PROJECT REPORT

(Project Semester January 2017 to June 2017)

PERFORMANCE MANAGEMENT SYSTEM

Submitted by

VATSALA SRIVASTAVA

Roll No: 14070121557

Under the Guidance of

GAGANDEEP KAUR ANSHU TYAGI

Assistant Professor Manager (Admin & HR)
Symbiosis Institute of Technology Eazework

Department of Information Technology Engineering

SYMBIOSIS INSTITUTE OF TECHNOLOGY, PUNE

January 2017- June 2017

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 DECLARATION

I hereby declare that the project work entitled “Performance Management” is an authentic
record of my own work carried out at Eazework as requirements of six months project
semester for the award of degree of B.Tech (Information Technology Engineering),
Symbiosis Institute of Technology, Pune, under the guidance of Mrs. Anshu Tyagi and
Prof. Gagandeep Kaur, during January to June, 2017.

Vatsala Srivastava
14070121557

Date: 30 June, 2017

Certified that the above statement made by the student is correct to the best of our
knowledge and belief.

GAGANDEEP KAUR ANSHU TYAGI

Assistant Professor Manager (Admin & HR)
Symbiosis Institute of Technology Eazework

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 ACKNOWLEDGEMENT

I wish to express my sincere gratitude to Mrs. Anshu Tyagi, HR Manager for providing
me an opportunity of providing me an opportunity to do my internship and project work
in “EAZEWORK”.

I sincerely thank Mr. Vaibhav Tyagi for guidance and encouragement in carrying out this
project work. I also wish to express my gratitude to the officials and other staff of
EAZEWORK who rendered their help during the period of my project work.

I also thank my mentor, Mrs. Gagandeep Kaur for providing me the opportunity to
embark on this project.

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 INDEX

SR. NO. CONTENT PAGE NO.

1. INTRODUCTION 5-8

1.1ABOUT THE COMPANY

1.2.ABOUT THE PROJECT

2. DETAILS OF WORK 9-12

2.1. PURPOSE OF THE PROJECT

2.2. JOB DESCRIPTION

3. PROJECT DESIGN 13-22

4. SRS 23

4.1. SYSTEM ARCHITECTURE

4.2. UML MODEL-USE CASE DIAGRAM

5. FUTURE SCOPE 25

6. CONCLUSION 27

7. REFERENCES 28

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 CHAPTER-1
INTRODUCTION

1.1 ABOUT THE COMPANY:

EazeWork is a brand of Mobius Solutions Pvt Ltd - providing cloud based software on a
SaaS model since 2010 with the vision to provide IT based business solutions to SMEs
and Midsized enterprises. With over 25,000 satisfied users across Asia, Africa and
Europe and serving customers from 5 to 5,000 employees we continue to strive to help
companies win the technology challenge. Helping deploy latest solutions incorporating
process expertise and best practices from across industries.

1.1.1 SaaS

EazeWork's SaaS products can help to increase productivity and efficiency while deliver
twice the ROI compared to an on premise implementation.

1.1.2. Services

Cloud software development for Enterprises. Secure, scalable and with mobile or browser
interface.

Fig. 1.1.

1.1.3. Support

From Requirement Assessment to Ongoing Support Eazework provides complete support

for an application development or software deployment cycle.

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1.2. ABOUT THE PROJECT:

Performance Management module (PMS) in EazeHR provides the functionality to

manage the annual performance review process of a company. It is important to
understand the overall design of this process before it can be configured and used.
Important aspects of PMS process are -

 Performance Review Period: performance review period can be Jan - Dec, Feb -
Jan, Mar - Feb, Apr - Mar, Nov - Oct or Dec - Nov

 Performance rating : the final rating which is given to the employee can be
customized, a rating scale like A/B/C/D/E or 1/2/3/4/5 can be used

 Periodicity or reviews : it can be quarterly, six monthly or annual leading to four,

two or one review in a year

 Type of process : there are two option 180 which leads to review by upline
managers or 360 which includes peers and reportees in the review process

 Roles of various participants in this process - there are up to six types of roles
which get involved in the process - Employees, Assessors, Reviewers,
Performance Managers, Peers and Reportees

1.2.1. Process Overview

There are two types of Performance management processes which can be configured

1. 180 review - in this process employee's performance is reviewed by one or two

upline managers

2. 360 review - in this process besides the upline manager's review additional
reviews from Peers and Reportees can also be enabled

Flows for both the processes are outlined below; a parallel process for project based
reviews can also be configured.

