The HRMS picks up where the applicant tracking system stops. An accepted candidate becomes an employee record without anyone retyping a name, a joining date or a salary, and every module after that — attendance, leave, payroll, performance — reads the same record.
Across five families: core HR, payroll, time and attendance, talent and culture, operations and insight.
Every module reads it, so a change entered once reaches payroll, leave and reporting.
Describes the ATS-to-HRMS handover itself, not a measured saving.
Live and in use; the product switcher still says beta and plans are being finalised.
Pitch N Hire HRMS runs the operational side of HR on one employee record: personal and job data, salary structure, documents and every dated change, with each module reading from that single file. A promotion, a transfer or a new bank account is entered once and reaches every downstream process, which is the whole argument for an HRMS over a folder of spreadsheets.
Twenty-one modules ship across five families — core HR, payroll, time and attendance, talent and culture, and operations and insight. Payroll is built for India specifically: it computes provident fund, ESI, professional tax and TDS from the rates and state rules you configure, produces the challans, registers and returns each cycle needs, and shows a variance preview against the previous cycle before anything is locked.
Status matters here and we will not overstate it: HRMS and payroll are live, the product switcher still labels them beta, and pricing is not published yet because it depends on headcount, entity count and which statutory filings you need. The vendor's own rollout advice is to start with core HR, add attendance and leave together, run payroll in parallel with your existing process for at least one full cycle before cutting over, and leave onboarding and performance until later.
Twenty-one modules is too many to list, so these are the five families and the modules inside them that decide whether an HRMS actually works.
The master file for every person you employ — identity, job and reporting data, salary structure links, documents and dated history — plus self-service, an org chart generated from the reporting field that already routes approvals, the document vault, and approval workflows with conditions and delegation.
A locked sequence: inputs freeze, variable pay and arrears load, gross, deductions and net compute, and a variance preview against last cycle runs before anything is committed. Provident fund, ESI, professional tax, TDS, gratuity and Form 16, with challans, registers and returns produced each cycle.
Attendance from biometric devices, a browser clock-in or a location-fixed mobile check-in, with shift patterns and rosters, leave policies carrying accrual, carry-forward, pro-rata and lapse rules, and timesheets recorded against project, task and client — kept separate from the attendance that drives pay.
From accepted offer to end of probation: candidate data moves across from the ATS without re-entry, then documents are collected, verification tracked, and IT, finance and manager tasks assigned with owners and dates so a manager's checklist is ready before day one.
Review periods with self, manager and peer input in one window and calibration before release; objectives cascading to measurable key results with owners; and engagement surveys whose responses stay anonymous behind a minimum response threshold.
HR requests routed by category with an SLA clock and every reply logged; offboarding covering notice, exit interview, clearance across departments, asset return and access revocation; and analytics on headcount, attrition, tenure, attendance and payroll cost.
How one record moves through the modules, and the order the vendor recommends switching them on.
Core HR holds identity, job, manager, location and every dated change. This is the first module to configure and the one everything else depends on being right.
Attendance and leave share one calendar, so approved leave settles the absence rather than creating a second exception someone has to reconcile at month end. Switch these on together.
Payroll reads the attendance already captured and applies the rules you configured, then shows the variance against last cycle before you lock it. Run it in parallel with your existing process for at least one full month before cutting over.
Self-service opens once payroll is trustworthy: payslips, balances, tax declarations, leave applications and letter requests, without anyone raising a ticket.
Onboarding and performance come last, deliberately. Three well-configured modules beat seven half-configured ones, and the vendor says so on its own pricing page.
The page writes explicitly for Indian SMBs currently running this on a shared spreadsheet, a biometric export and a payroll consultant's email thread.
The people who edit master data and run the payroll cycle: HR executives, HR operations managers and payroll executives. They are the daily users, and the vendor recommends the internal owner be one of them rather than someone in IT.
HRBPs who read their units' records and run reports without changing salary structures, and HR heads, directors and VPs of people who own policy, budget and reporting.
The payroll module's other weekly user. The page tells buyers to make the vendor explain exactly how payroll output reaches the general ledger — because no accounting integration is claimed.
The vendor is unusually direct about what an HRMS cannot fix, and about where its own product stops.
An ATS manages candidates up to the point someone accepts an offer; an HRMS manages the employment that begins the next day. The handover is the part worth getting right — an accepted candidate should become an employee record without anyone retyping a name, a joining date or a salary.
Yes — provident fund, ESI, TDS, professional tax, gratuity and Form 16, with challans, registers and returns each cycle, and correct treatment of mid-month joiners, arrears and loss of pay. Ask to see each one generated from real data during the demo rather than described.
Pricing is not published yet. HRMS plans are being finalised, and the vendor says the figure depends on headcount, how many entities you run payroll for and which statutory filings you need. The ATS beside it is priced publicly.
No — and the vendor says so. Buy what you will configure and use within the next year and leave the rest switched off even when they are bundled. Three well-configured modules beat seven half-configured ones.
Partly. Records, org structure, leave and performance work across borders; payroll usually does not. Ask precisely which countries a vendor processes payroll in itself and which it passes to a partner — including this one.
One named person, usually in HR rather than IT, with administrator rights and protected time in their week. Implementation length depends far more on your data than on the software, so ask for the timeline in two parts: configuration and data migration.
Talk to the group and a senior lead scopes it in writing, or go straight to the product's own site and look at it yourself. Neither route commits you to the other.
Name the number you need to hit. A senior lead replies within one business day and a costed plan follows within three working days.
The product's own page, with a detail page for each of the twenty-one modules and the rollout order the team recommends.
Everything the group sells around Pitch N Hire HRMS & Payroll — the company that delivers it, the nearest siblings, and the full list.