Requesting members to share their experience on:
a) Success rate in implementing KPI or KRA, and
b) If the success rate is/was not to the desired extent, what are the suggestions for successful implementation.
R. S. Patwardhan
From India, Mumbai
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13a) Success rate in implementing KPI or KRA, and
b) If the success rate is/was not to the desired extent, what are the suggestions for successful implementation.
R. S. Patwardhan
From India, Mumbai
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Dear Mr. RS Patwardhan,
Your query needs elaboration. Do you have a formal Performance Management System (PMS) well in place? If yes, have you studied systems and processes for each department and then designed the KPIs? Have you identified the direct and indirect costs associated with each department and then designed KPIs? Have you trained your staff on PMS? Are they capable of understanding the difference between KPI and KRA? Are they capable of making their own KRAs?
You have not mentioned your designation or the reason for raising this query. Providing some background information would have been beneficial. You have raised two queries. The paragraph-wise replies are as follows:
a) Success rate in implementing KPIs or KRAs:
Comments: Do you mean to say that the KRAs are identified, and targets are given to the employees, but their success in attaining the KRAs? The score in the attainment of KRA will always vary. If everyone attains a score above 85-90%, it may mean that the targets are too low. Those who are unable to go beyond 60-65% may signify that the targets are too stiff or that the staff are incapable of attaining them.
Another interpretation of your statement could be that you have identified 'X' number of KRAs for each department, but then you are unable to implement those KRAs because the staff are incapable, or you do not have belief in the staff's ability to attain them.
Which interpretation is correct? The first one or the second one?
b) If the success rate is/was not to the desired extent, what are the suggestions for successful implementation?
Comments: The reply to this query will depend on your clarification for (a) above.
Final comments: Success in the attainment of KRAs depends on various factors like right recruitment, staff training, support by the managers to their staff, managerial involvement, availability of supporting infrastructure for the job, availability of adequate tools to execute the job, staff motivation, quality of leadership at the top, etc.
Giving targets to anyone is the easiest thing in life. However, creating a supporting environment to meet the targets is not easy. Please note this factor as well.
I provide my consulting services to establish a comprehensive Performance Management System (PMS). I have been giving my replies on this subject time and again. You may refer to the following links to view my past posts:
- [Outdated link removed]
- [Link to citehr]
- [Link to citehr]
- [Link to citehr]
Old: [Link to citehr]
I request you to go through each of the above links. It will increase your understanding of PMS.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Your query needs elaboration. Do you have a formal Performance Management System (PMS) well in place? If yes, have you studied systems and processes for each department and then designed the KPIs? Have you identified the direct and indirect costs associated with each department and then designed KPIs? Have you trained your staff on PMS? Are they capable of understanding the difference between KPI and KRA? Are they capable of making their own KRAs?
You have not mentioned your designation or the reason for raising this query. Providing some background information would have been beneficial. You have raised two queries. The paragraph-wise replies are as follows:
a) Success rate in implementing KPIs or KRAs:
Comments: Do you mean to say that the KRAs are identified, and targets are given to the employees, but their success in attaining the KRAs? The score in the attainment of KRA will always vary. If everyone attains a score above 85-90%, it may mean that the targets are too low. Those who are unable to go beyond 60-65% may signify that the targets are too stiff or that the staff are incapable of attaining them.
Another interpretation of your statement could be that you have identified 'X' number of KRAs for each department, but then you are unable to implement those KRAs because the staff are incapable, or you do not have belief in the staff's ability to attain them.
Which interpretation is correct? The first one or the second one?
b) If the success rate is/was not to the desired extent, what are the suggestions for successful implementation?
Comments: The reply to this query will depend on your clarification for (a) above.
Final comments: Success in the attainment of KRAs depends on various factors like right recruitment, staff training, support by the managers to their staff, managerial involvement, availability of supporting infrastructure for the job, availability of adequate tools to execute the job, staff motivation, quality of leadership at the top, etc.
Giving targets to anyone is the easiest thing in life. However, creating a supporting environment to meet the targets is not easy. Please note this factor as well.
I provide my consulting services to establish a comprehensive Performance Management System (PMS). I have been giving my replies on this subject time and again. You may refer to the following links to view my past posts:
- [Outdated link removed]
- [Link to citehr]
- [Link to citehr]
- [Link to citehr]
Old: [Link to citehr]
I request you to go through each of the above links. It will increase your understanding of PMS.
Thanks,
Dinesh Divekar
From India, Bangalore
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