For organisations
People stay where they can
see it going somewhere.
Most people do not leave for money. They leave because a year went past, nothing visibly changed, and nobody could show them otherwise. A record makes progress legible to the person having it, which is the cheapest retention work available to you.
Ask your team to name three things they achieved in the last six months, without checking anything.
The silence you get back is the reason review season is hard for everyone in it.What changes
Longer careers, inside your business.
People stay
Someone who can read back the last two years clearly is far more likely to picture the next two here. Progress that is invisible feels like standing still, and standing still is what people leave.
Reviews start warm
Nobody reconstructs twelve months from a calendar the night before. The evidence is already there, attached to the role and dated, so the conversation starts at what it meant rather than what happened.
Managers stop chasing
No more asking six people for a list of achievements and getting three. Preparation happens on the employee's side, in ten minutes a quarter, because it is useful to them whether you ask or not.
Development points somewhere
Skills and gaps tracked against the roles people actually want, so a plan points forward instead of restating last year's.
The honest part
You are buying the habit,
not the contents.
This is the question every buyer asks second, so here is the answer first, as a list rather than a reassurance.
- Who has an account and who has activated it
- Participation: how many people ran a check-in this quarter, by team and over time
- Whether a person's record is current or has gone quiet
- Aggregate skill gaps across a team, anonymised, and never for a group small enough to identify anyone
- That someone has evidence ready for a review, and how much
- Your billing and your seats
- Any entry, story, win or reflection anyone has written
- What someone said about a manager, a project or a colleague
- Salary history, or what anyone thinks they are worth
- Career goals, or that someone is looking
- Confidence scores, or anything from Art of Interviews
- Any of it after they leave, because it went with them
Why that is the point, not a concession
People write honestly in a record they own and evasively in one they do not. Ownership is the mechanism that makes the thing full enough to be worth anything. A tool your team suspects is surveillance produces exactly the compliance-form answers you already get, and you would be paying for the privilege.
Who it fits
Teams that carry the review cycle.
Helping people leave well, through outplacement or transition, is handled by our sibling product. Art of Interviews for organisations →
Start with one team.
A pilot with the group whose review cycle hurts most will tell you more than a procurement process will. No seat price on the website, because what this is worth depends entirely on what your review cycle costs you now.
Talk to us
Tell us about the team.
Enough to have a useful first conversation, and nothing more. We answer within two business days, and if it is not a fit we will say so on the call rather than three emails later.