Goals set at the start of the cycle, reviewed by the people who saw the work, rated on a scale your company defines — and kept, so next year’s promotion case is built on record rather than recollection.
Why it exists
Performance management software fails when it is a form and works when it is a cycle. Kuzhu runs the whole arc: goals agreed and checked in against through the year, review cycles with self, manager and peer stages, calibration where leadership levels the curve, and outcomes — ratings, increments, promotion recommendations — that flow into letters and payroll rather than into a drawer.
Goals are living objects, not January promises: measurable targets with check-ins, progress visible to both sides, and achievement computed against the target — including past 100%, because "exceeded" should be a number. Continuous feedback and one-on-ones live alongside, so the annual review summarises a year that was actually recorded instead of reconstructing one from memory.
The parts HR knows are hard are first-class: review forms per role built from a question bank, probation and lifecycle reviews that fire themselves on the 90th day or the promotion date, performance improvement plans with scheduled check-ins, and a dispute channel where an employee can contest a rating on the record. Nine-box grids and succession plans read from the same data at the top of the house.
The outcome
“Appraisals decided on the year’s record, not the last month’s memory.”
Feature by feature
Start
01
Goal setting with weights, aligned to team and company goals
02
Review cycles — annual, half-yearly or quarterly — run on a timetable
03
Self, manager and skip-level reviews with calibrated ratings
Outcome
How it works
Most teams have this live inside the first month — the workspace exists on day one, and week three is a parallel run against whatever you use today.
Targets with numbers and directions, agreed between employee and manager, checked in against through the period.
Self review, manager review, peer input — stages configured per cycle, with forms per role and reminders that chase so HR does not.
Leadership levels ratings across teams in calibration sessions, with the distribution visible and every change logged.
Ratings finalise into increment recommendations and letters; payroll picks up revisions with effective dates.
Feedback, one-on-ones, PIP check-ins and lifecycle reviews run continuously — the cycle summarises, it does not surprise.
Worth a closer look
Buyer questions
2 answers
The answer
The calibration session shows the proposed distribution, lets leadership move ratings with a reason, and records every movement — who changed what from what to what. When an employee asks why their manager’s rating moved, the answer exists. The curve you end with is a decision trail, not an untraceable outcome.
The answer
Probation ending, 90 days after joining, six months after a promotion, a manager change — lifecycle rules watch the employee record and raise the right review at the right time with the right reviewer. The sweep is idempotent: run it daily and each event still fires exactly once. Probation confirmations stop depending on anyone’s calendar discipline.
Questions
Something else on your mind? +91 82093 73274 — a person answers, mon–sat, 10am–7pm ist.
Terms used here
Increment
An increment is a revision of salary, usually annual, expressed as a percentage of CTC or basic and effective from a stated date.
Appraisal
An appraisal is the periodic review of an employee's performance against goals, producing a rating that drives increments, promotions and development plans.
KRAKey Result Area
A KRA is a major area of responsibility for a role, against which specific measurable KPIs are set and assessed in the appraisal.
OKRObjectives and Key Results
OKRs are a goal-setting method pairing a qualitative objective with three to five measurable key results, set quarterly and shared openly across the company.
360-degree feedback
360-degree feedback gathers views on an employee from their manager, peers, direct reports and sometimes customers, alongside a self-assessment.
Calibration
Calibration is the meeting where managers compare proposed ratings across teams and adjust them so that a rating means the same thing everywhere.
PIPPerformance Improvement Plan
A PIP is a formal, time-bound plan with specific goals and support for an employee whose performance is below expectations, with a clear outcome at the end.
Yes — forms are built per audience from a question bank, so engineers, sales and managers each answer questions that fit their work.
Sessions show the rating distribution across teams; leadership adjusts with reasons; every change is logged and the final curve carries its history.
Yes — recommendations become salary revisions with effective dates, and the increment letters generate from the same numbers.
Yes — lifecycle rules fire probation, joining-anniversary and post-promotion reviews on their dates, each exactly once.
Yes, through a formal dispute channel with a written answer — on the record, which protects both sides.
Works best beside
Other growth modules that share the same employee record, so information moves with the person instead of between spreadsheets.
No polished slides. No imaginary employee data. Walk us through how your HR actually works today and see where Kuzhu can take the work off your team.
30 minutes · Your numbers · Your questions
What happens in the demo
Attendance, payroll, approvals — whatever is creating the most work.
You see exactly how the workflows connect instead of hearing a feature list.
If Kuzhu is not the right answer, we will tell you.
Ready when you are.
Kuzhu HRMS
