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A measure that converts part-time and partial-period work into whole full-time positions: two people each working half the standard hours make one FTE. It is the right unit for cost and capacity planning, where headcount would overstate the workforce.
Not headcount. Headcount counts people; FTE counts the work they are contracted for.
FTE shows up when finance asks what the team really costs or how much capacity a department has. HR converts each person's contracted hours into a fraction of the standard week and adds them up, usually at month end for the management report or during annual budgeting.
Example with illustrative figures: a support team of 12 has eight full-timers, three people on 24-hour weeks against a 48-hour standard, and one person who joined mid-month. That is 8 + 1.5 + about 0.5 for the joiner, roughly 10 FTE, which is the figure to use when comparing cost per position with another team.
The mistake is mixing units in the same report: budgets written in FTE, actuals pulled as headcount. Pick one per measure and label it. Note that statutory registers and contribution returns still work person by person, so FTE belongs in planning, never in compliance files.
Divide the total hours worked or contracted by all staff by the standard full-time hours for the same period. If full time is 48 hours a week, someone contracted for 24 hours is 0.5 FTE.
It gives a truer picture of capacity and cost when many staff work part-time or reduced hours. Headcount alone would overstate the available working time.
Yes, workforce budgets are often set in FTEs, with cost per FTE used to compare teams. The budget should state whether FTE is based on contracted or actual hours.
It can when FTE is based on actual hours and staff work overtime. If it is based on contracted hours, FTE cannot exceed headcount.
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