Free hiring decision calculator

Can the business afford this hire without raiding its reserve?

Build the loaded employee cost, convert expected added revenue into contribution, model the ramp, and find the cash draw before the hire pays back.

Quick answer

A hire has to pass recurring economics, ramp cash, and payback tests.

Salary is only the starting cost. Compare the fully loaded monthly cost with the contribution from revenue the added capacity can actually support, then check whether cash above the protected reserve can fund the deficit while the employee ramps.

Loaded annual cost = cash pay + employer costs tied to pay + recurring benefits and tools

Monthly contribution after hire cost = added revenue × contribution margin − monthly loaded cost

Reviewed August 15, 2026

Step 1

Build the cost and contribution case

Loaded employee cost
$

Annual wages or salary paid in cash before employee withholding.

% of pay

Your planning rate for employer payroll taxes, workers' compensation, unemployment insurance, and similar pay-linked costs.

$/ year

Health benefits, retirement contributions, software, phone, training, workspace, and other recurring annual costs not included above.

$

Recruiting, signing, setup, equipment, initial training, and other costs paid once.

Revenue contribution
$

Monthly revenue you can reasonably tie to demand the added capacity will serve. Do not enter total company revenue.

%

The share left after materials, fees, commissions, and other non-employee variable costs. Exclude the new employee cost to avoid subtracting it twice.

months

Whole months before the employee reaches the full revenue contribution entered above.

% of full

Average share of full contribution expected during each ramp month.

Cash protection
$

Cash available for this hire after preserving the business reserve you refuse to spend through.

This is an educational planning model, not legal, tax, payroll, HR, insurance, or financial advice. It assumes added revenue contribution arrives in the same month and does not model collection delays, seasonality, overtime, paid leave timing, turnover, severance, or employment-law requirements. Verify rates, classification, wages, benefits, and obligations for the role and location.

Three different tests

Positive monthly economics do not erase the ramp.

The role may create more contribution than it costs at full productivity and still cause a cash shortage first. Recruiting, setup, training, supervision, and slower early output arrive before the strongest months of added revenue.

Keep the tests separate. First confirm the recurring case. Then measure the largest cumulative deficit before payback. Finally, decide whether the payback period fits the risk and the business plan.

Review the exact formulas →

Make the case credible

Pressure-test the assumptions

Why is salary not the full employee cost?

Employers may also pay payroll taxes, unemployment insurance, workers' compensation, benefits, software, equipment, training, workspace, and other role-specific costs. Enter the rates and amounts that apply to the actual role and location.

What does contribution margin mean here?

It is the percentage of added revenue left after non-employee variable costs such as materials, fulfillment, payment fees, commissions, and shipping. Do not include the new employee cost inside that percentage because the calculator subtracts it separately.

How should I estimate added revenue?

Start with constrained demand the business cannot serve today, work the employee will directly deliver, or owner time that can be reassigned to proven sales activity. A general hope that a hire will create growth is not an evidence-backed revenue case.

Why protect a cash reserve?

A hire can be economically sound and still create a temporary cash draw. The reserve separates money available for the hiring plan from cash needed for payroll, tax, debt, slow collections, and other existing commitments. Use the separate cash-runway tool when timing is uneven or collections are uncertain.

Does this decide employee versus contractor status?

No. Worker classification depends on law and the facts of the working relationship, not a cost comparison or a label in a contract. Verify classification and employment requirements with qualified guidance before engaging the worker.