Hire, grow and build a thriving team.
Four numbers that are already costing you.
Keep your crew
Losing one good hand costs half to two times their salary. For a $70K lead, that's $35K–$140K out the gate.
See how
Quadrant makes sure every person gets their half hour with the one who runs their work: how their capacity is, what moved, what they need. Burnout shows up as a flag on your dashboard while it's still fixable — before the sick days, before the resignation.
Gallup, replacement-cost research 2019
Stop paying the reputation tax
A shop with a bad name pays at least 10% more per hire just to get a yes. A good name hires at market.
See how
Culture is built in the boring weeks: people managed the way they're wired, told the truth at every hiring stage, reviewed against a job they can read. Your applicants are your crew's cousins — word gets around, and the wage premium swings with it.
Harvard Business Review / ICM, 2016
Hire right the first time
Screening against the seat instead of the vibe roughly doubles what you can predict about a hire.
See how
Your job description sets the targets; every applicant is scored against those lines — half working style, half character. A bad hire costs up to 30% of first-year earnings, and the yardstick that prevents it is a document you wrote and can argue with.
Schmidt & Hunter meta-analysis; US Dept. of Labor
The 30-minute fix
The manager is 70% of the engagement equation. A short weekly one-on-one moves more than any perk.
See how
Engaged crews aren't a feel-good story: Gallup's 183,000-business-unit analysis puts them at 23% more profitable, with 63% fewer safety incidents and 78% less absenteeism. Quadrant makes the weekly meeting the path of least resistance — who runs it, what's on it, and a Monday digest so nothing gets dropped.
Gallup, State of the American Manager (2015); Q12 meta-analysis (2024)Map your people
One link, forwarded to your crew. Ten minutes each, on their phones. Nobody needs an account to take it.
Sit down together
We walk the whole map with you — who fits which seat, where the friction comes from.
Run the rhythm
Check-ins, reviews, hiring: one system. Your crew can be in it by Friday.
Everything employees wish their company had.
Ask anyone who's quit a job why: nobody knew what their role really was, reviews were vibes, the org chart lived in the owner's head, and nobody ever checked in. This is that list, solved — one platform.
01
DISC + character assessments
Ten minutes on a phone maps how each person is built — whole crew, every applicant, free at any volume.
Open
Twenty-four forced-choice blocks for style, self-rated character questions, and two planted candour statements. Nothing to agree with, nothing to game, and it informs decisions, never makes them.
02
Job descriptions, written down at last
Every seat gets a real document — mission, outcomes, measures — in your logo and your colours.
Open
Quadrant drafts it from what you paste or upload, you argue with it, and it becomes the yardstick everything else uses. One document, nothing filled in twice. Download it for Word or hand a PDF to the person on day one. Most owner-operators have never had these written down — and they know it.
03
Hiring that scores against the seat
Post the role, screen first, send the assessment when you choose — every applicant scored against your yardstick.
Open
Half working style, half character, measured against the targets your own job description sets. Falling short costs points; exceeding costs nothing. Candidates get told the truth at every stage, and no score auto-rejects anyone, ever.
04
An org chart that means something
Seats, reporting lines, and who runs whose weekly meeting — the structure your company runs on, out of your head.
Open
Every seat is real: it holds the job description, the person in it, and the line to who they answer to. Vacant seats show what you're hiring for. The chart isn't a poster — it decides who runs every check-in and review.
05
Weekly meeting structure
Makes sure everyone gets their half hour, every week, with the person they report to — capacity, priorities, and asks that never get lost.
Open
Employees say how they're coming in and what they need; managers get a Monday digest, a meeting agenda that writes itself, and a flag when a meeting isn't happening. Burnout flags fire while there's still time to fix it. This is the number-one thing employees say their last job never had.
06
Reviews people call fair
Scheduled cycles where both sides rate the same job-description lines — no invented forms, no surprises.
