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System of Interest

Connected Hospitality
Intrusion Detection
Access Control
Video Surveillance
Fire Detection
Intercom Systems
Paging communications
Retail Solutions
SATS
Asset and Tracking Management
Time and Attendance
Digital TV

Contact Us

For all commercial and technical enquiries please contact us at Stanley House.

Stanley House
Bramble Road
Swindon
SN2 8ER

Sales: +44 (0) 844 254 0032
Service: +44 (0) 845 301 6192
Facsimile: +44 (0) 1793 615848
Email us

Telephone calls to STANLEY Security may be monitored or recorded for training and quality purposes.

Registered Office: STANLEY Security - Europe Limited, Stanley House
Bramble Road, Swindon, Wilts SN2 8ER Registered No: 875534 VAT No: 232 2446 95

HOW TO FIND US

Rail and Public Transport

Details of train times to and from Swindon can be obtained at the First Great Western Trains website, Or by telephoning National Railway Enquiries on 08457 484950. Stanley House is best reached from the Swindon Railway Station by taxi. A taxi rank is situated directly outside the Station.

Online Maps

You can find full directions from anywhere and other useful information at Google Maps or Multimap

ONLINE ENQUIRY






ROI Calculator Time and Attendace

Time and Attendance (T&A) ROI Calculator

Find how much time and money your company could save by using our time and attendance ROI calculator. 

STANLEY Security
Stanley House
Bramble Road
Swindon, SN2 8ER
Tel: +44 (0) 844 254 0032
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Input Data

  

Results

Executive Summary

Total Gross Annual Saving Annual Cost of T&A System Total Net Saving (ROI)

Lost Labour Time

Figures given as improvement by using T&A/Total. For example, a value in the Minutes column of 325/250 represents a saving of 325 minutes from the total 350 currently lost.

Item Minutes Hours:Minutes Decimal Hours Cost of Lost Labour
Total lost labour per working day
Total lost labour per week
Total lost labour per month
Total lost labour per year

Payroll Costs

Item Current Costs Estimated Costs Using T&A System Saving With T&A System
Annual gross payroll for all employees N/A N/A
Payroll staff costs per payroll run
Average Payroll staff costs per year

Sickness

Figures given as improvement by using T&A/Total. For example, a value in the Minutes column of 325/250 represents a saving of 325 minutes from the total 350 currently lost.

Item Minutes Hours:Minutes Decimal Hours Cost of Sickness
Total sickness per working day
Total sickness per week
Total sickness per month
Total sickness per year

Further Information

The sections below give further information on what is not included in the ROI calculation (i.e. further benefits of T&A) and gives details of how the ROI results are calculated.

The above calculations centre on the lost hours and the costs of performing payroll tasks. T&A can bring a host of additional benefits. These include, but are not limited to:

  • Savings via rounding rules. Many organisations operate punitive schemes that punish late arrival or early leave by deducting additional amounts from the employee's pay. The most common scheme will "quarter" the employee (deduct 15 minutes).
  • Holiday management. Organisations using manual holiday cards may have instances where employee records are not kept up-to-date, meaning that employees are taking more paid leave than they are entitled to.
  • Staff motivation. Employees that are paid correctly and on-time for the overtime they have agreed to work will be more motivated and therefore will be more likely to agree to work future overtime at short notice when your business need arises.
  • Reduced sickness leave.
    • Basic sickness costs are included i.e. the amount paid to workers whilst they are sick. However there are other costs associated with sickness such as payments to agency staff to cover the missing staff and/or overtime payments, loss of productivity etc.
    • T&A systems will accurately record when employees have been sick and will alert the users when an employee has been absent unexpectedly, meaning that these don't slip through the net. T&A systems can produce reports, including Bradford Factor scores that help disciplinary procedures to reduce absenteeism.
    • Flexitime and/or time of in lieu can be implemented easily and effectively. This can reduce the number of "sickness" days employees take by providing a legitimate alternative.
    • Facilitate worker co-operation such as shift-swapping
  • Enable organisations to better understand where their staffing costs are being spent by use of cost centre recording.
  • Reduce or eliminate fraudulent attendance claims ("buddy clocking") by implementing biometric solutions such as fingerprint readers or iris scanners.

