Halloween is a dichotomy of trick or treat, and so are business initiatives to improve efficiencies through technology. Many programs and solutions promise sweet results, but businesses are often suspicious. Is the latest technology actually a wolf in sheep’s clothing?
Take a leading online educator who implemented Verint Desktop and Process Analytics to gain visibility into employee activity, create a baseline of the “as is” state, and establish processing times for high-volume, high-impact work types. The data showed there was a great deal of underutilized capacity. The managers were skeptical that the data was accurate, as their people appeared busy, even incurring overtime during peak seasons.
To validate the numbers, Verint conducted on-site observations and a time and motion study. However, the numbers themselves were still not enough to convince the organization that the opportunity was real. It wasn’t until we fed the data into Verint Performance Management scorecards that managers saw the opportunity.
The scorecards created context, showing actual employee time and activity vs. the new standards. The organization used this data to coach employees to meet the new performance expectations. Doing so helped the educator improve productivity by five to 15 percent across its various departments.
A global shipping and transportation company was experiencing tremendous growth. To handle the back-end processing work, it had quickly hired a significant number of resources, but then realized the numbers were not sustainable.
So, the shipper sought an alternative means to improve processing efficiencies so it could absorb this growth without increasing headcount. Cautious by nature, the organization identified a single process that required 100 employees to execute. Then, it implemented Verint Desktop and Process Analytics to:
- Gain visibility into how employees were spending their time.
- Capture true processing times and reduce dependency on manual capture of volumes.
- Automate repetitive steps and provide personalized guidance to reduce processing errors.
The shipper quantified a savings of five percent to 10 percent in full-time equivalent savings through these process improvements. It has now extended the solution to a second process that involves more than 1,000 employees.
To enjoy the sweet treats of these initiatives, organizations had to bury their fears, trust the data that was unearthed, and then act upon it.