IN MAQ SOFTWARE

G R O U P 6
Agraj Gupta (PGP39283)
Ashutosh Rajput (PGP39293)
t

Ayush Chauhan (PGP39294)

Jeet Shahi (PGP39303)
Kuldeep (PGP39307)
Neeraja P (PGP39312)
Unnatti Aggarwal (PGP39333)
TABLE OF CONTENT
Company overview
Analysis and Findings

Objective of study
Recomendations
Methodology and
Data Collection
Appendix
Execution & Implementation of
PA in the organization
 Company overview
Established in 2000, MAQ Software is a leading provider of Business Intelligence (BI) and analytics solutions, specializing in Microsoft
Power BI. They empower organizations to make informed decisions, optimize processes, and achieve strategic goals through data insights.

Key points Strengths

Vision
To offer cost Focus on innovation
effective services
and build future
ready solutions
Founding year: 2000
HQ: Redmond, Washington, US
Leaders in Power- Bi solutions
Founder & CEO: Rajeev Agarwal
Mission Values
To use the latest Agile Offices in Noida, Hyderabad and
engineering
techniques to fulfil
Continuous Mumbai
software initiatives, Faster
enabling our Innovative No of employees ~ 1500 Microsoft premier supplier
customers to
transform their Industry: IT & Services
industries.

High client satisfaction

Achievements

Microsoft Power BI Partner of the Year (2021) Decennial Inclusion on the Inc. 5000 List
 Objectives

Understand various aspects of the current Performance

Management system at MAQ Software

Identify areas for improvement in the current Performance Management

system to better align individual goals with organizational objectives

Propose actionable recommendations for refining the Performance

Management function
 Literature Review
Case Studies reviewed

Annual Continuous
Technology implementation Performance Performance
performance feedback
rating development
evaluation mechanism

Increase in employee Mobile application to monitor Eliminate retrospective

engagement objectives and receive feedback evaluations

Prioritizes development and

Voluntary turnover Instantaneous assessment of
acquiring knowledge
decreasing by 30% performance

Adaptable and responsive Positive work culture leading

Shift towards digital age
process to self-goals

Practitioners and academics, as per the literature review, support the shift from annual evaluations to ongoing, feedback-centric, and development-focused
performance management, recognizing the human need for consistent feedback, leveraging technology, and aligning individual achievements with
organizational goals for heightened productivity
 Methodology and Data Collection
In-Depth Interviews
Manager
Senior Project Manager, Technical Project Manager
Project Lead/Senior Software Engineer
Software Engineer/Associate Software Engineers

Data
External Feedback Analysis

Collection Feedbacks from Glassdoor, Ambitionbox

Internal Document Review

Relevant internal documents, including
performance evaluation guidelines, training
Employee onboarding materials
Content from the company's internal website
Performance Management

1 2 3
Daily
Daily Training and
Performance Performance
Performance Development
Management Appraisal
Management Management
Daily Performance Management

Sprints starts

User stories created and

assigned

Work begins, daily tasks

created

Supervisor monitors

User story closed

Daily status mail

 Performance Appraisal
Recognition Set direction for the future
Recognize your contributions Discuss and agree on
to the growth of the objectives for the next six
organization months

Formal Feedback Identify Growth Opportunity

Formal feedback on past Identify whitespace of
contributions opportunities available to you
to grow further

Why Performance Appraisal?

Performance Appraisal is a critical part of the performance management process at MAQ software. The appraisals take place twice a year within
the organization which is better than the industry standard of 1 appraisal annually. The employees are judged based on various parameters that
incorporate Core deliverables, Training and Development, Organizational Initiatives, Hiring, and Innovation. These parameters help the
organization to judge the employees holistically.
 Performance Appraisal
Bi-annual reviews September - March & April - August 20 days to complete

HR Team Team members Supervisors/PM

Fill up self-appraisal on the 7 KRAs of Provided quantified inputs for

Kick off performance
contributions in each KRAs of
appraisal process, with growth opportunities and self-rate on
growth opportunities and self-rate
timeline defined each level.
on each level

