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Performance management in Hitaji 360 is how you set expectations for your people, measure how they did against those expectations, gather feedback from the people around them, and turn the result into a fair, defensible score. It is built around the familiar appraisal cycle: you decide what matters (the key result areas and the feedback questions), you build a template that weights those things, you run a cycle over a group of employees, each person gets an appraisal with a self-assessment and a reviewer’s verdict, and goals tracked through the period feed into the score. Optionally, a strong appraisal can trigger a reward — a bonus or a pay increment — but that is always a separate, deliberate step that a different approver signs off. This page explains how the pieces fit together so the detailed pages make sense. Read it first, then dip into the specific page for whatever you are setting up. You’ll find this at: the performance area lives under /hr/performance/.... Each sub-area has its own page below.
Hitaji 360 is multi-business. Every KRA, criterion, template, cycle, appraisal, goal, feedback and reward belongs to the business it was created in. Make sure the correct business is selected in the switcher before you build or run anything — a cycle created in the wrong business will pull the wrong employees, and the system fail-closes (returns a “not found”) on any attempt to read or change another business’s performance records.
📷 Screenshot: the Performance area with the cycles list and the sub-navigation — to be added.

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The sub-areas at a glance

Rewards (bonuses and increments) are proposed and approved from within an individual appraisal rather than on a page of their own — see Appraisal rewards.

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How the flow fits together

Think of it as setup once, then run each period. 1. Define what people are judged on (set up once, reuse). Build your library of KRAs (key result areas — e.g. “Sales delivery”, “Quality”, “Teamwork”) and your feedback criteria (the questions a 360° reviewer answers). These are the raw ingredients; you weight and combine them in a template. 2. Build an appraisal template. An appraisal template is a weighted mix: a set of KRAs whose weightages add up to 100%, plus a set of feedback criteria whose weightages add up to 100%. The weightages decide how much each area pulls on the final number. You’ll usually have one template per job family or designation. 3. Run an appraisal cycle. A cycle covers a period (e.g. “H1 2026 Review”). When you create it you choose the scope — an org unit and/or a designation — then fetch employees to pull the matching people in as appraisees. You assign a template to each appraisee, then create appraisals, which generates one appraisal document per person. (See “Bulk creation” below.) A cycle is Not Started, In Progress or Completed. 4. The cycle’s evaluation method is fixed when appraisals are created. Each cycle uses one of two ways to score the KRA section, chosen up front and locked once appraisals exist:
  • Automated Based on Goal Progress — the score for each KRA is derived from the average progress of the employee’s goals linked to that KRA. Good when the work is already tracked as goals.
  • Manual Rating — the reviewer scores each KRA row directly on a 0–5 scale.
5. Work the individual appraisals. Inside each appraisal the employee records their self-ratings, goals are scored (automatically or manually depending on the cycle), and the reviewer adds remarks and the KRA scores. The appraisal moves Draft → Pending Review → Submitted (or can be Cancelled). Submitting/finalising is a controlled step (see permissions). 6. Goals run underneath all of this. Goals are the trackable objectives for the period. Each can be linked to a KRA and carries a progress percentage and a status (Pending → In Progress → Completed, or Archived/Closed). In an automated cycle, goal progress is exactly what produces the KRA scores. 7. 360° feedback layers in other people’s view. Reviewers submit 360° feedback against an appraisal, scoring the feedback criteria 0–5. Each feedback document rolls up to its own score; the appraisal then uses the average of all submitted feedback. Feedback is Draft → Submitted (or Cancelled). 8. Optionally reward the outcome. A good appraisal can lead to a reward — a bonus or a pay increment. This never happens automatically and never moves pay on submit; it is a separate maker-checker step (propose, then a different approver approves). See Appraisal rewards. 9. Read the results. The appraisal overview report summarises scores and progress across a cycle so you can compare people and spot outliers.

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How scores are calculated

Every score in the module is normalised to a 0–5 scale, so the components combine sensibly. There are three component scores per appraisal:
  • Goal score — from the KRA section (automated from goal progress, or the reviewer’s manual KRA ratings), weighted by the KRA weightages and expressed on 0–5.
  • Average feedback score — the average of all submitted 360° feedback documents, on 0–5.
  • Self-appraisal score — the weighted average of the employee’s own 0–5 self-ratings.
The final score is, by default, the plain average of those three components. A cycle can instead enable a custom formula (a sandboxed expression using the variables goal_score, average_feedback_score and self_appraisal_score) to weight them differently. Either way the result is always clamped to 0–5 — a formula can never push a score above 5 or below 0. The 1–5 ratings carry these meanings: For the full mechanics — how weightages must add to 100%, how automated goal progress maps to a KRA score, and how the custom formula behaves — see Appraisals.

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Bulk appraisal creation is queued for large cycles

Creating appraisals for a cycle generates one document per appraisee. For small cycles this happens immediately. For a cycle with more than 30 appraisees, creation is queued in the background: the system returns straight away (telling you it was queued) and a worker creates the appraisals shortly after. So on a large cycle, don’t be surprised if the appraisals appear a moment later rather than instantly — refresh the cycle to see them land.
Tip: if “Create appraisals” reports that there are no appraisees, you haven’t fetched employees yet — do that first from the cycle.

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Notifications

When key transitions happen, Hitaji 360 sends the affected employee a notification (provided their record is linked to a user account):
  • their appraisal is submitted/finalised,
  • their appraisal is returned for changes,
  • their appraisal is cancelled, or
  • they receive new 360° feedback.
These notifications are best-effort: if the notification service is unavailable the appraisal action still succeeds — the notification is simply skipped and logged. So treat the in-app/email message as a courtesy nudge, not proof that the action did or didn’t happen; the appraisal’s own status is the source of truth.

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Permissions

Performance actions are gated by four module permission slugs. Your role may have some and not others. The split matters: an HR officer might configure templates and cycles, line managers and employees write appraisals and feedback, and only a senior reviewer can approve — finalise an appraisal, complete a cycle, or sign off a reward.