Open
A review can't start without a job description on file, and the ratable lines come frozen from that document. The person and the manager score the same lines and neither sees the other's until the sit-down. The differences become the conversation.
07
Role alignment, both directions
Hold a person's read against the seat they hold — and reshape the seat around someone you can't afford to lose.
Open
Everybody fits people to jobs. Quadrant also does the reverse: what to lean into, what to rewrite, what belongs with somebody else, and where you're quietly carrying retention risk. That's the answer to the one you can't replace and can't leave where he is.
“They will just tell me what I want to hear.”
That is the first thing every owner says, and it is the right question to ask. Here is what is actually in the ten minutes, and why the easy answer does not survive it.
Nothing to agree with
Twenty-four blocks of four words - all four decent things to be. No right box to tick.
How it catches it
Pick the one most like you and the one least like you. Speaks up. Lively. Easygoing. Accurate. There is no obviously right answer and no way to run the whole thing at maximum - which is what makes the result worth reading.
The bad day
Six more blocks, and three are about your worst. You have to name something.
How it catches it
Which are you most likely to be guilty of? When you are stretched thin and under real pressure, which strength slips first, and which holds longest? Everyone has a bad day; the read includes it on purpose.
Candour, planted
Three planted statements. Agree with all of them and the report says so.
How it catches it
“I have never once taken even a small shortcut at work.” Agreeing raises a flag on the report - it never fails or rejects anybody. It just tells whoever reads the report how much salt to take with the rest of it.
Self-rated, checked by interview
Every character measure is a self-rating. The structured interview is where you test it.
How it holds up
The number comes from how somebody rates themselves, and it says so - it is not dressed up as anything else. What actually tests it is the structured interview questions built from the job: real situations, asked out loud, where you can hear whether the answer matches the pattern. That conversation is the check a resume can never give you.
Which one are you?
DISC is the sensor, not the product: it is the vocabulary the rest of the system uses to describe how somebody is built. Zoom in and the four styles become twelve profiles, each a name a person would be proud to be called and each with an honest cost.
The seat can move too.
The adaptive job profile
“I cannot replace him.” Then don't — reshape the seat around the person you already have.
How that works
Everybody thinks of this as fitting people to jobs. Quadrant also does the reverse: hold one person's assessment up against the job description for the seat they already hold, and it tells you what to lean into, what to rewrite, what would be better off with somebody else, and where you are quietly carrying retention risk. That is the answer to the guy you cannot afford to lose and cannot afford to leave where he is.
Nobody goes in a drawer
Every applicant hears the truth at every stage — in the trades, they're your future customers and your crew's cousins.
See the emails
Application received. Screening call booked. We are moving forward. Interview booked. An offer is coming. And the honest no, which says it was about fit for this one seat and nothing else. Every one of those emails carries a one-click link to remove themselves from your pool for good. This is how you stay somebody worth applying to twice.
The questions owners actually ask.
$30 a month, plus $7 a month for each person on your roster.
You pay for the people who work here. Not for the people you are still deciding about. Assess a hundred applicants for one seat and it costs you nothing extra. The bill moves the day someone starts, and it moves back the day they leave. That is the only number that changes.
$30 + $7 per person
CAD, per month, billed on your roster. Twenty people is $170 a month. A hundred people is $730. Pay yearly and you get two months back. Plus applicable taxes: GST or HST, and provincial sales tax where your province charges it on software.
Job descriptions to reviews
Job descriptions on file, postings and applications, DISC and character assessments, the org chart, and reviews. Every login your team needs is included, at any size. No add-ons and no tier you have to upgrade into halfway through a hire.
Always free
Applicants are not on your roster, so assessing them costs nothing, however many apply. You start paying for a person the day they start working for you.
Any business that manages people. Full stop.
If people work for you, this fits
Crews on sites, techs in trucks, staff at the counter, teams at desks. You can teach the work. You cannot teach character — and the cost of getting a person wrong lands the same week, whatever business you're in.
Start free →Looking for work?
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