Convert estimated learning-related work disruption into annual hours and labor-cost exposure. Adjust the affected population, weekly time loss, loaded labor cost, active weeks, and realistic recovery assumption to build a transparent scenario.
The monetary result values lost time at labor cost. It is not the same as lost revenue and should not be added to another estimate that already includes the same labor time.
Use observed time-study or workflow data where possible; small changes in weekly lost hours materially affect the result.
For 300 employees losing 2.5 hours weekly over 48 weeks at $42 per hour, annual loss is $1,512,000 across 36,000 hours. A 20% recovery is worth $302,400.
Include the employee population that is eligible for the learning-related work disruption initiative and use the same population for every input.
Yes. Use headcount when the decision concerns people; use FTEs when workload capacity is the focus. Do not mix the two.
Use fully loaded compensation when estimating economic impact. If only salary is available, treat the result as a lower-bound estimate.
Recalculate after each measurement period or whenever headcount, compensation, participation, or outcome assumptions materially change.
No. It is a planning estimate. A comparison group or well-designed before-and-after analysis is needed to support a causal claim.
| Input | Unit |
|---|---|
| Affected employees | people |
| Lost time | hours per person per week |
| Loaded labor cost | currency per hour |