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Measure billable utilization against total capacity and see exactly how many hours you're leaving on the table each period.
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A resource planning sheet answers whether planned work fits inside the hours people can actually work. The useful output is a staffing view by person, role, week, or project: available hours, planned billable hours, planned non-billable hours, open capacity, and utilization rate. The sheet should name the denominator on every figure because utilization changes when you use gross capacity, net working hours, or total logged hours.
For U.S. teams, the 40-hour week is a common gross capacity baseline because federal overtime rules require covered nonexempt employees to receive overtime pay for hours worked over 40 in a fixed 168-hour workweek. The FLSA does not define full-time or part-time employment, so the sheet should treat full-time capacity as employer policy, then subtract PTO, holidays, unpaid leave, or other absences according to that policy.
Start with columns for person, role, week, gross capacity, planned PTO, planned holidays, other unavailable time, net available hours, planned billable hours, planned non-billable hours, utilization target, planned utilization, and variance from target. A printable version should leave enough room for notes because capacity decisions often depend on project timing, client deadlines, and role constraints that a single percentage cannot show.
Keep paid time not worked out of the net available-hours denominator when the sheet is intended to measure utilization against working capacity. OPM lists 11 federal holidays in 2026 for federal employees, but private-sector paid holidays remain employer policy unless another law or contract applies. The FLSA does not require payment for vacations, sick leave, or holidays, so a private employer's worksheet should reflect the company's actual leave policy.
Use this formula for each person or role: planned utilization rate = planned billable hours ÷ net available hours × 100. For a weekly row with 40 gross capacity hours and 8 planned PTO hours, net available hours equal 32. If the person has 24 planned billable hours, planned utilization is 75%. The row should show the denominator as net available hours, not just "capacity."
The same billable plan produces a different rate if the denominator changes. Using 40 gross capacity hours, 24 billable hours produce 60% utilization. Using 32 net available hours, the same 24 billable hours produce 75% utilization. A printable sheet prevents this mistake by labeling the denominator beside the percentage and keeping leave adjustments visible instead of hiding them in a separate capacity note.
A one-off sheet is enough for a single staffing check, a small project bid, or a weekly meeting where the numbers will not feed payroll, billing, or utilization targets. The worksheet becomes fragile when managers need approved capacity, locked time periods, role-based assignments, and a repeatable handoff from planned hours to actual hours.
Everhour Team Management gives teams a durable version of that workflow through weekly capacity settings, project assignments, team groups, approval workflows, lock rules, and admin time correction. That matters when the planning sheet turns into an operating process: managers compare planned capacity with submitted time, approve or correct entries, and keep utilization reporting tied to the same team policy every period.
This content is for general information only, may not be fully up to date, and is provided without any warranty or liability.
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A practical sheet includes person, role, period, gross capacity, PTO, holidays, other unavailable time, net available hours, planned billable hours, planned non-billable hours, utilization target, actual or planned utilization, and variance. Add a notes column for project constraints, client deadlines, or coverage issues that affect staffing decisions.
Use gross capacity when you need a rough staffing ceiling. Use net available hours when the sheet supports utilization targets, project staffing, or weekly workload decisions. Net available hours subtract PTO, holidays, unpaid leave, and other scheduled absences according to employer policy, so the denominator reflects time a person is actually available to work.
The denominator changed. A person with 24 planned billable hours shows 60% utilization against 40 gross capacity hours and 75% utilization against 32 net available hours. Both calculations are arithmetically correct, but they answer different questions. Label the denominator beside each utilization percentage to prevent false comparisons.
U.S. federal law does not set a professional-services utilization target or define full-time employment for this calculation. Many firms use 40 weekly hours as a gross capacity baseline because covered nonexempt employees receive federal overtime pay for hours worked over 40 in a fixed 168-hour workweek. The actual planning denominator remains a firm policy choice.
Actual unpaid leave taken should reduce available hours when the sheet uses a net-working-hours denominator. Eligible employees of covered employers may take up to 12 workweeks of unpaid, job-protected FMLA leave in a 12-month period for qualifying reasons. A worksheet that leaves that absence in capacity overstates availability and understates planned utilization.
Everhour Team Management lets admins set weekly capacity per team member, assign people to projects, group teams, approve submitted time, lock completed periods, and correct entries when needed. That turns a printed capacity plan into a controlled workflow where planned staffing and approved time follow the same team policy.
Everhour Resource Planning compares planned capacity with actual tracked time, so managers can see workload gaps and adjust future assignments. The planner also shows scheduled time off on the timeline, which helps teams account for absences before utilization and capacity reports reach the review stage.
Move from a static worksheet to approved capacity, locked periods, team groups, and corrected time entries. Everhour Team Management keeps utilization planning tied to real team workflows.
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