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Convention places appraisal configuration in a later phase. For a financial services group, Interloop built it in the first — because in this sector the performance record is a working document rather than an annual one.
Client
Findoc
Location
India
Published
October 2026
Reading Time
7 min read
Implement Zoho People, Recruit and Payroll across a distributed broking and wealth business, with performance management delivered in the first phase — treating the KRA framework as operating infrastructure rather than an annual calendar item.
Findoc is an Indian financial services group operating across broking, wealth management and investment services, serving retail and institutional clients through a distributed branch and advisor structure. Findoc engaged Interloop to implement Zoho People, Zoho Recruit and Zoho Payroll covering the full employee lifecycle. Delivery ran across two phases, with performance management allocated to the first alongside core HR and attendance, and recruitment and payroll following in the second. The engagement closed with admin enablement and post-go-live support.
In a financial services business the relationship between an advisor's accountabilities and the organisation's oversight of them is a working one. The structure that defines what an individual is responsible for is referred to through the year rather than consulted once at appraisal time, which gives the KRA framework a different weight than it carries in most implementations. That has a sequencing consequence. The default pattern places core HR first and appraisal in a later phase, on the reasonable grounds that appraisal is not operationally urgent. Here, building the framework early meant it was available as a working reference from the start rather than after an intervening cycle. The framework itself was the substantial piece of work. Defining what an advisor is accountable for, specifically enough that a goal can be tagged against it, is a business conversation rather than a configuration task — and it needed the people who hold those expectations rather than the people who had commissioned the system.
Accountability defined across a branch network: Advisor and branch-role expectations were held locally, which made a shared structure valuable for consistency across the network.
Sequencing against convention: Standard phase order would have placed performance management second, leaving the framework unavailable through an intervening cycle.
KRA definition requiring senior time: Defining accountabilities specifically enough to tag goals against is a business conversation that does not compress, and it needed business heads rather than HR.
Exit interview capture: Exit interviews were conducted where circumstances allowed rather than prompted systematically.
Onboarding across dispersed branches: Onboarding ran branch by branch without a centralised candidate portal or structured document collection.
Letters issued individually: Confirmation, appointment and experience letters were drafted one at a time.
Interloop followed a structured, eight-step implementation across two delivery phases — discovery, KRA definition with business heads, policy blueprint, configuration sprints, data migration and validation, and go-live with hypercare. The defining decision was allocating performance management to the first phase, which made that phase longer. The KRA conversation required senior business time that could not be spent twice, and it was run as a structured accountability discussion rather than as requirements gathering — which is what made the configuration that followed straightforward.
Implementation Approach
This engagement clarified a sequencing principle Interloop applies in regulated sectors: some HR modules operate as working references rather than periodic exercises, and those are worth building early regardless of where a standard plan would place them.
Build the framework people will refer to, before the cycle that uses it.
| Aspect | Before | After (Interloop) |
|---|---|---|
| Accountability structure | Held branch by branch | Defined once in a shared KRA master |
| Appraisal | Constructed each cycle | Executed against a prepared structure with goals tagged to KRA |
| Framework availability | Would have followed an intervening cycle | In place from the first phase, usable through the year |
| Exit interviews | Conducted where circumstances allowed | Prompted systematically with automated reminders |
| Onboarding | Handled branch by branch | Centralised through a candidate portal with structured capture |
| Letters | Drafted individually | Generated from workflow |
Held branch by branch
Defined once in a shared KRA master
Constructed each cycle
Executed against a prepared structure with goals tagged to KRA
Would have followed an intervening cycle
In place from the first phase, usable through the year
Conducted where circumstances allowed
Prompted systematically with automated reminders
Handled branch by branch
Centralised through a candidate portal with structured capture
Drafted individually
Generated from workflow
Before vs. After
Findoc runs performance management on a defined KRA framework across its branch network, with accountabilities recorded consistently, appraisal executing against a prepared structure, and exit interviews prompted as a matter of course. For Interloop, the engagement demonstrated delivery in a financial services environment where the implementation plan was shaped by how the modules would actually be used — and where the most valuable contribution was made in the sequencing conversation, before configuration began.
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