1. 180 review - in this process employee's performance is reviewed by one or two

upline managers
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 2. 360 review - in this process besides the upline manager's review additional
reviews from Peers and Reportees can also be enabled

Flows for both the processes are outlined below; a parallel process for project based
reviews can also be configured.

Performance Management process is fairly complex process involving a large number of

participants and has a direct impact on employee morale and satisfaction. The process
should be setup in consultation with the Eazework Customer Manager and the HR
Managers, Performance Managers should go through a training session before releasing
it.

1.2.3. Managing the Performance Cycle

The Performance Manager needs to be aware of the following points to efficiently

manage the cycle

 The status of employees across the various stages of the process at any point of
time can be viewed through - Reports > Performance Reports > Status Report

 After an employee resigns he is not included in subsequent cycles of the process

but the Performance Manager can manually update his record and take it to
closure if needed

1.2.4. Checks and Balances in Performance Management Process

Since the information which is being updated in the system is extremely confidential the
access of performance management is strictly controlled. At any point of time the edit
access of Employee’s Performance Management sheet is with only one person. View
access of the sheet is always with the Employee, Assessor, Reviewer and Performance
Manager. In case of 360 process the peers and reportees can only view the feedback they
have provided. During the year if the employee's manager changes the new manager
would be able to view the comments / assessment feedback given by the earlier manager.

When Performance Manager releases the process for goal setting to employee, control
remains solely with employee, once he submits the goals, the Assessor gets the access to
edit or approve employee’s goals. Once both submission and approval is done control of
performance sheet goes to Performance Manager. But if employee or Manager forgets to
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submit or approve goals the access goes automatically to Performance Manager only,
who with the help of manager can edit and approve the goals for employees.

Since there are no managers above the CEO if CEO is the assessor and reviewer is
designed to be manager’s manager then the system gives the role of reviewer also to the
CEO by default.

1.2.5. Managing multiple cycles in parallel

If needed different performance processes can be used for different group of employees
and multiple cycles can be configured and used in parallel.

The next performance review cycle for an employee can be started even before the results
are released for the current cycle. While the period for performance review can be
defined as starting / ending months there is no check in the system which is linked to
these months. For performance period ending December 2011, Annual review and
releasing of results can be done in 2012 also.

1.2.6. Qualitative Vs Quantitative feedback

PMS process can be designed to be completely qualitative where the

recommended and rating is based on the feedback recorded in the system or it can
be designed to allow the employee, assessor and reviewer to provide quantified
rankings or scores against criteria. Performance Management – Process Flow:

Fig 1.2.
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 CHAPTER-2
DETAILS OF WORK

2.1. PURPOSE OF THE PROJECT

The system is designed to satisfy employees by delivering services like task updationy,
on time and quickly. Tasks are managed easily. Goals can be set based on pre-defined
templates. The system will store all staff data and transactions.

When needed, it will take just a few seconds to find out the background of an employee,
his/her work status, services and responsibility to the organization.
It’ll also facilitate keeping records of employees, such as their date of hiring & date of
leaving. So all the information about an employee will be available in a few seconds. It’ll
also make it very easy to generate statistical data or custom data, like finding a certain set
of employees.

2.2. Advantages of the system (PMS):

1. Providing a comprehensive information picture.
2. Increasing the speed of information transactions about different tasks.
3. Improving employee satisfactions by delivering services timely, more quickly and
accurate to them.

