Monitoring payout times and channels
BI reporting for finance: monitoring payout requests by processing time and channel, prioritising delays and supporting team KPI delivery in a B2B partner network.
Read the case studyPeople analytics
Workforce efficiency analytics
A methodology for assessing labour requirements and calculating frontline staffing by hourly time slot, based on outlet workload and production capacity.
Expert contributorContext and challenge
The restaurant group initially sought to optimise headcount and payroll costs. During the project, the focus shifted to frontline workforce efficiency and matching shift staffing to actual workload. The task was to determine how many employees each outlet needed at different times, where staffing exceeded demand, and where insufficient production capacity constrained order fulfilment.
My contribution
As an expert, I contributed to developing and implementing the labour assessment methodology and workforce efficiency model. The work involved comparing outlet production capacity with hourly workload, calculating staffing requirements and preparing recommendations on working-time arrangements and remuneration. I worked with business functions to introduce the analytical solution into the group’s operational processes.
Approach and solution
Calculating capacity, workload and staffing requirements
- Frontline working time was divided into time slots. The labour assessment methodology established each outlet’s production capacity according to the number of employees working on the same shift.
- Hourly outlet workload was assessed separately using incoming order volumes. This showed how the required production capacity changed throughout the working day.
- Comparing available capacity with workload provided the basis for calculating the number of employees required in each slot. The model identified both excess staffing at particular times and periods when too few employees were available to fulfil orders.
Changes to working-time arrangements and remuneration
- The calculated staffing requirements informed proposed changes to working-time arrangements. Recommendations linked the number of employees working at the same time to the workload in specific hours.
- Where staffing substantially exceeded the required capacity, changes to remuneration arrangements and measures to reduce payroll costs were proposed. The recommendations were based on calculated overstaffing in the relevant time slots.
Reinforcing outlets with insufficient production capacity
- The analysis also identified outlets unable to handle incoming order volumes. Increased staffing was recommended for these locations to provide sufficient capacity during periods of high demand.
- Recommendations to reinforce staffing aimed to reduce operational downtime and order preparation times. Staffing requirements were assessed in relation to the outlet’s ability to meet demand and maintain product quality.
Outcome
The methodology and workforce efficiency model were used across the group to support evidence-based changes to working arrangements. Time-slot calculations identified opportunities to reduce payroll costs where staffing was excessive and to reinforce overloaded outlets. At locations with insufficient capacity, increased staffing helped shorten order preparation times, with a positive effect on sales volumes and product quality.
Get in touch
I’d be happy to discuss working together
We can discuss ongoing collaboration, a project or a specific analytical task. Contact me by email or WhatsApp.
I live in Tbilisi, Georgia.
I am available for remote collaboration only and am not open to relocation.
I work under employment contracts governed by the Russian Labour Code, civil-law services contracts (GPH), employment contracts governed by the Georgian Labour Code, or as an individual entrepreneur registered in Georgia.