Moveworks has recently updated the employee time-saving assumptions based on the latest data analysis across our whole customer base. The updated employee time-savings are reflected on Executive Insights, under the "Employee Impact" section.

Please note that the employee time-saving presented on Executive Insights is optimized for stakeholders to quickly and easily understand the bot impact. This may be different from the calculations done during the renewal process, where we conduct a detailed analysis of each area of bot impact. Instead of presenting the detailed itemized analysis on the dashboard, we have simplified the calculations into a more succinct framework.

What are the employee time-saving assumptions?

What is the difference between wait time and productive time?

As an employee waits for an issue to be resolved, they may be blocked from completing certain activities, but they are likely not pausing all their work during that time. Having issues resolved faster does make employees more productive, but how do we quantify the productivity gains? Since we can never truly measure the productive time saved for employees, our methodology is to quantify the wait time reduction for employees and then multiply it by a productivity factor of 2% to approximate the productive time saved.

Why does each resolved issue save employees 48 hours of wait time?

Based on our analysis of the pre-bot time to resolution among 65 organizations, we found that the median time to resolution is 85 hours. We have been using 48 hours, or 2 days, as a common benchmark for time to resolution without Moveworks. Since this is a modest estimation of the actual situation and does not exaggerate our impact, we will continue using 48 hours as the amount of wait time saved for each resolved issue.

This translates to 57.6 minutes of productive time saved for the employee per resolved issue.

Why does each acceleration action save employees 90 minutes of wait time?

Acceleration refers to a set of multiple Moveworks skills and experiences and we have done a time-saving analysis of each component.

With the different amounts of time-saving for the three acceleration components, we then found a reliable method to simplify it for presentation on the dashboard.

• If we take the average of 74 minutes, 135 minutes and 51 minutes, we get 87 minutes as the average.
• If we take the weighted average that takes into account the volume of each component among all customers, we get 86 minutes as the average wait time saved per acceleration action.

Overall, we can round 87 minutes or 86 minutes to 90 minutes for the final time-saving assumption we use for accelerations.

This translates to 1.8 minutes of productive time saved for the employee per acceleration action.

Why does each Status Inquiry save employees 1.8 minutes of productive time?

Since there is no good way for us to analyze the time-saving, we use the same 1.8 minutes (as used for other acceleration actions) as a common-sensical number assuming that the employee has to:

• Locate the ticketing system
• Log into the ticketing system
• Look for the ticket in mind