Executive Summary
Chelson Gordon Consultancy is a growing organization operating across multiple locations, with a workforce that skews toward early-career talent. Managing productivity across diverse roles, from desk-bound analysts to meeting-heavy team leads, requires more than a one-size-fits-all approach. After implementing Teramind, Chelson Gordon moved from surface-level monitoring to deep workforce intelligence: scheduling smarter, developing staff faster, and even using behavioral data to inform a major strategic shift in how the company approaches AI.
The Challenge: Managing Productivity Across Roles, Locations, and Experience Levels
Chelson Gordon’s approach to productivity has always been outcome-based, what matters is the quality of the work delivered. But without visibility into how work actually gets done, improving outcomes meant guessing. With a large proportion of fresh graduates joining the team and operations spread across multiple locations, the gaps were real.
Key Pain Points:
- No visibility into how work happened: Outcome-based measurement told leadership what was produced, but not where time was being spent, where workflows broke down, or which staff needed support.
- One-size-fits-all monitoring didn’t work: Roles requiring heavy computer input behaved very differently from roles centered on calls and meetings. A single productivity benchmark couldn’t serve both.
- New hire development was reactive: Supervisors couldn’t track whether fresh graduates were working efficiently or developing good habits. Intervention only happened after problems surfaced.
- Meeting and training scheduling was a blind spot: Without data on when employees were most focused, leadership was inadvertently scheduling disruptions during peak productivity windows.
- AI usage was ungoverned: As AI tools proliferated, the company had no way to see how or how well staff were using them, creating both compliance uncertainty and missed opportunity.
The Solution: Start Small, Build Understanding, Then Act on the Data
Chelson Gordon’s implementation philosophy was deliberate: understand the organization through Teramind first, then use that understanding to plan, and only then move to improvement. No shortcuts.
“We have to understand how the organization works based on Teramind first, and then we move on to the next step, planning based on the data, and then the improvement plan.” Said Boss Arkkarametyingyod, Chelson Gordon HR Business Partner
Teramind was selected after initial research identified it as the solution that best answered the company’s requirements. No competing tools were seriously evaluated, since the fit was clear from the start.
Role-Based Productivity Benchmarking The team quickly learned that a uniform productivity percentage couldn’t apply across all positions. Roles requiring sustained computer input – typing, data work, system usage – showed naturally higher activity scores. Roles centered on Microsoft Teams calls, external meetings, or client-facing work showed lower scores, not because of underperformance, but because of the nature of the work. Chelson Gordon now sets position-specific productivity benchmarks, then cross-references application usage to get an accurate picture of each employee’s actual output.
“In an organization, there are certain positions that don’t really have much input on their computer. We cannot identify them by productivity levels alone. But we cross-check with application usage, if the application they use most is Microsoft Teams, it means potentially the productivity level may be lower, and that’s expected.” Added Arkkarametyingyod
Smarter Scheduling Through Behavioral Data One of the more unexpected wins came from analyzing when employees were most focused. Teramind data revealed that staff were heavily engaged in independent work around midday, a window leadership had previously treated as fair game for training and team meetings. That changed.
“Without Teramind, we would not know the time that staff focus, and we may schedule a meeting that disrupts their workflow.” Said Arkkarametyingyod
Early Career Talent Development Chelson Gordon deliberately hires a high volume of fresh graduates and accepts that inexperience means inefficiency, at least early on. Teramind gave HR and supervisors a shared visibility layer to identify when new staff were approaching their work in suboptimal ways, before bad habits solidified.
“With Teramind, we as HR assist supervisors in informing them of how staff are performing. That way, the supervisor knows whether they’re on the right track. If not, they can quickly interfere and provide training.” Arkkarametyingyod said.
AI Governance Informed by Real Usage Data One of the most strategic applications of Teramind data at Chelson Gordon was in the company’s AI policy evolution. The organization had initially restricted AI use, concerned about reliability. But Teramind’s application usage data told a different story: a significant portion of staff were already using AI tools and producing satisfactory results.
