Home SMART 100 2018 Staybil Workforce Optimisation

Staybil Workforce Optimisation [SMART 100, 2018]

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This SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity.

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1. THE BEGINNING

This innovation initially came to life when…

I pondered the reasons that my sister traveled 30 minutes to work at a grocery store and was going past 3 other instances of the exact same grocery chain. I realised that before the release of geo-mapping APIs and the public transport APIs, analysis of this problem was relatively impossible and also that working locally leads to increased tenure and engagement, which benefits businesses and society. This led us to conduct a case study on Coles in Sydney and we found we could create massive HR improvements by geo-optimising their workforce and reducing commutes across the network.

2. WHAT & HOW

The purpose of this innovation is to…

…analyse, visualise and then optimise an organisation’s existing and new employees so they all work as close to home and other work locations as possible. This reduces turnover, absenteeism, stress, and carbon while lifting engagement, and health.

It does this by…

…integrating ML-powered optimisation routines with transport APIs, mapping APIs, and readily available human resources data. This creates a rich analysis and visualisation tool that can be used to take direct actions. It is delivered as cloud SaaS and designed for integration with existing HR enterprise software.

3. PURPOSE & BENEFITS

This innovation improves on what came before because…

Quite simply, nothing has come before. Similar technology is used for logistics and transport design but has never been applied to workforce geo-optimisation. This has been verified by consultation with dozens of experts. Traditionally, businesses only care about what happens to employees between clock-in and clock-out. We have proven that their commute affects performance and turnover, and can be optimised.

Its various benefits to the customer/end-user include…

Benefits to three core stakeholders. For employers, local employees stay in their role longer therefore reducing turnover, absenteeism, tardiness, and health costs. Employees regain time for family, education, rest. Society sees reduced transport load, carbon emissions, and urban congestion.

4. COMPETITIVE LANDSCAPE

In the past, this problem was solved by…

Employees being solely responsible for their commute. This includes potential commute improvements such as flexible rostering, shift swapping/bidding, internal transfers, or simply finding a new job. For white collar workers, telecommuting or home-work. However, 40% of the workforce is in service or retail work that requires physical presence and are disincentivized to attempt internal transfer or finding new work.

5. TARGET MARKET

It is made for…

Flexible work programs (for eligible white collar workers) and flexible rostering systems for shift workers. Neither of these address the root cause of sub-optimal workforce location.

Organisations that care about their employees, the environment, and putting value into the world. We want our customers to be partners with us on a journey that will improve the lives of literally billions of people, starting with millions here in Australia. Our first product is designed for medium/high density retail orgs but we plan to scale with products for facilities management, healthcare, nursing, aged care, public services, education, and others. Our market includes 40% of Australian and US workers (possibly higher in Asia), and tens of thousands of businesses representing a SOM of $2B/year in Australia and the US.

It is available for sale through…

Integrations with HR software systems such as rostering, WFM, and HRIS suites. We are preparing an API to allow us rapid integration with a range of existing tools, focusing on second-tier providers hungry for value add to increase market share.

Our marketing strategy is to…

Leverage our partners to provide qualified leads and then provide integration services as needed. We are also building reputation via smart cities consulting projects.

 

FINE PRINT: This SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity.

Maven Judge Vote: Staybil Workforce Optimisation – Smart 100 2018
(Please note – The form below is for judging purposes only and is restricted to the public)

 

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