Work on action plan based on the Discuss levels and feedback with
Track closure of feedback discussions
feedback provided. team members.
and close performance appraisal cylce
 Performance Appraisal
Key Responsibility Areas (KRAs)

Project delivery
Customer Success External project reviews(Delivery Function Areas)
Innovation

Hire
Organizational initiatives Train
Marketing iniatives

Self-Development Learning
 Performance Appraisal

Rating Scale
7-point rating scale
Graphical rating scale method

Ratings generally follow a Bell curve throughout the organization scale

Qualitative Analysis
Word Cloud
 Analysis and Findings
What works well
Centralized digital system for performance
Emphasizes employee growth with personalized
appraisal.
development plans during appraisals
Real-time feedback promotes transparency
Plans target upskilling through Learning and
Consistency in the appraisal process
Development Program (LDP)
across the organization
Prioritizes continuous learning, ensuring
Accountability among employees
employees remain adept in the evolving tech
Facilitates employee development-
industry
sustained success in the tech industry
Bolsters MAQ's competitive edge as a leading IT
solutions provider

Unique rating system with well-defined levels (2.5, 3,

3.5, 4, 4.5, and 5) for precise performance appraisal. Distinctive 4 X 4 Matrix for performance appraisal
Biannual evaluations under this system ensure clarity Covers key areas like exceptional performance,
and periodic assessment. efficiency, innovation, and setbacks
Competitive hike rates motivate employees towards Managers utilize this method to offer personalized
sustained high performance. feedback and tailored development plans.
 Analysis and Findings
Areas of Improvement
Undefined KRAs and Self-Reporting
Managerial Subjectivity in Rating
Uneven Distribution of Responsibilities Impact on Motivation and Satisfaction
Unfair Advantage in Performance Lack of Clear Focus due to Annual
Appraisals Criteria Changes
Additional Organizational Responsibilities
Disparity Among Same Designation Level

Absence of Intangible Skill Evaluation Limited Involvement (Employee, Manager, Team

Importance of Learning Agility, Teamwork, and Leads)
Creativity Potential Biases in Appraisal
Impact on Company Success, Particularly in IT Hindrance to Fairness
Hindrance in Skill Cultivation and Application Narrow Perspective on Employee's Work
 Recommendations

Why: What: What: Why

Utilizing the existing centralized digital Leveraging the collaborative and Addressing the issue of imbalanced To ensure fairness, it is recommended to
system for integrating Behaviourally transparent culture, the introduction of a performance distributions, the approach rebalance the weightage for learning and
Anchored Rating Scales (BARS) aims to add 360-degree peer review aims to add a aims to foster fairness and ensure a development targets in appraisals,
a behavioural dimension to evaluations, valuable dimension to performance balanced rating distribution across the acknowledging both learning initiatives and
ensuring a nuanced and precise assessment evaluations. organization project success.
for a deeper understanding of employees'
contributions How: How: How:
Soliciting feedback from colleagues, Prevents rating inflation or deflation, Adjusting to ensure due recognition of
How: subordinates, and clients, in addition to fostering fairness and ensuring a balanced project work and key performance
BARS adds a behavioural dimension, regular managers and supervisors, for a distribution of ratings across the indicators, striking a balance for a more
aligning individual performance with comprehensive assessment. organization holistic performance evaluation
observable behaviours for a nuanced and
precise assessment. Benefits: Benefits: Benefits:
Offers a well-rounded evaluation of Enhances transparency and objectivity, Prevents undue punishment for employees
Benefits: contributions and interpersonal skills, ensures fair promotions, and provides with large workloads, promoting fairness
Ensures well-defined KRAs, facilitates a fostering a culture of constructive feedback incentives for employees to strive for and acknowledging the importance of both
comprehensive evaluation, improves and mutual growth through clear guidelines higher performance ratings through learning initiatives and project success in
communication, and captures intangible and training programs effective training for managers overall performance assessments.
skills like creativity and teamwork
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