“there was a high percentage of staff who still used AI in their work, to the point that they integrated AI into their work efficiently, and the outcome was quite satisfactory. With that information, and the usage data from Teramind itself, it led us to the decision that as an organization, we should follow the trend and start implementing AI into our work practice.” Added Arkkarametyingyod
Rather than a policy decision made in isolation, the shift to embracing AI was evidence-based with Teramind providing the usage data that made the case.
Full Transparency With Employees Chelson Gordon operates with a fully disclosed deployment. Every employee knows Teramind is installed, understands what it does, and has been briefed on how it’s used. Leadership views transparency not just as an ethical imperative, but as a practical one, employees who understand the purpose of monitoring are more likely to engage with it constructively.
“It is quite important for us as HR to explain that we have this software, what it does, what its limits are, and what the benefits are to our organization. Not a single employee in our organization is unaware of the Teramind installation.” Said Arkkarametyingyod
The Results: Smarter Teams, Better Decisions, and a Growing Footprint
Productivity Theater Replaced With Role-Appropriate Measurement By moving away from a uniform productivity score and toward position-specific benchmarks, Chelson Gordon now has a credible, defensible view of performance across every type of role, one that reflects actual work patterns rather than penalizing employees for doing their jobs correctly.
Meeting Disruption Eliminated Rescheduling training and internal meetings to afternoon windows, based directly on Teramind’s behavioral data, has preserved the high-focus morning and midday periods that employees naturally default to, improving both individual output and morale.
New Hire Development Accelerated Supervisors now have a data layer to support coaching conversations with fresh graduates, allowing them to intervene early when working patterns suggest inefficiency rather than waiting for performance issues to surface in outcomes. HR serves as a bridge, translating Teramind data into actionable guidance for team leads.
An AI Policy Built on Evidence, Not Assumption Instead of defaulting to either blanket restriction or unchecked adoption, Chelson Gordon used Teramind’s application usage data to make a calibrated, informed decision about AI, one that reflected what employees were actually doing and how well it was working.
Expanding by Design License growth at Chelson Gordon has tracked directly with headcount growth, a reflection of how embedded Teramind has become in day-to-day operations. The decision to scale wasn’t financial, it was confidence-based.
“We believe that if Teramind can be implemented organizationally, it will come back and benefit the organization.”
The Experience: A 10/10 on Support and a Feature Request Worth Watching
Chelson Gordon’s support experience has been consistently positive, with the Teramind team described as extremely helpful and invested in the customer’s success.
“I am quite impressed with all the people working at Teramind because they are very helpful. In terms of support services, it’s a 10 out of 10 for sure.”
Advice for Organizations Considering Teramind
Chelson Gordon’s guidance is deceptively simple, and rooted in hard-won experience:
Start small and steady but start with understanding. The instinct to jump to improvement is natural, but skipping the diagnostic phase leads to misapplication. Use Teramind first to understand how your organization actually works. Only then plan. Only then act.
Customize for role reality. A developer, a call center agent, and a team lead will never look the same in a productivity dashboard. Build benchmarks that reflect actual job functions, or the data will mislead more than it informs.
Be transparent, completely. Employees who don’t understand why Teramind is there will fill the gap with assumptions. Proactive, honest communication about what the tool does and doesn’t do builds the trust that makes the platform work as intended.
The Bottom Line
Chelson Gordon Consultancy treats Teramind as something closer to an organizational intelligence layer than a monitoring tool. The data has shaped scheduling, coaching programs, role-specific benchmarking, and a company-wide AI policy, all grounded in evidence rather than intuition. As the business grows, the platform grows with it.
What They’ve Achieved:
- Role-specific productivity benchmarking that accurately reflects diverse job functions across multiple locations
- Optimized meeting and training schedules based on real employee focus patterns
- Accelerated coaching and development for a fresh-graduate-heavy workforce
- An evidence-based AI adoption decision driven by actual usage and outcome data from Teramind
- Full organizational transparency around monitoring – zero employees unaware of Teramind’s presence
- 10/10 support rating and a platform they plan to keep scaling