Know who is about to leave while you can still act
Once a month the agent talks to each of your people in their own language, scores six areas and tells you who is at risk of leaving and why. Eight to twelve minutes per person. What you get back is a report, not a survey export.
- 10/10
- people heard from each month, not whoever answers a survey
- 8–12 min
- per person, in a chat, answered whenever it suits them
- 6 areas
- scored, with intent to stay carrying the most weight
- €2,596
- what replacing one trained operator costs you
Built for operations that run on shifts and on agency or foreign staff — manufacturing, logistics, food production, hospitality.
Why you find out too late
Someone leaving is rarely a surprise to them. It is only a surprise to you.
The annual survey is too slow
By the time the results come back, the person who filled it in has handed in their notice. Twelve months is not a feedback loop.
Nobody tells their supervisor
The problem is usually the supervisor, the payslip or the room they sleep in. None of that gets said to the person who writes the shift rota.
Language is the filter
Someone working in their third language gives short answers to open questions. What comes back is “fine”, and fine is not information.
Averages are not actionable
A team score of 65 tells you nothing to do. Three people at critical risk, named, with the reason, tells you what to do on Monday.
What the agent does
One short conversation per person per month, and the reporting that turns it into a decision.
Talks, in their language
Tagalog, Nepali, Ukrainian, Romanian, Czech, Slovak. A chat of eight to twelve minutes, answerable any time across three days. When an answer is vague, it asks again.
Scores six areas
Work and team, pay and payslip, housing, supervisor, life outside work, and intent to stay — weighted highest, because it predicts actual departures best.
Puts a risk band on every person
One scale from 0 to 100 and four bands, used for every score and every badge in the report. The number and the colour beside it can never disagree.
Reports the move, not just the level
Someone dropping from 45 to 31 matters more than someone sitting at 60. The report leads with the drops and says what changed since last month.
Groups the causes
What is pushing the score down, how many people raised it and why it matters — so you fix a cause rather than answer a complaint.
Names the three moves
Ranked by how many people they affect and what leaving them undone costs. Usually a translation and a conversation rather than a pay rise.
A real report
This is the agent's own output, rendered exactly as it comes out of the product — not a screenshot and not a redesign. Ten people, one month. The names, scores and situations are made up; the format and the scoring are the system's.
Where the team stands
Three people are at high or critical risk of leaving. Nobody left this team last year, so this is new — it started after the shift rota changed in August.
Attrition risk bands
One scale from 0 to 100 and four bands. Every score and every badge below carries the same four colours, so the report can be read at a glance.
score 76 – 100
score 60 – 75
score 40 – 59
score under 40
What is pushing satisfaction down
| Cause | Mentioned by | Why it matters |
|---|---|---|
| Less overtime than people expected | 7/10 | They came here to earn. Fewer hours means less money going home. |
| Payslip deductions are not understood | 6/10 | It is not the size of the deductions — nobody explained what each line means. |
| Internet at the accommodation | 5/10 | Without a connection to family, satisfaction falls faster than from anything else. |
| Housing — roommate on a different shift | 4/10 | They do not sleep. It shows in the work and in whether they stay. |
| How things get said on the floor | 3/10 | It is the way a mistake is pointed out that bothers them, not the correction itself. |
| Access to a service in English | 3/10 | For Filipino staff this is a regular need, not a detail. |
The three moves with the most impact this month
Ordered by how many people they touch and what leaving them undone costs you. Together: one translation, one conversation and a better router.
