Calculator of the freed up time

Calculate how much you can gain if you eliminate the 7+7 main "eaters" of hours and energy in the Business Services and Back / Middle Office teams.

Complete the data if you would get familiar with the results.

Number of line workers
Number of managers / line managers
Average salary of a line worker (employer's cost)
Average salary of a manager (employer's cost)
The sum of potential of the freed up hours. (annually).
Potential savings after the elimination of time eaters (anually in PLN) 

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The data below include a lot of inspiration and specific information. Invest up to 5 minutes of your time to become aware of the main time and energy "eaters" in Business Services and Back / Middle Office teams and see how much time they specifically take. Explore a specific Harmodesk applications, which make it possible to to free up time.

The potential of the freed up time

Annual sum of potential of the freed up time. (short and medium term)

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Annual savings resulting from potential savings after the elimination of "time eaters" (short and medium term).

Summary of short-term potential (2 to 10 weeks)

Short-term potential of the freed up time: the sum of the employee´s and the manager's lost hours (monthly).

h
Short-term potential of the freed up time: the sum of the employee´s and the manager's lost hours (annually).

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Summary of medium-term potential (2 to 12 months)

Medium-term potential of the freed up time: the sum of the employee´s and the manager's lost hours (monthly).

h
Medium-term potential of the freed up time: the sum of the employee´s and the manager's lost hours (annually).

h

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The implementation of Harmodesk in your organization can be a fast, inexpensive and proven method of eliminating time eaters. Check out the savings you can achieve after the implementation of Harmodesk.

Harmodesk — implementation effects

Annual sum of potential of the freed up time. (short and medium term)

h
Annual savings resulting from potential savings after the implementation of Harmodesk (short and medium term).

Summary of short-term potential (2 months after the implementation)

The sum of the employee's and manager's freed up hours within 2 months after the implementation of Harmodesk (monthly).

h
The sum of the employee's and manager's freed up hours within 2 months after the implementation of Harmodesk (annually).

h

Summary of short-term potential (2 to 12 months after the implementation)

The sum of the employee's and manager's freed up hours within 2 to 12 months after the implementation of Harmodesk (monthly).

h
The sum of the employee's and manager's freed up hours within 2 to 12 months after the implementation of Harmodesk (annually).

h

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7 "eaters" of hours and energy for fast and easy elimination
(within 2 to 10 weeks)

The sum of the employee's and manager's "eaten" hours (monthly).

h
The sum of the employee's and manager's "eaten" hours (annually).

h
Annual sum of potential of the freed up time

h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 4 "eaters" of employee's hours and energy

plus

Time devoted to organizing, planning, communicating around organization and monitoring task statuses (the size of various activities during each day)**.

9%
0,75 hours per day

1. Working on several tasks simultaneously, a work in a system environment that isn’t conducive to focus.

3%
0,25 hours per day

2. Detailed communication with the manager about tasks to be performed on a given day and the status of the fulfilment of the issues, including problems with the fulfilment of the tasks.

3%
0,1 hours per day

3. Planning and arranging staff’s own work, a time devoted to decision - making in case of conflicting priorities, the disruptions due the management of urgent "drop-ins".

3%
0,2 hours per day

4. Searching for information about tasks, organize them, manage suspended tasks, (which must be found and organized).

1%
0,1 hours per day

**NOTE: This refers to activities that are unnecessary with the technologies currently available, which "eat time" needed for things that provide the real added value.

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h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 3 "eaters" of manager's hours and energy

plus

Time devoted to organizing, monitoring and reporting**. 

16%
1,25 hours per day

5. The audit of the status of all task performance throughout the day and "negotiations with staff" as to the allocation or assignment of tasks unfinished by other employees.

6%
0,5 hours per day

6. Preparing and manually distributing tasks so as to delegate work to individual employees and performing other technical related activities.

6%
0,5 hours per day

7. Preparing statistics by extracting, consolidating data from various transaction systems and other external files for reporting purposes and for meetings with the team.

3%
0,25 hours per day

**NOTE: This refers to activities that are unnecessary with the technologies currently available, which "eat time" needed for things that provide the real added value.

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Check how in practice to free up time

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The implementation of Harmodesk in your organization can be a fast, inexpensive and proven method of eliminating time eaters. Check out the savings you can achieve after the implementation of Harmodesk.

Harmodesk — implementation effects

The sum of the employee's and manager's freed up hours within 2 months after the implementation of Harmodesk (monthly).

h
The sum of the employee's and manager's freed up hours within 2 months after the implementation of Harmodesk (annually).

h
Annual sum of potential of the freed up time

2 months after the implementation

h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 5 improvements thanks to Harmodesk

plus

Freed up employee's time (number of hours in an average working day) thanks to replacing the execution of activities that are automated in Harmodesk.

12%
0,95 hours per day

1. Productivity improvement thanks to focusing on a single task at a given time and being confident that it is the right task for the employee for that time.

3%
0,25 hours per day

2. Automation of communication about tasks to be executed on a given day and the status of cases, including problems with task execution - through data visible on a visualization board available online.

3%
0,2 hours per day

3. No need for planning - task dispatch automation ensures that each employee is currently doing those tasks that are a priority, urgent "drop-ins" are automatically prioritized in the system.

