Workforce productivity analytics

Good work is finally visible.

PULSE measures every employee’s working time, breaks and KPI from the cameras you already own. The manager stops guessing, the employee stops having to prove themselves — the measurement is the same for everyone.

Start the 3-day pilotWhat comes back to me?
  • No new cameras to buy
  • The server sits in your building
  • No video is stored
PULSEShop 1 · today 08:42Live
came to work
94/100
average KPI
84
late
7
Shop 1 · today 08:42
EmployeeInStatusKPI
R. RaximovaShop 107:52at their post96
S. SobirovShop 107:50at their post86
A. AbdullayevShop 108:22+22 minat their post57
X. ToshmatovShop 207:51on a break71
D. BoymurodovShop 107:55out of the zone81
X. UmarovaShop 1—not in today—
Face ID · recognisedServer on site
R. Raximova — 23 days on time in a row. Top of the ranking.
60%→87%average KPI · measured on a live deployment
2 h 40 mingoes unrecorded for one employee, every day
0new cameras · extra hardware
3days — from audit to live
The problem

The turnstile says eight hours. The floor says 5 h 20 min.

Your HR system knows when somebody clocked in and out. Whether they were at their post in between, it does not know. Here is that day.

Production shop · one employee · one dayTuesday, 17 March · shift 08:00–17:00Camera 04 · shop entrance
Turnstile and HR systemin 08:00 · out 17:00full shift8 h
What the camera sawnet time at the post122228lunch3254475385 h 20 min
  • at the post
  • lunch — paid
  • paid, but not at the post · min
−2 h 40 minevery day, for every employee — and written down nowhere
For the manager

You pay wages for this time too.

  1. 2 h 40 min1 employee · 1 day
  2. 58 h1 employee · 1 month≈ 7 working days gone
  3. 900 M UZS100 employees · 1 yearcautious figure · 15%
For the employee

On the timesheet, both worked 8 hours.

For the employeeTimesheetAt the post
R. Raximova8 h7 h 34 min
A. Abdullayev8 h5 h 20 min

Difference on the timesheet: 0Real difference: 2 h 14 min

The person who works hard goes unseen, and a dispute has no evidence beyond “I was there”.

Both problems have one root: no reliable measurement without a human in the middle.

How PULSE measures it
Your organisation

Where is your organisation losing time?

Eight questions, each answered by the cameras you already have. Four are the manager’s and four are the team’s. One plant, one day, and every number shows its working.

Attendance

Who arrived on time today, who was late, and why?

Production plant · todayDemo data
Came to work94/1006 people did not
On time83%83 employees — inside the 5-minute grace
Late718 minutes on average
Recognition time0.3 sat the turnstile, no queue
Arrivals · 07:30–09:00on timelate
shift 08:0007:3008:0008:3009:00
  • On time83
  • Late7
  • Left early4
  • Absent6
Late arrivals · 7 people
  • G. AliyevaShop 1+28 min
  • D. RahimovaShop 2+24 min
  • A. AbdullayevShop 1+22 min
  • A. BoymurodovShop 2+17 min
  • Sh. SultonovShop 2+14 min
  • Sh. XolmatovaShop 2+12 min
  • J. KarimovShop 2+9 min
PULSE · 09:14

7 employees were late — 18 minutes on average. 5 of them are from Shop 2.

5 of the 7 late arrivals come from Shop 2. That looks less like personal discipline and more like the shift start or the commute. The other 83 employees arrived on time, and nobody can argue with that any more.

Decision

Start with the cause, not the fine: lateness that repeats in one department is usually a shift-start or a commute problem. And a run of on-time arrivals shows up in the ranking on its own.

01Face ID attendance
The eight answers are in. Now the one that matters: how much does this return to your organisation?Work out your own figure
The step after the console

Upload the report — get the answer

The console exports the day as spreadsheets. Type your question — PULSE's analyst reads those files and answers: one figure, the evidence for it, and one next step. A loss is always addressed to a department or a schedule, never to a person; a name is used only to credit someone.

PULSEDEMO

How much of yesterday's paid shift went into work?

The average person worked 6:49 — the shift is paid as 8:00, so 1:11 a day went somewhere else.

  • 6:49average time worked — the shift is 8:00
  • 15%of the paid time was not recorded at work
  • 7hours of overtime — worked by 11 people
What caused it, and what was ruled out

Across the 94 people who came in, the average recorded working time is 6:49 against a paid shift of 8:00 — a gap of 1:11, or 15%. For the whole team that is 111 person-hours in a day, and ~26 hours a month per person. The largest share is time away from the work zone: 73 hours.

Mechanism. The gap is not one big loss; it is spread across the day: the largest part is time away from the work zone (73 hours), and the rest splits three ways. A turnstile cannot see this — it records the entry and the exit, not what happens between them.

  • The data rules out
  • “People are not working” — the same day, 11 people worked 7 hours past their shift.
  • “It is all lateness” — lateness is a small part of the gap; the largest share is time away from the work zone.

Conclusion. Lost time is a scheduling question, not a discipline one: until the break inside the day is visible, there is nothing to fix.

How it is measured. 14 days: average recorded working time should rise from 6:49; the control metric is the 7 hours of overtime falling.

Next step

Over a week, find the two hours where time away from the work zone collects most and give that window a real schedule — a break rota and an order for handing out tasks.

  • WhoOperations manager · department heads
  • WhenFrom next week
  • Expected resultPart of the 111 person-hours a day (the model is in “What comes back”)
Files read:ish_kuni.xlsxdavomat.xlsx

One platform

Eight modules. One system.

