Engagement Radar
A new hire left during probation and nobody knew why? Over the first 90 days Engagement Radar tracks what decides whether they stay. You get a short report: what holds the new hire back, what keeps them and what to do now, while it's still easy.
Engagement Radar isn't monitoring or another HR report. The manager gets input for delivery and the new colleague gets support when they need it most.
In practice
An early signal is cheaper than another hire. According to Gallup, 45% of people who quit say nobody discussed how their job was going in the three months before they left. A new person rarely says that something is off. The team often doesn't notice until it shows in performance or a resignation. Radar catches it early: the manager gets an overview of what helps the new colleague and what holds them back, plus concrete recommendations. A few examples from recent engagements:
Java developer, large development team
An experienced developer overheard that new people are “just extra hands”. He started withdrawing: he did the assigned work but stopped engaging. He wanted to do development and security too, but had no room for it.
What we did
We named the risk of quiet demotivation and leaving for a more interesting project for the manager. We recommended involving him in team discussions and offering development tasks. We encouraged him to ask for insight into the project roadmap.
Result
He now gets the development tasks he wanted.
Part-time tester, corporation
After the first tasks came several days without work. He didn't attend stand-ups and didn't know whom to report to. He wasn't frustrated, just slowly disconnecting.
What we did
We recommended a follow-up task, bringing him into the team's weekly rhythm and a “mini compass”: who the main contact is, where to find priorities and how to report absence.
Result
Java/AI developer
He had to hunt for tasks in the backlog himself. A senior person who doesn't feel needed eventually starts looking for another job.
What we did
We recommended regular check-ins and aligning expectations about his role.
Result
He rates collaboration and team culture 10 out of 10.
Frontend developer, small product company
What stressed him wasn't complex code, but tasks arriving through different channels from different people, sometimes contradicting each other. He didn't want to bother the owner, so the confusion kept piling up.
What we did
We showed it wasn't about tech but communication. We proposed two short syncs a week, one shared backlog and faster feedback on finished work.
Tester, corporate team
10 out of 10 in every area: clear role, working team, motivation. Radar confirmed it and flagged what comes next: without new challenges, a satisfied person can lose their initial drive.
What we did
We proposed planning his next development stage and a regular check-in focused on his ideas.
What keeps coming up
Output
A performance and collaboration snapshot: summary, six dimensions with a traffic light, what slows delivery and recommended steps. Below, an anonymized sample from a real project after the first month, and what the company took from it.
B2B delivery · Phase 1 · after the first month
Summary
The specialist's input shows that the biggest source of stress is not technical problems but unclear communication and priorities. Even a small mismatch (different information by e-mail than in a verbal brief) can lead to frustration and lost energy. A short, regular communication rhythm would give him confidence and strengthen motivation.
Example: within three days he received three different signals:
The specialist understands that the team is used to this style of communication and respects it.
6.5/10Overall score
average of 6 dimensions
Clarity of scope & briefs
Tasks are sometimes clear, sometimes less so.
Different information from two people causes confusion. There is no regular meeting rhythm, which makes priorities harder to follow.
Communication & cooperation
No regular rhythm, information arrives through different channels.
He values the smaller company and direct access to management. He is interested in the wider product context (the “big picture”). More shared time would help him feel anchored.
Mental state & energy
Energy varies with how clear the brief is and how much time admin takes.
Feels full ownership of the frontend, including part of the architecture.
Flow & continuity of delivery
Handles the work even though the legacy code is complex and hard to navigate.
Getting to know the application takes longer.
What slows delivery
Recommendations for the client
How it works
Around day 30
What works, what slows things down and what's missing on the company side. You get the snapshot right after.
Around day 60
What has moved since last time and what hasn't. For blockers, we check that someone is actually solving them.
Around day 90
The overall picture of onboarding, motivators and flight risks. With the day-30 and day-60 snapshots you see the trend.
For contractors we continue after 90 days
Each conversation takes 30–60 minutes, scheduled around the project.
We measure what drives performance: a person's state, their skills and the barriers around them. It draws on performance psychology and management psychology. Performance model
Trust rule
When a sensitive topic comes up: Radar isn't therapy. We don't assess health or personal crisis topics. We agree next steps with the specialist, and only what we agree on reaches you.
We share with the manager and HR only what the specialist agrees to.
It's not an appraisal, a diagnosis or a prediction of who will leave. It's about seeing and removing friction before it shows up in delivery.
We also ask the specialist what they could do differently. There are always two sides.
For specialists we placed with you, Engagement Radar is free for the first 90 days. For your other new hires we offer it as a standalone service, priced individually for your situation.
About 5 minutes to read each snapshot. We take care of everything else.
Three conversations of 30–60 minutes in the first three months. For contractors, then once every 2–3 months and on change.
We agree with you up front who receives the report: the manager, HR, or both. Always only to the extent the specialist agreed to.
Yes. We use the same approach for retention when people lose motivation or meaning.
You tell us the role and start date, we take care of the rest. For people you hired through us, it's free.