2.2. JOB DESCRIPTION:

As an intern at Eazework, I had the opportunity to work with and create APIs for the
Performance Manager. My responsibility was to produce allied components that can be
included as a part of the Performance Management System for various aspects to provide
internal service and support

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The entire System of Performance Management System (PMS) is designed to remove
problems in existing EazeHR system and the organization will meet its specific aims.
One of the most important aims from the system is to provide detail profile of each
employee. As a result the system is most important for improving human resources
management system of the organization.
The role of PMS is to centralize the repository of staff data including goals, attendance
and salary. An effective Performance Management System helps to generate accurate
and timely employee and their respective task information to fulfill the objectives.
PMS keeps the record of employee joining date, leaving date, assets provided. It manages
salary of employee according to the attendance. It also focuses on the capabilities and
facilities provided by the company. Without a performance management system it is
tedious to control employees .

2.2.1 Understanding of the various variants / components of the types Performance

Management system available in EazeHR is essential before the process can be designed
and configured through setup.

2.2.1.1. Plan and Cycle

The performance process for a company is managed through a performance cycle –
called cycle in brief. A cycle is based on a performance plan which is created in setup. A
plan can be used in multiple cycles across years if there is no change in requirements.
Cycle has to be for one year but it need not be a calendar year. Company can have
multiple cycles running in parallel and an employee can also be mapped to more than one
cycle at the same time. A cycle has multiple stages as explained below

2.2.2. Stages in PMS

There are up to 6 stages in a Performance management cycle, which stages are available
depends upon the frequency of the process – Quarterly, Half Yearly or Annual process
selected

2.2.2.1. Goal Setting – goals are defined by employee (or he can be excluded
from this stage also) and can be edited and approved by Assessor. Ideally
goals should be defined in consultation with the employee on each of the

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 criteria based on the role and responsibility. Goals should be as specific and
measurable as possible.

 Q1 Review – this is visible only if Quarterly review is selected.

Evaluation of employees can be done on criteria and optionally a score
can be given to quantify their performance on each criteria. The scoring
can be done at each stage of performance evaluation or only during the
annual review.

 Mid Year – this is visible for both Quarterly and Half Yearly cycles.

 Q3 Review – third quarter review, similar to Q1 or Mid year reviews

 Annual Review – this is the most important part of the process. Assessor
and Reviewer are expected to give recommended ratings and final
feedback. If Individual Development Planning and Career Development
Planning stages are activated these inputs also have to be provided at this
stage. The recommended ratings are not visible to the employee but only
to Performance Manager

2.2.2.2. Results – HR team with the help of the senior management decides the
final rating. This rating can be updated only by Performance Manager on the employee’s
performance sheet. Only when final ratings has been updated the results can be released

2.2.2.3. Performance Templates

Each employee is measured on a set of criteria against which his specific goals for the
cycle are defined. These criteria can be predefined or can be customized by the employee
or his assessor. The criteria are grouped together in groups and templates. Templates are
used to have similar criteria for employees having same job role.

2.2.2.4. Roles in PMS

 Employee – employee is involved at all stages but in some cases if the employee
is too junior the process might be designed to exclude him from the flow and the
responsibility of updating goals, feedback is assigned to the Manager (assessor)

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  Performance Assessor – referred to as only Assessor, is the person who is
responsible for finalizing goals and providing the assessment / feedback, typically
this role is fulfilled by the Reporting Manager

 Reviewer – person who is responsible for the second level review, typically this
role is fulfilled by functional / departmental / location head. This feature is
optional and is enabled if selected in the plan

 Performance Manager –is the person who coordinates the PMS process

Assessors and reviewers can be mapped manually or can be set based on roles like
Assessor = Reporting Manager and Reviewer = Department Head.

