A utilisation rate can be useful, but only after its numerator, denominator and purpose are understood. A high figure might reflect healthy demand, sustained overload or simply a narrow definition of available time.
Put the rate beside the work
Compare like roles over a meaningful period. Then add demand, waiting time, rework, quality and absence. The point is not to build a larger scorecard; it is to avoid rewarding a number that hides operational harm.
A responsible review also asks what unallocated time enables: learning, improvement, cover and recovery are part of durable capacity.
Use ranges, not universal targets
Different work needs different buffers. Establish a baseline, investigate meaningful variation and agree which trade-offs are acceptable before setting any range.