Assessing the impact
When you roll out a new program to improve a process or change employee behavior, it is important to know whether the change was successful. Because Workforce Intelligence is always on, it is easy to determine whether a change improved the operations or capacity of the teams that are being monitored.
Use case
For this example, we worked with two departments that wanted to reduce their idle time by better managing the work distribution through case management. At our company, Acme, we looked at Customer Operations and Claims Operations. Both departments recently implemented Pega Intelligent Automation to replace e-mail and Excel as their work delivery system. Acme implemented Intelligent Automation in March and has had Workforce Intelligence installed for over a year.
Gathering the data
When preparing your data for an analysis, you must first establish your baseline period. For Acme, they decided that the month of January would be the best baseline prior to rolling out Intelligent Automation. Because they were looking to improve the amount of idle time, they expected the changes made would be seen in the combination of Production and Other Work.
The analyst performed the following steps to create the analysis after the changes were made:
- Navigated to the Summary page and chose the month of January from the Calendar filter.
- Recorded the combined Production and Other Work percentages from the Customer Operations and Claims Operations teams.
- Changed the Calendar filter to March.
- Recorded the Total Hours Worked and the combined Production and Other Work percentages for the two teams.
- Inserted the collected information into the workbook below to complete the analysis.
Creating the analysis
Organization data and ROI
| Source | Item | Value |
|---|---|---|
| Input from client analyst | Working hours per month | 160 |
| Input from client analyst | Hourly rate for employees | $ 22 |
| Input from client analyst | Investment in improvements | $ 150,000 |
|
Calculation (Gained Capacity(in FTE) * Working hours per month * Hourly rate for Employees * 12) |
Annualized savings of additional FTE capacity | $ 334,533 |
|
Calculation (Annualized savings of additional FTE capacity - Investment in improvements) |
Annualized return on investment | $ 184,533 |
|
Calculation (Annualized savings of additional FTE capacity / Investment in improvements) |
ROI % | 123% |
User hours and focus percentage
| Source | Input from WFI |
Input from WFI (Production and Other Work) |
Input from WFI (Production and Other Work) |
Calculation (Active Working Hours - March / Working hours per month) |
Calculation (March Working hours * %Work Focus - Jan) |
Calculation (March Working hours * %Work Focus - March) |
Calculation (Hours of Work Focus - March - Hours of Work Focus - Jan) |
Calculation (Gained Working Hours - March / Working hours per month) |
|---|---|---|---|---|---|---|---|---|
| Group | Active Working Hours - March | % Work Focus
- Jan |
% Work Focus - March | Employees | Hours of Work Focus - Jan | Hours of Work Focus - March | Gained Work Hours - March | Gained Capacity (in FTE) - March |
| Customer Operations | 13,522 | 57% | 63% | 85 | 7,708 | 8,519 | 811 | 5 |
| Claims Operations | 9,117 | 53% | 58% | 57 | 4,832 | 5,288 | 456 | 3 |
| Total | 22,639 | 55% | 61% | 142 | 12,540 | 13,807 | 1,267 | 8 |
Drawing conclusions from the analysis
Based on this analysis, the analyst would conclude that the investment in the improvements made were worth it. Most companies have a hurdle rate for investments, which is a certain threshold that must be achieved before an investment is considered a success.
Additional Resources
The Excel workbook for the analysis above is attached.