"We have performance management programs in place for years but they have never been effective. Following the implementation of Reveal our employees are engaged, performance conversations are part of daily management, leave is better managed and we have a far more productive workforce."


  • This customer’s Client Service department supports its domestic and international operations.
  • Regulatory and other related programs were placing significant demands on the workforce resulting in fewer hours available to perform business as usual activities.
  • Managers could not quantify the impact of the additional workload and were therefore unable to make optimal resource allocation decisions, made all the more difficult because the business was growing.
  • Increasingly, employees within the department were having to work extensive hours to meet service level agreements, which was taking its toll on morale and quality.
  • The business was particularly susceptible to volume spikes on select days of the month and months of the year.


  • Within the initial months of implementing Reveal there was a clear and accurate view of volume trends for each team within the department.
  • Complimentary demand trends between teams were identified and opportunities for cross-skilling were determined and quickly addressed.
  • Effort spent on projects and rework was quantified and supplemented with qualitative employee commentary to enable root-causes to be diagnosed and addressed.
  • Weekly tactical planning was initiated to support collaborative resourcing decisions between team leaders.
  • Long range planning was subsequently introduced to provide informed insights into workforce planning and resourcing.


  • Better alignment of leave and staff development activities with production demand.
  • Greatly reduced need for employees to work additional hours particularly during peak volume days of the month.
  • Actionable insights into rework enabled a significant reduction of 30% to be realized and contributed to an overall cost per service reduction of 24%.
  • Long term forecasts of FTE requirements facilitated fact-based budget and resourcing discussions with key internal stakeholders.


19% uplift
employee productivity

35% decrease
additional hours

24% reduction
cost per service

30% reduction
rework effort

15 managers

1 location