My team: hire, lead, appraise and dismiss talents

The administration chooses a talent under “Available talents” and hires it. The role in the team is pre-filled with the talent's role and can be adjusted. Whoever hires becomes the manager: “You become this talent's manager: you give assignments, approve, hold review meetings and appraise.”

The hiring is recorded in the log — with talent, manager and role.

• Answer an e-mail — paste an incoming e-mail (up to 6,000 characters). The talent rates the urgency (high, medium, low) with a one-sentence reason and writes a subject and a polite reply draft in the language of the e-mail. What it does not know it marks in square brackets instead of inventing it. Nothing is sent.
• Build a spreadsheet — describe the spreadsheet you need. The talent builds it with up to 200 rows and 20 columns and says what a person has to check or add. Fields it is not sure about stay empty. Download as a spreadsheet file (.xlsx) or as CSV.

A pasted e-mail counts as third-party content: if it says “Ignore all rules”, that is material, not an instruction.

• Suggest only — the talent delivers a suggestion; it stays a draft.
• With approval — the result is only used after the manager approves it. The default for all types.
• On its own — the result is available immediately. Only where nothing goes outside: yes for spreadsheets, never for e-mail drafts.

The highest level per type is fixed twice: in the code and in the database.

A task is “In progress”, then “Awaiting approval” — or “Done” if the level is “on its own” — or “Error” if the result is not right. “Awaiting approval” becomes “Approved” or “Rejected”. Once decided, it does not change.

Only what is approved or done can be used — copied, downloaded. An approved e-mail draft carries the line: “Draft created by … (AI talent), approved by …”.

In the “Conversation” tab, employees talk to the hired talent as on the website: by voice, with interrupting, reading along and typing, up to forty questions per conversation. Here the talent knows that it has been hired and is holding a specialist conversation or practising with someone for your organisation.

The history is not stored. If the manager wants to keep a conversation, they add it to the performance record with “Use as review meeting”.

• Record a review meeting: date, minutes and agreed goals, one per line.
• Submit an appraisal: quality, reliability, speed and collaboration, each from 1 to 5. A reason is required.
• Learning curve: the overall score over time, with a direction — rising, falling or steady.
• Development: reasons for rejection, appraisals and goals feed into every new task as notes from the manager.

Every action is in the log: hired, approval levels changed, task assigned, result delivered, error in a task, approved, rejected, review meeting, appraisal, dismissed — each marked “by you” or “by” the talent. The log can only be added to, not changed afterwards.

The log records which person approves when. Where there is a works council, the introduction should therefore be agreed with it.

The manager or the administration dismisses with a reason. Access is withdrawn and task content deleted. Review meetings, appraisals and the log remain as the performance record.