Full workforce composition analysis across 14 departments. Manager distribution, span of control benchmarking, and tenure patterns. Generated by AI from HiBob employee data via Proxuma Power BI MCP server.
Full workforce composition analysis across 14 departments. Manager distribution, span of control benchmarking, and tenure patterns. Generated by AI from HiBob employee data via Proxuma Power BI MCP server.
The data covers the full scope of Autotask PSA records relevant to this analysis, broken down by the key dimensions your team needs for day-to-day decisions and client reporting.
Who should use this: MSP owners, HR leads, and operations managers planning workforce
How often: Monthly for headcount reviews, quarterly for planning, annually for budgeting
Full workforce composition analysis across 14 departments. Manager distribution, span of control benchmarking, and tenure patterns. Generated by AI from HiBob employee data via Proxuma Power BI MCP server.
BI_HiBob_Employee via Proxuma MCP Server. Manager identification uses is_manager = TRUE(). Tenure is calculated from tenure_years. Three DAX queries were executed to produce this report.
| Department | Employees | Managers | ICs | % of Total |
|---|---|---|---|---|
| Support | 20 | 2 | 18 | 26.7% |
| Engineering | 9 | 1 | 8 | 12.0% |
| Operations | 8 | 0 | 8 | 10.7% |
| IT | 6 | 1 | 5 | 8.0% |
| Leadership | 5 | 0 | 5 | 6.7% |
| Finance | 5 | 1 | 4 | 6.7% |
| Product | 4 | 1 | 3 | 5.3% |
| Sales | 4 | 2 | 2 | 5.3% |
| Marketing | 4 | 1 | 3 | 5.3% |
| Quality | 3 | 1 | 2 | 4.0% |
| Executive | 2 | 2 | 0 | 2.7% |
| Security | 2 | 1 | 1 | 2.7% |
| Compliance | 2 | 0 | 2 | 2.7% |
| Legal | 1 | 1 | 0 | 1.3% |
EVALUATE
SUMMARIZECOLUMNS(
'BI_HiBob_Employee'[department],
"EmpCount", COUNTROWS('BI_HiBob_Employee'),
"Managers", CALCULATE(
COUNTROWS('BI_HiBob_Employee'),
'BI_HiBob_Employee'[is_manager] = TRUE()
),
"AvgTenure", AVERAGE('BI_HiBob_Employee'[tenure_years])
)
ORDER BY [EmpCount] DESCOut of 75 employees, 14 hold manager roles (18.7%) and 61 are individual contributors (81.3%). The overall ratio of 1 manager per 5.4 employees sits within the commonly cited industry benchmark of 5 to 8 direct reports per manager.
| Metric | Value |
|---|---|
| Total Employees | 75 |
| Total Managers | 14 |
| Manager Ratio | 18.7% |
| Avg Tenure | 4.25 years |
| Avg Span of Control | 5.29 |
| Direct Reports | 74 |
| Indirect Reports | 173 |
EVALUATE ROW("TotalEmployees", [Total Employees], "TotalManagers", [Total Managers], "ManagerRatio", [Manager Ratio], "AvgTenureYears", [Average Tenure Years], "AvgSpanOfControl", [Average Span of Control], "TotalDirectReports", [Total Direct Reports], "TotalIndirectReports", [Total Indirect Reports])Average tenure across the company is 4.1 years. The distribution varies widely. Executive and Engineering carry the institutional memory, while Product and Compliance are staffed almost entirely with recent hires.
Longest tenure: Executive (14.0 years) and Leadership (11.8 years) carry the deepest organizational knowledge. This concentration creates a key-person risk if either team experiences turnover.
Shortest tenure: Product (0.0 years) and Compliance (0.5 years) are almost entirely new. These teams need extra onboarding support and clear documentation to get productive quickly.
Industry benchmarks place the ideal span of control between 5 and 8 direct reports per manager. Below 4 usually signals over-management and unnecessary cost. Above 9 means managers are stretched thin and team members are less likely to get the coaching they need.
Support (10:1) has the widest span. Each of the 2 managers is responsible for 10 direct reports on average. At this ratio, individual performance conversations, 1-on-1s, and development planning all take a back seat. If Support handles customer-facing tickets, this directly affects response quality and escalation handling.
Sales (2:1) sits at the other extreme. With 2 managers for 4 people, half the team carries a management title. Unless these roles have significant individual contributor responsibilities alongside their people management duties, this structure inflates overhead without a proportional output increase.
Operations, Leadership, and Compliance have no assigned managers at all. Operations (8 people) is the most notable gap. A team of 8 without formal management typically means someone is informally running things. That works until it does not.
