In professional services, people's time is the product. An hour recorded correctly against a client and a project is the basis for real margin, and approximate timesheets mean unknown margin. In parallel, retention matters more than recruitment in senior teams: a consultant who leaves takes the client relationship with them, and replacing them takes months. Reviews, development plans and one-to-ones are not formalities but the mechanism for learning early who is about to leave.
Every hour is allocated to a client and a project, so the split between billable and internal time is clear before the invoice goes out rather than after. Configured for working-time rules in Spain and for reporting to la Inspección de Trabajo y Seguridad Social.
Quarterly or half-yearly review cycles, one-to-one notes and individual development plans all live in one place, visible to both the manager and the employee. Configured for working-time rules in Spain and for reporting to la Inspección de Trabajo y Seguridad Social.
In senior teams retention matters more than recruitment: track tenure, role progression and the early signals of risk before someone hands in their notice. Configured for working-time rules in Spain and for reporting to la Inspección de Trabajo y Seguridad Social.
Leave requests are approved against the team's commitments — you see immediately whether a week leaves a project with a near-term deadline uncovered. Configured for working-time rules in Spain and for reporting to la Inspección de Trabajo y Seguridad Social.
See how much of each team's capacity is actually allocated, who is at the limit and where there is room for new work, based on real recorded time. Configured for working-time rules in Spain and for reporting to la Inspección de Trabajo y Seguridad Social.
Every hour is allocated to a client and a project, with a marker for internal activity. Reports show the ratio between the two per team and per person, which makes it visible during the month whether a project is consuming more than was estimated.
Leave requests are approved in context: you see who else is away in the same period and which deliverables fall then. Planning the year's leave in advance, rather than approving requests one at a time, avoids everything landing in the same month.
Quarterly cycles work well in project teams where context changes quickly; half-yearly or annual cycles suit stable structures. What matters more than frequency is continuity: notes from one-to-ones gathered along the way turn the review into a synthesis rather than a memory exercise.
4softhr calculates utilisation from recorded time and shows it per team and per person. You see who is consistently working beyond capacity and where there is room for new work, which allows redistribution before overload becomes a reason to resign.