Everyone on the team
| Employee | Score | Change | Attrition risk | Weakest area | What they say |
|---|---|---|---|---|---|
| Maricel Abad Room attendant · 14 mo. | 88 | ▲ +4 | Low | Life outside work | Wants a clearer process for requesting leave in the summer. |
| Jomar Delos Reyes Maintenance · 11 mo. | 84 | → 0 | Low | Housing | No work boots in his size; he has been chasing it for three months. |
| Rosalie Bautista Room attendant · 9 mo. | 81 | ▲ +6 | Low | Pay and payslip | Does not understand the “accommodation” deduction on her payslip. |
| Grace Villanueva Kitchen assistant · 7 mo. | 72 | ▼ -5 | Medium | Pay and payslip | Expected more overtime. She is sending less money home than she planned. |
| Arnel Pascual Laundry · 12 mo. | 69 | ▲ +1 | Medium | Pay and payslip | The laundry is hot in summer; he wants a fan. He asked back in July. |
| Jenny Rose Sarmiento Room attendant · 5 mo. | 66 | ▼ -7 | Medium | Housing | Friction with her roommate — they are on different shifts and she does not sleep. |
| Michelle Lagman Room attendant · 8 mo. | 61 | ▼ -6 | Medium | Supervisor | Says her supervisor raised her voice in front of a guest. She has avoided asking questions since. |
| Dennis Ocampo Kitchen porter · 6 mo. | 52 | ▼ -9 | High | Pay and payslip | Does not understand the deductions and feels he is getting less than he was told. Thinking about leaving. |
| Catherine Mendoza Room attendant · 4 mo. | 45 | ▼ -11 | High | Life outside work | Takes being away from her daughter hard, and the internet is too weak to reach her. |
| Rodel Fernandez Room attendant · 10 mo. | 31 | ▼ -14 | Critical | Intent to stay | Has an offer from another employer, €45 a month more. Feels overlooked when shifts are handed out. |
Rodel Fernandez
Room attendant, rooms division · 10 months · 31 ▼ -14 Critical risk of leaving
| Area | Score |
|---|---|
| Work and team | 40 |
| Pay and payslip | 24 |
| Housing | 34 |
| Supervisor | 38 |
| Life outside work | 30 |
| Intent to stay | 22 |
What changed since last month
| Change | What it means |
|---|---|
| Average 71 → 65 ▼ -6 | Down six points. All of it came from four people in one section, not the whole team. |
| Rodel Fernandez 45 → 31 ▼ -14 | The largest single drop. First time he has named a specific competing offer — and that is the point after which people leave within two months. |
| Rosalie Bautista 75 → 81 ▲ +6 | The only significant rise, and it came after she moved rooms. Which confirms housing carries weight here. |
| New cause: how shifts are split | Did not appear in August; three people raised it in September. It is behind most of the drop. |
How it runs
- 01
We agree what gets asked
Six areas as standard, plus whatever matters in your operation. One call is usually enough to settle it.
- 02
Each person gets an invitation
A link in their own language, answered on their phone whenever suits them within three days. No meeting room, no supervisor in the doorway.
- 03
The report lands every month
Where the team stands, then every person on one table, then the ones worth a conversation this week — with what to open with.
- 04
You have the conversation
The agent does not replace it and does not try to. It tells you who to have it with, while there is still something to talk about.
FAQ
- Will people answer honestly?
- They are told up front exactly what you will see: their score, the six areas, and what they raise as a problem. Verbatim quotes are not shared. Without that rule, by the second month everyone answers that everything is fine.
- Is this performance management?
- No. It does not score work performance and nothing in it belongs in an appraisal. It reports what the employee says about their own situation, and when it is time to talk to them.
- What about data protection?
- Before the first conversation each employee is told what is collected, what you receive and what stays with us, and they can decline a question or the whole interview. We go through the detail with your HR and whoever handles data protection before anything runs.
- Which languages can it run in?
- Czech, Slovak, English, Ukrainian, Romanian, Tagalog, Nepali, and others on request. The report comes back in the language you work in, whichever language the conversation ran in.
- How often does it run?
- The first conversation thirty days after someone starts, then monthly. Monthly is what makes a drop visible while it is still a drop rather than a resignation.
Try it on one team
Thirty minutes on a call, then we run the first round on one shift or one department and you see the report on your own people. No commitment past that round.