What your whole team costs per month — hourly and salaried staff, overtime, employer taxes and benefits — and the share of revenue that cost is taking. Nothing stored.
The labor cost formula
hourly pay = (rate x hours + rate x 1.5 x overtime hours) x 52 / 12
salaried pay = annual salaries / 12
burden = (hourly pay + salaried pay) x burden %
monthly labor = hourly pay + salaried pay + burden
labor % of revenue = monthly labor / monthly revenue x 100
Two details carry most of the honesty. Weekly hours are annualized through 52 weeks and divided by 12, because “a week times four” understates every month except February. And the burden goes on top of all pay, not just wages: the US federal employer share of Social Security and Medicare is 7.65 percent by statute, and the Bureau of Labor Statistics puts benefits near 30 percent of total compensation for US civilian workers on average, so a burden entry of 20 to 30 percent is normal, not padding.
This page prices the team as an operating line. To price one hire — with equipment, recruiting and what the decision costs in months of runway — use the employee cost calculator; the argument for why the offer-letter number is never the real one is in what a hire really costs.
Labor cost as a share of revenue
Most labor-cost tables on the internet assign every industry a confident percentage with no source. Here are the reference figures that actually have one:
| Reference | Figure | Source |
|---|
| Full-service restaurants | Median 36.5% of sales for salaries and wages including benefits, 2024 | National Restaurant Association, Restaurant Operations Data Abstract |
| Limited-service restaurants | Median 31.7% of sales, same measure | National Restaurant Association, Restaurant Operations Data Abstract |
| Payroll, general planning range | 15–30% of gross revenue | Commonly cited rule of thumb, not a measured statistic |
| Benefits share of compensation | About 30% of total compensation, US civilian workers | BLS, Employer Costs for Employee Compensation |
The absence of a confident row for your industry is deliberate: where no honest source exists, a made-up percentage is worse than none. Service businesses run structurally high because labor is the product; software and product businesses run lower because revenue scales past headcount. The comparison that always works is your own number, tracked monthly — a rising share at flat revenue is a real signal regardless of what any table says. If your question is specifically about payroll rather than all labor cost, the payroll percentage calculator works the same arithmetic in both directions, including the budget a target share implies.