For managers

Sixty seconds, every Friday.

Every Friday at 9am your time, the agent writes you a brief on each of your new hires. Wick chooses what to include from observable signal only. What the methodology suggests. One specific thing to consider before your next 1:1. You read it in the time it takes to drink half a coffee.

What the Friday brief looks like

A real example, generated from observable signals — calendar events, meetings attended, policies referenced. Never from transcripts.

Friday brief

Tanya — End of Week 1

9:00 AM

What is observable

Tanya completed orientation, has met 3 of the 5 suggested people, scheduled her first 1:1 with you for Tuesday.

What the methodology suggests

Week 1 is about psychological safety, not output. Ask about her commute, her workspace setup, her preferred working hours.

One specific thing to consider

She hasn’t asked any questions about her role’s KPIs yet. Most strong starters do by Day 5. Worth raising in your 1:1.

Generated from observable signals. No transcripts of Tanya’s messages are available to managers. If a signal is thin, this brief will say so.

What stays out of the brief

Privacy is a structural commitment. The manager sees patterns. The new hire’s words are theirs.

The content of any DM Tanya sent Wick.
Any inferred personality, mood, or communication-style read.
Any demographic signal — name, photo, location — used to alter what the brief says.
Any open-text pulse response unless the cohort has at least five respondents and the theme is aggregated.

Failure modes Wick watches for

Each one is observable. Each one is named in the brief, not inferred. The manager sees a pattern and a single suggestion — not a diagnosis.

Network breadth flat

The new hire has not met anyone outside the direct team after two weeks. Strong starters typically meet five-plus distinct people by Day 14. One specific suggestion lands in the brief.

Role-clarity silence

No questions about the role’s KPIs by Day 5. Most strong starters ask early. Worth raising in the next 1:1, not flagged to the new hire.

Calendar starvation

No recurring 1:1 scheduled, or the first 1:1 has slipped past Week 1. The brief surfaces this as observable, not inferred.

Documentation friction

The new hire has asked the same kind of question five times in a week — usually a sign that a doc is missing or out of date. The brief points the manager at the gap, not the person.

No first contribution

Past Day 30 with no observable first deliverable. Time-to-First-Contribution is a methodology marker. The brief notes the slip and suggests one specific unblock.

PTO untouched

No time off after 60 days. Most people at large companies take a long weekend in their first quarter. Wick nudges the new hire once. The manager sees the pattern, not the message.

A hard week

A pulse signal or an open-text theme suggests the new hire is struggling. The brief surfaces the theme — never the words. The manager gets one suggestion: ask, do not solve.

A pre-Day-1 brief, too

A week before the new hire’s start date, Wick sends a short brief on what the methodology says about Week 1: suggested first 1:1 questions, the top three failure modes for the role, the one thing the manager should plan for.

See it for yourself

Live demo of how Wick empowers managers and new hires, and impactfully increases retention.

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