2.2.2.5. Peer and Reportee role

If 360 PMS process is being configured then there are two additional roles

 Peer – peer is someone who is at the same level of seniority as the employee

 Reportee – reportees are people who have worked under the employee directly or
indirectly

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 CHAPTER -3
PROJECT DESIGN

The project is designed to fulfill requirements of employees, saving and retrieving

information, attendance and salary expectations processing.
The system provides a recruiting committee part to process applicant application, an
admin part to register employees, a manager part to manage staff data and their tasks, an
employee part to mark completion of their goals or see his/her work details/status and a
finance part to control payment of salary.

3.1. Basic Features:

1. Setting up 360 process
2. Understanding weight

3. Role of Assessor or Reviewer during PMS

4. Creating Performance Plans and Performance Sheets.

5. Employees can check their details/status.

6. Employee, Manager or administrator see their performances.

7. Creating Criteria-New Joiners, Change of Assessor or Reviewer
8. Creating Individual Development Plan
9. Providing Career Input Plan.

3.1.1. Setting up 360 Process-

To configure 360 based performance process select the “Type of Performance

Management” = 360.

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 Fig 3.1.

3.1.2. Understanding weightage :

Once you have selected 360 process then in on Scoring Setup tab you can specify the
weightage for each of the roles.

Fig 3.2.

3.1.3. Role of Assessor and Reviewer during PMS-.

 Goal approval by Assessor

Assessors and Reviewers would be able to view and work upon the performance sheets
of the employees mapped to them from this tab. If multiple cycles are active the cycle
selection will need to be done.

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 Fig 3.3.

 Updating Goals

Assessor can use the "Update Goal" action button; this will open up a table where the
current goals are shown in pink color below which revised goals can be entered in a new
row which is prefilled with existing goals.

Fig 3.4.

On submission this revision will be updated and the employee will get an alert informing
him that his goals have been updated.

 Periodic Feedback by Assessor and Reviewer

Assessor will get notification when the employee submits his/her self assessment, and he
can then go to the employee performance sheet from the same tab as explained above.

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 Fig 3.5.

Once the Assessor has provided the feedback the document will be routed to the
Reviewer if two level assessment is enabled. If Assessor and Reviewer roles are with the
same person then the second step will be skipped. Besides the feedback score or rank on
each criterion will also have to be entered if scoring feature is enabled.

 Mapping Peers and Reportees

Assessors have the responsibility of assigning the Peers and Reportees for a 360 review,
this option is available during the periodic reviews but only if 360 process is activated.

Fig 3.6.

3.1.4.1. Creating Performance Plan-

We can create multiple performance plans, each with different attributes and use them in
the process as per your requirement. Once a Plan is created it would be available for
being mapped to a Cycle, the attributes of the Plan if changed after the mapping will not
reflect in the Cycle.

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  Creation of a new plan-

Fig 3.7.

Fig 3.8.

Scenario 1 - Scoring is weightage based

Fig 3.9.

Scenario 2 - Scoring is ranking based

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 Fig 3.10.

 Goal Setting Process Design

Typically a cutoff date is decided by the company and employees joining after this date
are not included in the current performance cycle or they are given a default performance
rating. The cut off date for inclusion and initiation of goal setting process can be managed
in two different ways- Manual and Automatic.

Fig 3.11.

 Process Setup Design

Some additional parameters which impact the PMS process are available on the Process
Setup tab.

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 Fig 3.12.

 Scoring Setup

Fig 3.13.

 Employee View

Fig 3.14.
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Through this tab you can control which of the fields are shown to the employee when the
final rating is released.

3.1.4.2. Creating Performance Sheet:

The sheet has multiple sections and each is explained with the help of
images below

 Header section provides and overview about the employee and names of
assessors and reviewer.

Fig 3.15.

 Performance review summary tab - the performance goals are captured in this

tab in the beginning of the process.

Fig 3.16.

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 Quarterly / Mid Year / Annual review tab - inputs of periodic self assessment
and reviews can be done by the employee and their assessors / reviewers are
captures and are visible in these tabs.

