Hiring Decision Model
Compensation Analysis
Six structures, one decision.
Model 01
Fixed Salary
Baseline predictable cost. Best when the role is foundational or non-revenue-generating.
Employee gross—
Tax & benefits—
Cost of goods—
Total cost—
Contribution—
Margin on this hire
—
—
Model 02
Hourly + Commission
Clinical staff standard. Aligns base pay to time worked, commission to output.
Base wages—
Commission—
Employee gross—
Tax & benefits—
Cost of goods—
Total cost—
Contribution—
Net Productivity Ratio
—
Benchmark: 1:4 or better
Margin on this hire
—
—
Model 03
Production Split with Guarantee
Revenue-share with a floor. Benchmark: every $1 of injector pay should be backed by at least $4 of net revenue.
Production pay—
Guarantee floor—
Employee gross—
Tax & benefits—
Cost of goods—
Total cost—
Contribution—
Net Productivity Ratio
—
Benchmark: 1:4 or better
Margin on this hire
—
—
Model 04
Tiered Commission
Escalating rate as revenue crosses thresholds. Auto-detects active tier.
Active tier—
Base wages—
Commission—
Employee gross—
Tax & benefits—
Cost of goods—
Total cost—
Contribution—
Net Productivity Ratio
—
Benchmark: 1:4 or better
Margin on this hire
—
—
Model 05
Salary + Threshold Bonus
Lower base, capped bonus on revenue above a trigger. Cap protects against runaway exposure.
Base salary—
Bonus earned—
Employee gross—
Tax & benefits—
Cost of goods—
Total cost—
Contribution—
Margin on this hire
—
—
Model 06
Profit Share / Partnership Track
Base salary plus a share of net profit on the employee's book. Includes allocated overhead.
Base salary—
Net profit on book—
Profit share
Employee gross—
Tax & benefits—
Cost of goods—
Total cost—
Contribution—
Net Productivity Ratio
—
Benchmark: 1:4 or better
Margin on this hire
—
—
Comparative read
Most profitable structure
——
Lowest fixed risk
——
Lowest break-even threshold
——
Practice contribution reflects revenue less total compensation cost and direct cost of goods. Overhead, rent, and marketing are excluded — except in Model 6, where allocated overhead is included because the profit-share math requires it. Use this model to compare structures, not to set final budgets. Final offers should account for retention, scope, and market positioning.