with Guesswork

Every month without employee intelligence means:

• Unknown utilization rates—could be 50% or 90%, you literally don’t know

• Hiring decisions based on “we feel busy” not data on capacity

• Workload imbalances—some employees burned out, others underutilized

• True labor costs unknown—thinking 50Ksalarycosts50K (it’s $72K all-in)

• Revenue per employee unmeasured—can’t identify top performers or underperformers

• Time-off surprises—$40K year-end PTO payout you didn’t budget for

For a 10-person team, improving utilization from 65% to 83% = $156K more revenue with same headcount.

The question isn’t whether you need employee intelligence.

The question is: How much productivity and profit are you leaving on the table?