3%
0,2 hours per day

4. Productivity improvement thanks to that all tasks are organized, nothing gets lost, and having the suspended tasks that I need to return to collected in one place.

1%
0,1 hours per day

5. There is no need for additional reporting of your work in timesheet system or in other form  -  task measurement is made during the task execution.

3%
0,2 hours per day

h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 3 improvements thanks to Harmodesk

plus

Freed up manager's time (number of hours in an average working day) thanks to replacing the execution of activities that are automated in Harmodesk.

16%
1,25 hours per day

6. No need to monitor the task performance within the day and the dispatch automation of uncompleted tasks for "free" employees, which were previously dispatched to another employee.

6%
0,5 hours per day

7. Full task dispatch automation based on priorities once entered into the tool.

6%
0,5 hours per day

8. Statistics and reliable data ready at hand, no need to prepare statistics, extracting and consolidating data from various transaction systems and other external files for reporting purposes, and for meetings with the team.

3%
0,25 hours per day
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Check how in practice to free up time

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How potential can be turned into freed up time?

Arrange your consultation

See what the implementation looks like and how much it costs

Download the offer

7 "eaters" of hours and energy for fast and easy elimination
(within 2 to 12 months)

The sum of the employee's and manager's "eaten" hours (monthly).

h
The sum of the employee's and manager's "eaten" hours (annually).

h
Annual sum of potential of the freed up time

h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 4 "eaters" of employee's hours and energy

plus

Time devoted to sub-optimal task execution resulting from the adopted work organisation method**.

17%
28 hours per month

1. Loss of time resulting from uneven distribution of work in the team on a given day, causing some people to work in stressful tempo in order to be on time - translating into quality of work and overtime, while for others it manifests itself in unproductive waiting for work or "slacking off" on a given day when the number of tasks is limited.

5%
8 hours per month

2. Loss of productivity resulting from that, the employees perform tasks that are below their competence or tasks that they don’t like to perform.

5%
8 hours per month

3. Loss of time spent on solving quality problems related to backlog,  management of tasks which has been suspended, committing similar quality mistakes.

2%
4 hours per month

4. Each employee performs a given type of task in a "slightly" different way. Loss of time resulting from lack of knowledge & application of best practices for the execution of a given task by all employees.

5%
8 hours per month

**NOTE: This refers to activities that are unnecessary with the technologies currently available, which "eat time" needed for things that provide the real added value.

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h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 3 "eaters" of manager's hours and energy

plus

Freed up manager’s time (number of hours in an average working day) thanks to replacing the execution of activities that are automated in Harmodesk**.

10%
16 hours per month

5. Time spent on data collection, consolidation, additional analysis to enable the management of productivity, timeliness & quality of work (goal setting, monitoring, reporting, accounting).

4%
6 hours per month

6. Time spent organizing, monitoring data on the status of the implementation of new employees, as well as administrative, analytical activities related to the management of employee competence development.

4%
6 hours per month

7. Time spent on data collection, conduct additional analysis to enable work and holiday planning, resource management, organization of replacements.

2%
4 hours per month

**NOTE: This refers to activities that are unnecessary with the technologies currently available, which "eat time" needed for things that provide the real added value.

Thank you! Your submission has been received!
Oops! Something went wrong while submitting the form.

Check how in practice to free up time

Sign up for a simulation

The implementation of Harmodesk in your organization can be a fast, inexpensive and proven method of eliminating time eaters. Check out the savings you can achieve after the implementation of Harmodesk.

Harmodesk — implementation effects

The sum of the employee's and manager's freed up hours within 2 to 12 months after the implementation of Harmodesk (monthly).

h
The sum of the employee's and manager's freed up hours within 2 to 12 months after the implementation of Harmodesk (annually).

h
Annual sum of potential of the freed up time

2 to 12 months after the implementation

h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 4 improvements thanks to Harmodesk

plus

Freed up employee’s time (number of hours in an average working day) thanks to replacing the execution of activities that are automated in Harmodesk.

17%
28 hours per month

1. Even distribution of work across the team eliminating overtime for some team members and ensuring the use of the available time of team members.

5%
8 hours per month

2. Productivity improvement resulting from that, the employees complete tasks according their preferences (intrinsic motivation) and strengths.

5%
8 hours per month

3. Freed up time from the activities related to solution of problems, frustration, backlog management, task suspension management, making similar quality mistakes.

2%
4 hours per month

4. Freed up time thanks to waste elimination, unification and standardization of task execution method, application of best practices by all team members.

5%
8 hours per month

h

*Assumptions based on data from experience in over 500 Business Services and Back / Middle Office teams.

How did we calculate it*? - 3 improvements thanks to Harmodesk

plus

Freed up manager's time (number of hours in an average working day) thanks to replacing the execution of activities that are automated in Harmodesk.

10%
16 hours per month

5. Productivity management, timeliness and quality of work performed (goal setting, monitoring, reporting, accounting).

4%
6 hours per month

6. Managing the development of employee competencies (goal setting, monitoring the implementation of new skills, monitoring the implementation of new employees).

4%
6 hours per month

7. High level work planning, resource management, holiday planning.

2%
4 hours per month
Thank you! Your submission has been received!
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Check how in practice to free up time

Sign up for a simulation

How potential can be turned into freed up time?

Arrange your consultation

See what the implementation looks like and how much it costs

Download the offer