They all run on one data layer: attendance feeds the KPI, the KPI feeds the ranking, the ranking feeds the bonus. Drag the rail with the mouse.

01

Face ID attendance

Face-based check-in

0.3 s · match
02

Post and zone

Time at the post

540 readings / day
03

Break control

One rule for everyone

norm + alert
04

Focus

Focus and absences

hourly breakdown
05

The KPI formula

KPI you weight yourself

5 parameters
06

Ranking and profile

Each employee's own page

growth + bonus
07

Zones and departments

Sites that stopped

20 zones
08

Alerts and forecast

Alerts and tomorrow's load

0:08 · alert
With your HR and timesheet system

The timesheet knows who came in. PULSE knows who worked.

PULSE reads clock-in and clock-out from the HR and timesheet system you already run, and puts the time each person actually spent at their post, measured on camera, right beside it. Not a new system — a new column in your timesheet.

HR & timesheetin · outPULSEcamera · at the postConnected · liveDemo data
EmployeeTimesheetAt the postGap
R. Raximova8 h7 h 34 min−26 min
S. Sobirov8 h6 h 57 min−1 h 3 min
D. Boymurodov8 h6 h 35 min−1 h 25 min
F. Karimova8 h6 h 49 min−1 h 11 min
A. Abdullayev8 h5 h 20 min−2 h 40 min
94 people · one day752 h640 h−112 h
  1. 1From the timesheet

    Clock-in and clock-out arrive from your HR system on their own. No manual export, no second list.

  2. 2From the cameras

    PULSE measures how much of those hours each person spent at their post, on the cameras you have — on your server.

  3. 3On one row

    The gap sits next to every name. The manager sees the lost hour; the person who worked sees the effort the timesheet never showed.

The integration runs against a live HR platform. If yours is a different system, we check the connection together before the pilot.

Your numbers

Three numbers. One answer.

Headcount, the average wage and the share of time that is paid but not worked — nothing else is needed. Every line shows its working.

Comes back every year

Comes back every year: 450 M UZS

Even in the cautious case, at least 225 M UZS.

Slips away every year900 M UZScautious · 225 M UZSexpected · 450 M UZSnot a camera problem · 450 M UZS
What the recovered time equals
Capacity added without hiring
7.5 people
Per employee, per month
13 h
Comes back per month
37.5 M UZS

For the team it is the same number: everyone’s time is measured by one formula, good work shows up in the report, and the bonus fund is split by score.

Start the 3-day pilot

This is a cautious estimate, not a guarantee. Your own figure is measured in the pilot, on your own cameras.

How the return grows with headcountaverage wage 5 M UZS · unworked time 15%

The 3-day pilot measures exactly this share: the gap between turnstile hours and net working time from the camera. The report stays with you.

How this is calculated
100 × 5,000,000 × 15% = 75 M UZSlost per month75 M UZS × 12 × 50% = 450 M UZSback per year
  • Loss = headcount × average wage × the share of unworked time. You set the share; the default is a cautious 15%.
  • Recovery is half of the lost time. The other half is commuting, supply and machines, and a camera does not fix those.
  • The cautious case takes half of that recovery again.
  • Platform pricing depends on headcount and is quoted after the pilot — which is why only the return is shown here.
Pilot

Get the numbers you just set, in writing.

450 M UZSreturned per year
26hoursreturned per employee per month

100 employees · 5 M UZS average salary · 15%

The figures come from the table above: each of the eight leaks is priced separately, and the platform fee is subtracted. See the arithmetic

We usually reply within one business day. No spam.

For the team

Not pressure. A fair set of rules.

A system that only serves the manager is surveillance. PULSE works both ways: the manager sees the real picture, and the employee knows they are judged on a measurement rather than on who knows whom.

R. RaximovaShop 1 · Tuesday, 17 MarchDemo data
96today’s score
No. 4 of 94+10 on last week23 days in a row on time
Where the score came from
  • Attendance30%30/30
  • At the post25%23/25
  • Tasks20%19/20
  • Focus15%14/15
  • Discipline10%10/10
Todaynet work 7 h 34 minafter shift +25 min
Entry record07:52:31 · Camera 01 · Face IDDispute
Your share of the bonus pool970,000 UZSscore 96 · shares start at 90
The employee’s own screen. The numbers the manager sees are here too, by the same formula.
Six rules — each one visible on the screen
Implementation plan

Live in three days. Two hours of yours.

Every day in two lines: what that day takes from you, and what you hold by the end of it. Work never stops.

  • 3 daysfrom audit to live
  • 2 hoursof your time, in total
  • 0new cameras — yours are used
  1. Day 1

    Audit and connection

    From you
    Access to the cameras
    You have
    A camera-coverage map and the server placed in your building
  2. Day 2

    Zones and norms

    From you
    Nothing
    You have
    Zones mapped, the break norm and KPI weights set, HR-system integration in place
  3. Day 3

    Training and go-live

    From you
    Two hours
    You have
    The team trained and all 8 modules running. The first daily report lands the next morning.
After go-live
  • 24/7 support
  • A report every morning at 09:00
  • 3-day pilot — nothing paid up front

Which department do we start with?

The one with the most people — that is where the difference shows up fastest. In a month you put the second one beside it.

Connect this departmentCall now+998 87 355 88 55Download the cataloguePDF · 8.4 MB
  • First call — 15 minutes
  • From you: a camera list and your headcount
  • 3-day pilot — nothing paid up front
  • One training session for the team, no extra work for you