SUCCESSFUL CASE STUDIES
Are you aware that you may be paying more to your employees than you think?
THIS IS SANDRA
She is the CEO of a service company. She believes she is allocating $3.4 million per month in salaries—but that number tells only part of the story...
What Sandra does not realize is that this figure reflects only the financial salaries perceived by employees.
The efforts of the CEO, the Chief Human Resources Officer (CHRO), the Chief People Officer (CPO), and other managers in designing and implementing flexible work arrangements effectively increase salary value by approximately
25%
HOW?
THIS IS JOHN
He is an employee who receives a gross salary of 55,000$/year.
After the Extended Salary Audit conducted by Econtime Consultants, John realized that his manager’s efforts in designing flexible work arrangements were effectively contributing to an additional $13,750 per year in his total compensation.
Since then, John has been more motivated and happier at work, and he has declined several offers from the job market.
Case of Success 1: Extended Salary Audit in a Service Company
The calculation of the extra $ value of the flexible Work Arrangements
A Service Company
Here is a polished and professional version with improved clarity, consistency, and tone:
The company provides B2B logistics services and reports annual revenues of $53 million.
Its corporate philosophy is strongly focused on talent attraction and retention. Salary costs account for approximately 36% of total revenue (about $19 million per year). Managers are encouraged to design flexible work arrangements for employees, including compressed workweeks, intensive workdays, remote work, and other adaptable structures.
Econtime Consultants implemented an Extended Salary Audit, calculating the economic value of each employee’s personal time and assessing the combined efforts of managers and employees in designing flexible work arrangements. Based on this analysis, a financial adjustment was applied to employee compensation to determine the extended salary offered to each individual. In every case, this extended salary was approximately 18% higher than the base salary.
Neither top management nor employees were previously aware of the true financial value generated by flexible work arrangements.
Case of Success 2: Work Life Balance (WLB) is represented by a value of 50-150% R(Co/Ev)
The distance between income and the Employee Economic Value of Time
A Tech Company
The company manufactures hard disks in the Bangkok area of Thailand and employs 216 people. An audit of the Employee Economic Value of Time revealed that the corporate work–life balance (WLB) ratio stood at 43%, indicating a significant gap between employees’ salaries and the economic value of their time.
In many cases, the cost of employees’ free time was particularly high due to family responsibilities, health considerations, age, or financial constraints, resulting in a mediocre WLB quotient.
Without increasing salaries, the company was able to redesign work schedules, adjust working days and assignments, and introduce or expand remote work arrangements. These changes led to a substantial improvement in employees’ work–life balance.
Following the implementation of these measures, a second audit was conducted in which employees recalculated their results. The outcome was striking: the company increased its overall work–life balance ratio to 72%, representing a 67% improvement.