This tool is intended to provide some indicative cost savings achievable by implementing a T&A system. The exact amount saved will vary from one organisation to another as well as from one period to another.

All values are rounded to 2 decimal places. Calculations are always performed on the displayed values.

Executive Summary

  • Total Gross Annual Saving: This is a total of the savings made in the Total lost labour per year, the Average Payroll staff cost per year and the Total sickness per year.
  • Total Cost of T&A System: The monthly quoted price for the Stanley T&A system multiplied by 12.
  • Total Net Saving (ROI): The Total Gross Annual Saving minus the Total Cost of T&A System.

Lost Labour Time

  • The number of working days in a year is calculated as 233.35. This is based on employees working 5 days/week and having 8 public holidays and 20 days of annual leave entitlement and also taking into account leap years. The working days value been used in calculations to make the calculations more accurate and fair.
  • Total lost labour per working day: This is the total time lost due to employees arriving late, leaving early or taking too much break time. The minutes/hours are calculated by multiplying the number of employees by the average lost minutes/employee/day. The cost is calculated by multiplying the Decimal Hours figure by the average hourly rate for the employees after factoring in 10.4% of employer’s NI contributions.
  • Total lost labour per week: The number of working weeks takes into account public holidays and annual holidays. The number of calendar weeks in a year varies depending upon the weekday of the 1st of January and whether the year is a leap year. The calculations used by this tool use the average, which is 52.177 calendar weeks per year. The minutes/hours are calculated by multiplying the number of employees by the average lost minutes/employee/week. The cost is calculated by multiplying the Decimal Hours figure by the average hourly rate for the employees after factoring in 10.4% of employer’s NI contributions.
  • Total lost labour per month: This is the total number of working days (see above) divided by 12. The minutes/hours calculated by multiplying the number of employees by the average lost minutes/employee/year. The cost is calculated by multiplying the Decimal Hours figure by the average hourly rate for the employees after factoring in 10.4% of employer’s NI contributions.

Payroll Costs

  • Annual gross payroll for all employees. This is the hourly rate multiplied by the average hourly rate multiplied by the average number of hours employees work each week multiplied by the number of weeks in the year (52.177, see earlier explanation.). It also factors in 10.4% employer’s NI contributions.
  • Payroll cost per run: This is the labour cost of producing each payroll run. The Current Costs are calculated by multiplying the Payroll administration hours value by the average hourly rate for Payroll staff then factoring in the 10.4% employer’s NI contributions. The Estimated Costs Using T&A System is based on a time saving of 95% compared to the manual system. The Saving With T&A System is simply the Current Costs minus the Estimated T&A Costs.
  • Average Payroll staff costs per year: These figures are based on the Payroll costs per run multiplied by the number of payroll runs in a year. This will depend on the value specified in “How often do you run payroll?”

Sickness

  • The number of working days in a year is calculated as 233.35. This is based on employees working 5 days/week and having 8 public holidays and 20 days of annual leave entitlement and also taking into account leap years. The working days value been used in calculations to make the calculations more accurate and fair.
  • Total sickness per working day: This is the total sickness time (on average) of all employee sickness per working day. The minutes/hours are calculated by multiplying the number of employees by the average sickness days by the average daily hours and dividing the result by the number of working days in the year. The cost is calculated by multiplying the Decimal Hours figure by the average hourly rate for the employees after factoring in 10.4% of employer’s NI contributions.
  • Total sickness per week: The number of working weeks takes into account public holidays and annual holidays. The number of calendar weeks in a year varies depending upon the weekday of the 1st of January and whether the year is a leap year. The calculations used by this tool use the average, which is 52.177 calendar weeks per year. The minutes/hours are calculated by multiplying the number of employees by the average sickness per employee per week. The cost is calculated by multiplying the Decimal Hours figure by the average hourly rate for the employees after factoring in 10.4% of employer’s NI contributions.
  • Total sickness month: This is the total number of working days (see above) divided by 12. The minutes/hours calculated by multiplying the number of employees by the average sickness/employee/year. The cost is calculated by multiplying the Decimal Hours figure by the average hourly rate for the employees after factoring in 10.4% of employer’s NI contributions.

 


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