Full-Time Equivalent (FTE) Calculator

The Full-Time Equivalent (FTE) calculator converts a team’s weekly hours into the number of full-time schedules those hours represent. Enter the number of full-time employees, the standard weekly hours for one full-time worker, and the average part-time headcount and hours. The result helps with staffing plans, budgets, productivity comparisons, and program reporting.

How to use

Start by entering your full-time headcount and the weekly hours that count as one full-time schedule. For many employers that number is 40 hours, but some organizations use 35, 37.5, or another policy standard. Next, enter the number of part-time employees and their average weekly hours. If part-time schedules vary, use the average or run separate scenarios.

The calculator adds full-time and part-time weekly hours, then divides by the full-time standard. The answer is not necessarily the same as headcount. Eight people can represent six FTE, and three people with overtime can represent more than three workload-equivalent schedules.

How it works

FTE is a workload measure. It translates mixed schedules into one comparable unit so managers can estimate project capacity, labor cost, coverage, or required staffing. A 20-hour employee equals 0.5 FTE when the full-time standard is 40 hours. Two such employees together equal one FTE.

For compliance or loan programs, check the rulebook before relying on the number. Some programs cap each individual at one FTE, use simplified part-time assumptions, or define full time differently. For planning payroll impact, pair FTE with the salary calculator, annual salary calculator, or budget calculator.

Formula

$\text{full-time weekly hours} = \text{full-time employees} \times \text{hours per full-time employee}$

$\text{part-time weekly hours} = \text{part-time employees} \times \text{hours per part-time employee}$

$\text{FTE} = \frac{\text{full-time weekly hours} + \text{part-time weekly hours}}{\text{hours per full-time employee}}$

Examples

Common mistakes

• Confusing headcount with FTE; people and workload units answer different questions.
• Using 40 hours when your organization’s official full-time week is different.
• Averaging part-time hours over an unrepresentative week.
• Applying internal overtime assumptions to a program that caps each employee at one FTE.