Increment and bell curve planner
Set the increment for each rating, enter how many people sit in each, and see at once whether the plan fits your budget and how the spread compares with a bell curve.
- PMS admins preparing the appraisal cycle
- HR heads presenting a budget to the CFO
- Consultants and coaches designing a fair pay review
Merit matrix
| Rating | People | Avg yearly CTC (₹) | Increment % |
|---|
Start from a typical 10 / 20 / 40 / 20 / 10 spread and change it to your team.
Plan against budget
Your spread vs a bell curve
Purple bar: your team. Pink line: a 10 / 20 / 40 / 20 / 10 bell curve.
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Good to know
Pay for performance
Top ratings usually get two to three times the average increment, so your best people feel the difference.
Budget first
Agree the overall budget with finance before the cycle. The weighted average of the matrix must land on it.
Bell curve as a guide
Use the curve to spot rating inflation, not as a hard quota. Small teams rarely fit it exactly.
Talk about it
Explain the matrix to managers before reviews, so ratings and pay stay consistent across teams.
Run the whole appraisal cycle in one place
USR PMS handles goals, reviews, calibration and the merit matrix, and USR Compensation turns it into new salaries, connected with USR HRMS.
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