Situation
- Overtime spend as a percentage of revenue was trending up across product lines within the region
- Operational managers lacked oversight into their team’s utilization due to unwieldly reporting interfaces and delayed feedback loops
- Analysts had difficulty measuring impact of recent changes to variable compensation calculation for non-exempt employees
- Lack of transparency into timecards created risk of bad behavior such as rounding up hours
- Organizational perception that non-essential, non-revenue generating activities were being used to earn Overtime payouts
Bespoke Solutions
- Conducted cross-product line review of timesheet needs and requirements
- Designed new time entry process and supervised roll-out with documentation and FAQs
- Conducted train-the-trainer sessions for over 75 operational managers
- Analyzed over 500k labor hours to highlight trends and define saving opportunities
- Developed automated dashboard reporting process providing weekly summaries to identify opportunities at managerial and executive levels
Leading With Results
- Identify annual overtime savings opportunities of 10-15% annually
- Providing real-time dashboard reporting to 150 managers measure approximately 35,000 hours per week
- Created tools and process for review of staffing profitability by-customer in order to identify and plan for customers with high hours requirements