Skrixx
Book a demo
Back to pricing

SKRIXX ROI CALCULATOR

Build a defensible business case for workforce capability.

Start with the Expected scenario, replace the suggested values with verified operating data and edit every assumption.

Illustrative modelled ROI summary

Other / cross-industry average · Skrixx Pro · Expected adoption case · £25.00 PEPM starting price

Measurable annual value
£1,565,605
Annual SKRIXX investment
£300,000
Net annual value
£1,265,605
Value-to-investment
5.2×
Net ROI
422%
Indicative payback
2.3 months
Cashable cost£105,000
Released capacity£1,040,530
Avoided cost and risk£420,075

How to read this model: cashable cost can reduce actual spend; released capacity only becomes financial value when time is productively redeployed; avoided cost and risk is probability-weighted exposure rather than guaranteed cash.

Evidence and modelling boundaries

Showing Other / cross-industry average context. Open any value driver to separate sector evidence, general research, SKRIXX testing and buyer-specific validation.

Learning and training-team administrationReleased capacity

Other / cross-industry average context. The UK Employer Skills Survey provides the cross-industry baseline for training participation, delivery and expenditure. Suggested reductions are neutral model starting points, not national benchmark savings.

General evidence and model basis. The UK Employer Skills Survey records £53 billion of annual employer training expenditure and widespread use of online learning. The calculator does not turn those national figures into savings: it applies the editable capacity-release percentage only to the training-team cost entered by the buyer.

Boundary. Treat this as released capacity unless payroll or external administration spend will genuinely be removed. Validate it with a before-and-after time study.

Shorter, targeted trainingReleased capacity

Other / cross-industry average context. The UK Employer Skills Survey provides the cross-industry baseline for training participation, delivery and expenditure. Suggested reductions are neutral model starting points, not national benchmark savings.

General evidence and model basis. UK employers reported an average 5.7 training days per trainee in 2024. HSE guidance says training should be relevant, effective and appropriate to the work. The model values only an editable reduction in the organisation’s own paid training hours.

Boundary. The evidence establishes the scale and need for relevant training, not a universal duration saving. Confirm the percentage by comparing equivalent courses without reducing required competence or assessment.

Flexible self-directed learning capacityReleased capacity

Other / cross-industry average context. The UK Employer Skills Survey provides the cross-industry baseline for training participation, delivery and expenditure. Suggested reductions are neutral model starting points, not national benchmark savings.

General evidence and model basis. Seven in ten UK employers that provided training used online or e-learning in 2024. This supports flexible delivery as an established method; the calculator still values only the share of scheduled release time that the buyer confirms is genuinely replaced.

Boundary. Do not count mandatory unpaid learning. HSE guidance says health and safety training should take place during working hours and be free to employees.

Manager and team-leader administrationReleased capacity

Other / cross-industry average context. The UK Employer Skills Survey provides the cross-industry baseline for training participation, delivery and expenditure. Suggested reductions are neutral model starting points, not national benchmark savings.

General evidence and model basis. Recent NBER research across three firms found that middle-manager behaviour was closely tied to training participation and was associated with employee performance and absence. SKRIXX can centralise assignment, evidence and follow-up, but the model values only the buyer’s entered manager hours and editable reduction.

Boundary. This is released capacity, not automatic payroll saving. Measure the same recurring tasks before and after a controlled pilot.

SOP revision and acknowledgement workflowReleased capacity

Other / cross-industry average context. The UK Employer Skills Survey provides the cross-industry baseline for training participation, delivery and expenditure. Suggested reductions are neutral model starting points, not national benchmark savings.

General evidence and model basis. HSE guidance requires relevant training and refreshed competence when work equipment or working practices change. The calculator models the organisation’s own time to distribute revisions, identify affected people, assign learning and collect evidence.

Boundary. No external percentage is treated as proof of workflow savings. Validate update volumes and administration time from document-control records.

Better-trained workforce productivityReleased capacity

Other / cross-industry average context. British productivity research and OECD mismatch research support the relationship between skills, training and productivity. They do not establish a guaranteed SKRIXX uplift.

General evidence and model basis. British industry panel research found that a one-percentage-point increase in the proportion of workers trained was associated with about 0.6% higher value added per hour. OECD research also links skills mismatch with lower labour productivity. The calculator therefore uses a deliberately smaller editable capability-productivity uplift than broad 10–30% warehouse claims.

Boundary. This is independent evidence for the mechanism, not a claimed SKRIXX outcome. Expected package assumptions range from 1% to 2%, remain capped at 3%, and should be replaced by measured throughput, quality or cycle-time results from a pilot.

