Distribution of headcount by employment level (e.g. classification or salary level) at the end of reporting period.


End of period headcount [Employment level] / End of period headcount * 100


Employment Level Staffing Breakdown provides the percentages of the workforce within each employment level, typically classification level or grouping the workforce into salary cohorts such as $5000 or $10,000 bands. Graphically, the data are presented as a percentage of the total workforce, i.e. a stacked bar graph.

Expectations and goals regarding career paths, wage and benefits, desired work environment and other aspects of the organisation’s employment offer may differ according to classification I salary level.

If an organisation understands each population’s values regarding the employment brand, it can use Employment Level Staffing Breakdown to inform the design of wage and benefit programs, training programs, engagement strategies and other HR programs and interventions.

Some organisations may also wish to track Employment Level Staffing Breakdown to monitor the progress of initiatives designed to alter the basic makeup of the workforce.

For example, an organisation aiming to reduce the number of clerical positions and increase the number of highly-skilled positions in order to support its business strategy may expect employment level composition to shift to higher classification grades and higher salary levels.

Data Sourcing

Organisations typically flag employment level in a job-related HRIS table.


Within broad classifications, many opportunities for more granular workforce analysis exist. Occupations or job families might provide a richer analysis for program design and decision making.


While Employment Level Staffing Breakdown provides a snapshot view of workforce composition, it does not indicate the actual number of employees or the hiring and turnover trends within each level.

Also, it does not directly indicate the appropriateness of level composition for an organisation’s strategy, nor does it indicate the level of skill or performance for each employment level.


As this is a breakdown measure, any targets would need to be set for the individual components of the breakdown. Any targets related to employment level would be highly dependent on industry norms and organisational strategy.