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Staffing math

How do you cover 24/7 with 5 people?

On paper it is 33.6 hours each; in practice it is a 4-team rotation plus one person on relief.

The short answer

5 people can cover 24/7 with one person on duty: 168 weekly coverage hours split 5 ways is an average of 33.6 hours per person, leaving real slack for holidays, sickness, and training.

Coverage window
24/7
Hours to staff / week
168
Shift length
12h
Shifts to fill / week
14
Hours each
33.6h
With absence buffer
6 people

Why the math lands there

A 24/7 operation consumes 168 coverage hours a week. Split 5 ways, that is 33.6 hours per person on average, a standard workload with real slack. On 12-hour shifts the week breaks into 14 slots, so each person averages 2.8 shifts. The neighboring headcounts frame the choice: 4 people carry 42 hours each, which is permanent overtime, while 6 people drop to 28 hours each.

In practice, almost no one writes a symmetrical 5-way rotation. The model that actually runs is 4 people on a proven 4-team pattern, 2-2-3 or 4-on-4-off, plus a fifth who floats. The rotation alone would hold each of the 4 at 42 hours average. The floater takes regular slots out of every line to pull the whole team toward 33.6 hours, then spends the remaining capacity covering leave, sickness, and training.

The averages hide the shape of the weeks. Nobody works 2.8 shifts; spread evenly, that average means mixed weeks of 2 and 3 shifts, and the fractional remainder has to land somewhere. In the relief model it lands on the floater. Their week flexes so the other 4 keep a fixed, predictable rhythm, and that asymmetry is the deliberate trade, not a flaw in the roster.

  1. 124 hours a day times 7 days a week = 168 coverage hours to staff every week.
  2. 2168 hours divided into 12-hour shifts = 14 shifts to fill every week.
  3. 3168 hours divided by 5 people = an average of 33.6 hours per person per week, or 2.8 shifts each.
  4. 4Nobody works every scheduled week. With a typical 20 to 25 percent allowance for leave, sickness, and training, plan for 6 people to keep the roster from running on overtime.

Headcount options, side by side

The same 168 weekly coverage hours spread over different team sizes. Average weekly hours per person is the number that decides whether a roster is sustainable, legal, and affordable.

PeopleHours / person / weekShifts / person / weekVerdict
3564.7Over legal limits in most countries
4423.5Built-in overtime
5this page33.62.8Standard workload
6282.3Slack for absence
7242Slack for absence
8211.8Slack for absence

The absence buffer above assumes 20 to 25 percent of paid time goes to leave, sickness, and training. Your own rate decides the real number, which you can work out with our shrinkage calculator.

What the arithmetic does not tell you

The quiet budget question is contract hours. Standard full-time contracts are written for 40 hours, but this roster consumes 33.6 per person. Sign all 5 to full-time terms and you are paying for hours the schedule never uses. That gap is invisible on the roster view and obvious at payroll. Decide up front what the surplus buys, whether training, project work, or guaranteed cover, or move part of the team to contracts that match the rostered hours.

The relief role is the least predictable job on the team, and the arithmetic makes it permanent. The other 4 can read their rotation months ahead; the floater learns their week when the leave requests land. Leave one person in that seat indefinitely and you have built the roster's resignation risk into a single name. Teams that run this model well rotate the relief seat on a fixed cadence or attach it to a senior role that also carries daytime responsibilities.

The slack is real but single-layered. One absence and the floater covers it with the pattern intact. A second simultaneous absence puts you back on 4-person math, 42 hours each, until someone returns. Even those weeks sit under the EU Working Time Directive's 48-hour average cap, so the constraint is fatigue rather than legality, but it is why the absence-buffered recommendation for 24/7 is 6 people. With 5, the exposure window to plan for is a sick call landing inside someone's booked vacation.

Once the headcount is settled, the daily work is keeping the roster fair and covered as people swap, call in sick, and take leave. That is the part Soon automates, from constraint-aware auto-scheduling to leave management.

Frequently asked questions

How many hours does each person work when 5 people cover 24/7?
Around-the-clock coverage is 168 hours a week, so 5 people average 33.6 hours each. On 12-hour shifts that is 14 slots a week, or 2.8 shifts per person. That is a standard workload with real slack, below a typical 40-hour full-time week.
Is 5 people enough for a 24/7 schedule?
Yes. Five people covering 168 weekly hours average 33.6 hours each, which leaves room to absorb most single absences without overtime. The absence-buffered recommendation for 24/7 is 6 people, but the practical exposure with 5 is two absences at once, which drops the roster to 4 people at 42 hours each.
What is the best shift pattern for 5 people covering 24/7?
Run 4 people on an established 4-team rotation such as 2-2-3 or 4-on-4-off, which averages 42 hours per person, and use the fifth as relief. The relief person takes regular slots to pull everyone toward the 33.6-hour average and covers leave, sickness, and training. No widely used symmetrical 5-team pattern exists for a single 24/7 post.
How does the floater role work in a 5-person 24/7 roster?
The floater holds no fixed line in the rotation. They take scheduled slots from the other 4 so everyone trends toward 33.6 hours instead of the rotation's 42, and they backfill absences and training days. Because 33.6 hours does not divide into identical weeks, the floater's schedule varies the most, so many teams rotate the role rather than assign it permanently.
Do 5 people on 40-hour contracts overstaff a 24/7 roster?
On paper, yes. The roster needs 33.6 hours per person on average, so standard 40-hour contracts include hours the schedule never rosters. Teams handle this by writing shorter contracts, banking the surplus for training and cover, or accepting the buffer as the price of absence resilience. Settle it before hiring, because the mismatch appears at payroll, not on the schedule.

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