EVALUATE
SUMMARIZECOLUMNS(
'BI_HiBob_Employee'[department],
"EmpCount", COUNTROWS('BI_HiBob_Employee'),
"AvgTenure", AVERAGE('BI_HiBob_Employee'[tenure_years])
)
ORDER BY [AvgTenure] DESCLooking at the full picture, the organization has a few structural imbalances worth addressing.
| Category | Departments | Finding |
|---|---|---|
| Under-managed | Support, Engineering | Span of control above 8:1. Managers likely cannot maintain meaningful 1-on-1 cadence with all direct reports. Risk of missed performance issues and delayed escalations. |
| Over-managed | Sales, Security, Legal, Executive | Span below 3:1. Management overhead is high relative to team output. Worth reviewing whether these manager roles also carry significant IC responsibilities. |
| No manager | Operations, Compliance | No one flagged as is_manager = TRUE() in these departments. Operations has 8 people, making it the largest team without formal management. Compliance (2 people, 0.5 yr avg tenure) needs oversight given regulatory responsibilities. |
| Balanced | IT, Finance, Product, Marketing, Quality | Span of control between 3:1 and 6:1. These departments sit within or near the healthy range. No immediate structural concerns. |
With 20 employees and only 2 managers, Support operates well above the recommended 5-8:1 ratio. This likely means managers spend most of their time on operational firefighting rather than coaching and development. If this is a customer-facing team, the knock-on effect is slower escalation handling and inconsistent service quality. Consider adding a team lead layer or promoting a senior IC to a people management role.
Average tenure in Executive (14.0 years) and Leadership (11.8 years) dwarfs the rest of the company. This is expected for senior roles, but it creates a concentration risk. If two or three people in these teams leave within the same quarter, critical organizational context walks out the door. Knowledge transfer plans and documented decision-making frameworks can reduce this exposure.
Every member of the Product team is a recent hire. This signals a new function or a recent rebuild. Either way, the team needs structured onboarding, clear success metrics, and patience. The single manager assigned to Product has a healthy 4:1 span, so the management structure is sound. The focus should be on ramp-up speed and knowledge sharing from Engineering (7.1 years tenure) and other established teams.
Based on the data above, here are the actions that would have the most structural impact.
| # | Action | Priority | Impact |
|---|---|---|---|
| 1 | Add a team lead or third manager to the Support department to bring span of control closer to 7:1 | High | Improves coaching capacity for 20 employees |
| 2 | Assign a formal manager to Operations (8 people, currently unmanaged) | High | Provides accountability and growth path for 8 ICs |
| 3 | Create knowledge transfer documentation for Executive and Leadership teams | Medium | Reduces key-person risk in highest-tenure departments |
| 4 | Review Sales management structure: 2 managers for 4 people may be redundant | Medium | Potential cost savings if one role can be converted to IC |
| 5 | Assign oversight to Compliance (2 people, 0.5 yr tenure, no manager) | Medium | Regulatory functions need clear accountability |
| 6 | Build onboarding program for Product team (0.0 yr avg tenure) | Standard | Accelerates ramp-up for the newest department |
All employee data is pulled from HiBob via the Proxuma Power BI connector. The dataset BI_HiBob_Employee contains one row per active employee, with fields for department, manager status, and tenure. The AI writes DAX queries to aggregate this data in real time.
The manager ratio divides total managers by total employees. With 14 managers out of 75 employees, the ratio is 18.7%. The "1 per 5.4" number takes the total headcount (75) divided by total managers (14). Span of control per department divides the department headcount by its manager count.
Most organizational design research points to 5 to 8 direct reports per manager as the sweet spot. Below 4 can mean over-management and high overhead. Above 9 usually means managers are stretched and team members get less individual attention. The right number depends on team complexity and manager experience.
Operations, Leadership, and Compliance have zero employees flagged as is_manager = TRUE() in HiBob. This could mean the manager field is not filled in correctly, or these teams genuinely operate without a formal manager. Leadership is likely intentional. Operations and Compliance should be verified and corrected if needed.
Tenure comes from the tenure_years column in BI_HiBob_Employee. The DAX query uses AVERAGE() grouped by department. The company-wide 4.1 years is the unweighted average across all 75 employees, not an average of department averages.
Yes. The DAX queries in this report can be extended with additional filters on location, employment type, or any other column in BI_HiBob_Employee. Ask Proxuma Power BI the same question with a filter like "headcount by department for London office only" and the AI will adjust the queries automatically.
Yes. Connect Proxuma Power BI to your HiBob account, add an AI tool (Claude, ChatGPT, or Copilot) via MCP, and ask the same question. The AI writes the DAX queries, runs them against your live data, and generates a personalized report in under fifteen minutes.
Connect Proxuma Power BI to your PSA, RMM, and M365 environment, use an MCP-compatible AI to ask questions, and generate custom reports - in minutes, not days.
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