Direct employee replacement cost avoidedAvoided cost and risk

Other / cross-industry average context. British productivity research and OECD mismatch research support the relationship between skills, training and productivity. They do not establish a guaranteed SKRIXX uplift.

General evidence and model basis. Retention assumption: capped at 20% fewer leavers. Independent research supports recognition, development and internal mobility as retention mechanisms, but the calculator does not present them as a guaranteed SKRIXX result.

Boundary. Use the organisation’s voluntary-leaver count and direct replacement cost. Pay, management, working conditions and the wider employee proposition also affect turnover.

Retained experience and productivityReleased capacity

Other / cross-industry average context. British productivity research and OECD mismatch research support the relationship between skills, training and productivity. They do not establish a guaranteed SKRIXX uplift.

General evidence and model basis. This value is calculated from avoided leavers multiplied by the buyer’s own weeks-to-competence, working hours, labour cost and new-starter productivity gap. It separates retained experience from direct recruitment cost.

Boundary. There is no universal external percentage in this line. Use payroll, onboarding and operational performance data, and do not repeat productivity loss inside the direct cost per leaver.

Faster new-starter time to competenceReleased capacity

Other / cross-industry average context. The UK Employer Skills Survey provides the cross-industry baseline for training participation, delivery and expenditure. Suggested reductions are neutral model starting points, not national benchmark savings.

General evidence and model basis. Research supports a connection between training participation and employee performance, while HSE defines competence as training, skills, experience, knowledge and the ability to apply them. The calculator applies the editable acceleration only to remaining new starters.

Boundary. Validate time to competence by role using assessments and operating measures. Course completion alone is not evidence of competence.

Technology and tool consolidationCashable cost

Other / cross-industry average context. Tool consolidation, rota gaps, errors and forecast mismatch are calculated only from the buyer’s entered volumes and costs. No cross-industry operational saving is assumed as fact.

General evidence and model basis. This is a procurement calculation: current annual contracts multiplied by the editable share that can genuinely be retired, consolidated or avoided.

Boundary. Use invoices, renewal dates, exit costs and confirmed implementation scope. External research is not substituted for buyer-specific contract evidence.

Capability-aware rota gap reductionAvoided cost and risk

Other / cross-industry average context. Tool consolidation, rota gaps, errors and forecast mismatch are calculated only from the buyer’s entered volumes and costs. No cross-industry operational saving is assumed as fact.

General evidence and model basis. Capability-aware allocation can surface whether people are available and ready before assignment. SKRIXX has repeatedly stress-tested allocation of 500 staff in approximately 15 seconds on a development laptop; that demonstrates tested processing performance, not a customer cost outcome.

Boundary. Value only verified rota or capability gaps and their direct overtime, agency, delay or lost-output cost. Confirm the reduction in a controlled operational pilot.

Operational capability-error reductionAvoided cost and risk

Other / cross-industry average context. Tool consolidation, rota gaps, errors and forecast mismatch are calculated only from the buyer’s entered volumes and costs. No cross-industry operational saving is assumed as fact.

General evidence and model basis. HSE defines competence as the combination of training, skills, experience and knowledge applied to perform work safely. The model links validated capability to an editable reduction in operational errors recorded by the buyer.

Boundary. Evidence supports the competence mechanism, not a standard error-reduction percentage. Use quality, rework, scrap or service-recovery records and exclude compliance incidents counted elsewhere.

Compliance incidents avoidedAvoided cost and risk

Other / cross-industry average context. NIOSH supports improvements in knowledge and safe practice while cautioning that training alone has not been shown to reduce injuries. Risk reductions remain editable and pilot-validated.

General evidence and model basis. A NIOSH systematic review found strong evidence that occupational safety training improves knowledge, skills, attitudes and safe work practices. HSE estimates show that workplace injury and ill health carry substantial economic cost.

Boundary. NIOSH also found insufficient high-quality evidence that training alone reduces injuries. Count this only as avoided risk and validate it alongside management commitment, hazard controls and worker involvement.

Other non-compliance cost reductionAvoided cost and risk

Other / cross-industry average context. NIOSH supports improvements in knowledge and safe practice while cautioning that training alone has not been shown to reduce injuries. Risk reductions remain editable and pilot-validated.

General evidence and model basis. HSE identifies investigation, downtime, overtime, temporary labour, damage and lost expertise among the visible and hidden costs of incidents. The calculator uses only the buyer’s separately entered annual remediation and non-compliance cost.

Boundary. Exclude costs already entered under incidents or operational errors. Fines and rare events should be probability-weighted rather than treated as certain savings.

