Compare the full annual cost of hiring with the full annual cost of outsourcing — contributions, equipment, unavailability, management time, setup and retained supervision included. The calculator also gives the weekly volume at which the answer flips.
Nothing to install, no sign-up, nothing collected. Your figures stay in your browser; the calculation runs there too.
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— of the internal cost, per year
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Your figures stay in this browser. Nothing is sent unless you paste the analysis into the contact form yourself.
—/year
— effective hourly cost
—/year
— effective hourly cost
The weekly volume at which the cheaper option changes.
How long the monthly saving takes to cover the one-off setup cost.
Hours per year you stop spending steering the role.
Derived from the automatable share you entered.
An estimate built on your own assumptions, over a 52-week year. It is neither a quote nor an accounting opinion: the figures that matter are yours, and the guarantees you need are checked in the contract.
Most in-house versus outsourcing comparisons are wrong for the same reason: one side is counted in full and the other in salary only.
A role consumes management time: explaining, arbitrating, reviewing, chasing. It is the most expensive time in the company and it appears on no payslip. The calculator counts it on both sides — as management in-house, as supervision in the outsourced scenario.
Leave, sickness, training, resignation: the workload carries on. A role sized to the minute does not cover the year; either work piles up or someone else absorbs it. That is why the calculation raises the full-time equivalent needed.
On top of the direct cost of hiring come the weeks during which the work is not done — and the risk of starting over if the person leaves. Those costs are spread here over the engagement horizon you state.
Workstation, telephony, software, a desk: a few hundred per month that are systematically left out of the comparison.
On the service side, setup is not free: procedures have to be written, access opened, history handed over. The real question is what remains yours if you stop — and it is negotiated before signing.
It is free and asks for nothing: no sign-up, no email, no account. The form is plain HTML, the computation runs in your browser, and your figures are stored only in that browser. Nothing reaches Workynet unless you choose to paste the analysis into the contact form.
No. They are demonstration figures meant to show how the calculation works, and they are neither a Workynet price list nor a market reference. A real price depends on the trade, the volume, the service level and the country — ask for a quote and put that figure in.
It is the weekly volume at which the two scenarios cost the same. Below it, one option is cheaper; above it, the other one is. It matters more than the gap itself, because a need rarely stays at the same volume: knowing the threshold tells you how much room you have before the decision should be revisited.
Because an employee is paid all year but is not available all year: leave, sickness and training are time you pay for without the work being done. To cover a given workload you therefore need slightly more than its strict equivalent — the unavailability rate you enter sets how much.
No. It means the money says so, under your assumptions. Confidentiality, continuity, the ability to replace someone quickly, reversibility at the end of the contract and the legal position of the people doing the work are decided elsewhere — and in a tight result, they are what should decide.
Paste your analysis into the form: we send back a reading of it — what we would price differently, what the calculation cannot see, and a real quote if you want one. Free, no commitment.