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All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
Product companies, services firms and delivery centres
Technology companies were the first to abandon the assumption that work happens in one building, which makes attendance a design question, and makes goal alignment the thing that actually needs managing.
A technology company's HR problem is rarely capture and almost always alignment. Everyone has a laptop, everyone is reachable, and nobody is confused about whether their colleague is working. What is unclear is whether the work being done this sprint is the work that matters this quarter.
Meanwhile the statutory obligations are exactly as heavy as they are in a factory, and the shift complexity can be worse, a delivery centre supporting a client in another timezone runs rosters a plant would recognise.
A new contract doubles headcount in weeks, and onboarding has to keep pace with it.
Contractor onboarding and exits across several clients become impossible to track by hand.
Not a feature gap, the specific operational pressures this kind of company runs into, and why each one resists a spreadsheet.
For hybrid teams the point of capture is establishing payable days and leave, not monitoring keystrokes. Browser and mobile check-in, with a geofence only where it applies, client sites, secure floors, keeps the input accurate without turning it into a control mechanism.
In a company shipping every two weeks, an annual review is a document about a year nobody remembers. Quarterly OKRs cascading from leadership to individual contributors, with live progress and confidence scores, describe the work at the pace it actually happens.
Support and operations teams covering another timezone need rotating schedules, night differentials and comp-off, the same shift machinery a plant uses, applied to a floor of engineers.
Reporting lines, grades and compensation move constantly. Effective-dated records mean each change reaches payroll automatically and leaves the previous position intact for anyone who needs to reconstruct it.
You do not have to switch everything on at once, and for a company like yours there is a sensible order. This is it, with the reasoning attached.
Services companies run two clocks. One records effort against a client, a project and a rate; the other records presence against an employment contract. They are frequently confused, and they answer different questions.
Timesheet data tells you what a project cost and what can be invoiced. Attendance data tells you whether somebody was at work, whether they were late, whether they took leave, and what they should be paid. An employee can bill six hours on a day they were present for nine, and both figures are correct.
The mistake worth avoiding is deriving payroll from timesheets. Payroll obligations are contractual and statutory, and they follow presence and approved leave rather than utilisation. What is useful is having both readable against the same employee record, so a utilisation question and a leave question can be asked of the same person without exporting anything.
For an IT services company the workforce is frequently split across a home office, a client site and a company floor, sometimes within the same week. Presence stops being a building and becomes a claim, which changes what an attendance management system is actually for.
The useful design is to record the claim accurately rather than to police it. A geo-fenced mobile punch establishes that somebody was at the client site when they said they were, which matters for a billing dispute. A home-working day is recorded as a home-working day rather than as an absence, so it is visible in the ledger without being penalised.
What this buys is a record that holds up for the two moments that matter: the client asking who was on site, and the exit interview where somebody disputes their leave balance.
Services businesses feel attrition more sharply than most, because a resignation is simultaneously a staffing problem, a client-commitment problem and a revenue problem, and the notice period is the only window in which all three can be addressed.
The administrative half of that window is the part software can carry: the resignation recorded with its date, the notice obligation computed from the contract, clearance and asset return routed to the people responsible, knowledge-transfer tasks tracked, and the final settlement assembled from the leave ledger and the payroll record rather than agreed by email.
The judgement half, whether to counter-offer, how to reassign, what to tell the client, is not a software problem, and no HR platform should claim otherwise. What it can do is make sure the administrative half never becomes the reason an exit is messy.
OKRs, KRAs, the 9-box talent matrix, PIPs, 1-on-1s and recognition all sit on the Growth plan alongside payroll and analytics, which is usually the right starting plan for a technology company of any size.
Through browser or mobile check-in without a geofence, unless one applies. The purpose is to establish payable days and reconcile leave, not to monitor activity.
Quarterly and annual OKRs cascade from leadership to individual contributors with live progress sliders, milestone weighting and confidence scores. KRAs, the 9-box talent matrix and calibration dashboards read the same data, so reviews reference the quarter rather than a separate form.
SSO and advanced security ship with the Enterprise plan.
No, and it should not. Timesheets measure effort against a client and a rate; attendance measures presence against an employment contract. Payroll follows presence and approved leave rather than utilisation, and deriving one from the other is a common and expensive mistake.
A home-working day is recorded as such rather than as an absence, so it appears in the ledger without being penalised. Client-site presence can be captured with a geo-fenced mobile punch, which is what makes the record useful if a billing question arises later.
The resignation is recorded with its date, the notice obligation is computed from the contract, and clearance, asset return and knowledge-transfer tasks route to whoever is responsible for each. The final settlement is then assembled from the leave ledger and payroll record rather than negotiated by email.
Analytics reports attrition-risk indicators by department, grade and location from signals the platform already holds, tenure, leave pattern, goal completion, time since last review. It is an early-warning flag intended to prompt a conversation, not a prediction of who will resign.
Yes. Support and operations teams covering another timezone use the same shift machinery a plant uses: rotating schedules, night differentials and compensatory off, applied to a floor of engineers.
Looking for a custom walkthrough or have specific statutory policy requirements? Connect with our product specialists in Pune for a 1-on-1 consultation.
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