Commercial ROI calculation

Every driver is shown independently. Remove or set any assumption to zero when it is not evidenced or would duplicate another input.

Learning and training-team administrationReleased capacity4 staff × £45,000 × 35%
£63,000
Shorter, targeted trainingReleased capacity1000 employees × 24 hrs × £18/hr × 20%
£86,400
Flexible self-directed learning capacityReleased capacityRemaining scheduled learning cost × 10% flexible share
£34,560
Manager and team-leader administrationReleased capacity150 people × 4 hrs/week × 52 × £35/hr × 25%
£273,000
SOP revision and acknowledgement workflowReleased capacity140 updates × 5 hrs × £35/hr × 50%
£12,250
Better-trained workforce productivityReleased capacity1000 employees × £18/hr × 1720 hrs × 1.5%
£464,400
Direct employee replacement cost avoidedAvoided cost and risk110 leavers × £4,500 × 20% fewer leavers
£99,000
Retained experience and productivityReleased capacity22 avoided leavers × £2,430 ramp-up productivity value
£53,460
Faster new-starter time to competenceReleased capacity88 remaining starters × £2,430 ramp-up value × 25%
£53,460
Technology and tool consolidationCashable cost£420,000 current annual cost × 25%
£105,000
Capability-aware rota gap reductionAvoided cost and risk120 issues/month × £900 × 12 × 20%
£259,200
Operational capability-error reductionAvoided cost and risk45 errors × £2,500 × 15%
£16,875
Compliance incidents avoidedAvoided cost and risk20 incidents × £7,500 × 15%
£22,500
Other non-compliance cost reductionAvoided cost and risk£150,000 separate annual cost × 15%
£22,500
Annual SKRIXX investment at package starting price1000 employees × £25.00 PEPM × 12 = £300,000
Gross value-to-investment£1,565,605 ÷ £300,000 = 5.2×
Net ROI calculation(£1,565,605 − £300,000) ÷ £300,000 × 100 = 422%

Measurable annual value by driver

Learning and training-team administrationReleased capacity£63,000
Shorter, targeted trainingReleased capacity£86,400
Flexible self-directed learning capacityReleased capacity£34,560
Manager and team-leader administrationReleased capacity£273,000
SOP revision and acknowledgement workflowReleased capacity£12,250
Better-trained workforce productivityReleased capacity£464,400
Direct employee replacement cost avoidedAvoided cost and risk£99,000
Retained experience and productivityReleased capacity£53,460
Faster new-starter time to competenceReleased capacity£53,460
Technology and tool consolidationCashable cost£105,000
Capability-aware rota gap reductionAvoided cost and risk£259,200
Operational capability-error reductionAvoided cost and risk£16,875
Compliance incidents avoidedAvoided cost and risk£22,500
Other non-compliance cost reductionAvoided cost and risk£22,500

This is an illustrative model, not a forecast or customer outcome. Validate assumptions through discovery or a controlled pilot, identify which capacity can be redeployed and only count costs the organisation can actually avoid.

INDEPENDENT WORKFORCE RESEARCH

Evidence behind the modelled workforce value.

Use these sources to inform assumptions, then replace defaults with the organisation’s own verified data. Research outcomes do not guarantee an equivalent SKRIXX result.
LinkedIn41% longer tenureEmployees stay 41% longer at organisations with high internal hiring. The same article cites Gartner on the substantial cost of turnover caused by limited future career opportunity.Read source ↗Gallup + Workhuman45% less likely to leaveWell-recognised employees were 45% less likely to have changed organisations two years later in longitudinal research covering nearly 3,500 employees.Read source ↗Gallup18–43% lower turnoverHighly engaged business units recorded materially lower turnover, with the difference varying according to the organisation’s underlying turnover environment.Read source ↗McKinsey+25 percentage pointsA frontline programme combining opportunity, onboarding, training and learning improved retention by 25 percentage points; McKinsey also reports 3–5× ROI from frontline talent innovation.Read source ↗
How SKRIXX uses this evidence

The research validates the underlying drivers—progression clarity, internal mobility, recognition, engagement and structured development. It does not prove that SKRIXX alone will reproduce any individual study result.

A 20% turnover-reduction scenario is therefore presented as an illustrative upper-end modelling assumption, not a guaranteed software outcome. Actual results depend on implementation, adoption, leadership, pay, working conditions and the wider employee proposition.

Deloitte Global Human Capital Trends supports the wider strategic importance of capability building, adaptability, culture, trust and workforce resilience. No specific turnover percentage is attributed to Deloitte.

Turn the model into an organisation-specific business case.

Use verified operating data to replace each suggested assumption during discovery.

Book a demo