Fig 3.17

 Individual Development Plan - development goals and recommended trainings

are identified during the annual review period and captured in this tab.

Fig 3.18.

This tab is visible only during the annual review stage and is not visible to the
employee.

 Career development plan-

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 This tab is visible only during the annual review stage and is not visible to the
employee. The assessor / reviewer can provide inputs which are used for
employee's career planning.

 Peer and Reportee feedback- visibility to assessor

Fig 3.19.

Fig 3.20.

 Final feedback and ratings-

Fig 3.21.

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Visibility of this sheet is tightly controlled and only Employee, Assessor, Reviewer (if
second level review is activated) and Performance Manager can view this sheet. Peer and
Reportees who provide feedback under 360 degree process cannot view this document.
Recommended ratings, Recommend for Promotion and Salary increment fields are never
visible to the employee.

Comments given in one cycle cannot be changed by the employee or the managers after
submission. Performance Manager can update this document on behalf of the employee
and mangers when they have access to do so.

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 CHAPTER-4

4.1.SYSTEM ARCHITECTURE

Fig 4.1.1.

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 4.2. UML MODELS

Use Case Diagram:

Fig 4.2.1.

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 CAPTER-5

FUTURE SCOPE

Performance Management System has undergone a lot of changes in the recent past to
effectively translate effort to performance. The old ways of assessing performance have
proven to be costly and ineffective. Bell curve alias relative comparison has been
observed to be time consuming and often detrimental to performance.

With greater focus on continuous feedback & development and absolute performance, we
are moving towards a more progressive way of assessing performance. In this changing
scenario few practices have become more important and need to be relooked / redesigned
for successful implementation of the new approach.

These include:

5.1. Honing feedback giving skills of managers - This has become more important than
ever since this is the cornerstone of a culture of continuous feedback. The feedback
needs to be constructive and future oriented else employees will feel burdened with
overdose of feedback. Organizations not only need to provide periodic behavioral
training to their managers but also assess them on how they are faring on this skill.
Organizations need to provide individual guidance to managers in case they are
struggling to be positive in their approach. Leaders need to take initiative and set right
examples for others to follow.

5.2. Facilitating real time feedback – The more data points there are on the performance
of employees the lesser the subjectivity in assessing the performance. Organizations
should use mobile friendly tools which facilitate providing continuous multi-rater real
time feedback to employees. 360 degree feedback helps employees understand how they
are perceived in the organization. Organizations should empower employees to initiate
feedback. This will build a culture of ownership amongst employees.

The tool should not just provide data but also insights on development areas and track
progress on them. Use of Big Data could narrow the gap between an organization’s top
and bottom performers by analyzing their daily activities, finding patterns and

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highlighting the difference in their approach. This will help managers to have more
effective development conversation with employees. This will also enable HR to track
the quality and frequency of conversations between manager and employees.

5.3. Continuous recognition – Continuous feedback also calls for continuous

recognition. It has been researched that employees are best motivated when they receive
immediate rewards / recognition for their achievements. Coupling continuous feedback
with year-end rewards / recognition is not a very effective way of motivating employees.
Thus organizations need to redesign their recognition program to support the new
performance management system.

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 CHAPTER-6
CONCLUSION

In review this internship has been an excellent and rewarding experience. I have
been able to meet and network with so many people that I am sure will be able to help me
with opportunities in the future.

One main thing that I have learned through this internship is time management
skills as well as self-motivation Once I realized what I had to do I organized my day and
work so that I was not overlapping or wasting my hours. I learned that I needed to be
organized and have questions ready for when it was the correct time to get feedback. I
came up with various proposals and ideas that the company is still looking into using.

I enjoy this line of work, but I am not sure if there is enough room to grow through this
company. I will continue to work hard in my position and hope to continue to learn about
the industry and meet new people. This was an excellent experience and I hope that other
interns got as much out of it as I did!

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