I think KRA is the set of activities on which our performances are rated. Activities which have an impact on the bottom line of the business.
Suppose KRA for a production executive will be:
1. 100% production
2. profit
3. customer satisfaction
4. quality
5. maintaining all standards, etc.
What will be the KRA for an HR executive? Can anyone help me in getting more details about KRA and KRA for an HR executive?
Regards,
Sankar
From India, Madras
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Suppose KRA for a production executive will be:
1. 100% production
2. profit
3. customer satisfaction
4. quality
5. maintaining all standards, etc.
What will be the KRA for an HR executive? Can anyone help me in getting more details about KRA and KRA for an HR executive?
Regards,
Sankar
From India, Madras
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HI,
I hope you will find it usefull.
JOB ID: HR GENERALIST
JOB CODE: HR/01/01
REPORTING TO: CEO
SCOPE:
JO1: Implement & monitor various HR initiatives and activities.
DELIVERABLES:
D01: Responsibility includes employment, compensation, labor laws and training and development.
D02: Interview job applicants, review applications/ resumes, evaluate applicant’s skill and make
recommendations regarding applicant’s qualifications.
D03: Develop and maintain relationship with employment agencies and other recruitment sources.
D04: Prepare and maintain job documentation, and job evaluation system in coordination with the respective department and the authority.
D05: Complete salary survey questionnaire.
D06: Prepare process and distribute payroll.
D07: Design and conduct the induction and employee orientation process.
D08: Administer and explain benefits to the employees.
D09: Recommend, develop and schedule training program and development courses.
D10: Provide advice, assistance and follow up on company policies, procedures and documentation.
D11: Coordinate the resolution of specifies policy related and procedural problems and enquiry.
D12: Recommend, develop and maintain human resource data base, computer system and manual filling systems.
D13: Rationalize manpower utilization & carryout appropriate rightsizing activities.
MEASUREMENT MATRIX [How to measure the deliverables]
INPUT – OUTPUT
M01
M02
COMPETENCIES INVOLVED
1. Building Good Relationships and contributes
2. Leadership skills in managing others and developing them.
3. Willingness to Learn and increase on self knowledge and maintains self motivation
4. Identifies customer needs and meets them.
5. Represents Integrity and promotes it.
6. Adaptable and can managing change
RANKINGS: As decided
INCENTIVE SCHMES:
CREDIT: As recorded by the superior
DEBIT: As recorded by the superior
REVISAL: As defined by the client / as per the business need.
From India, Mumbai
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1872I hope you will find it usefull.
JOB ID: HR GENERALIST
JOB CODE: HR/01/01
REPORTING TO: CEO
SCOPE:
JO1: Implement & monitor various HR initiatives and activities.
DELIVERABLES:
D01: Responsibility includes employment, compensation, labor laws and training and development.
D02: Interview job applicants, review applications/ resumes, evaluate applicant’s skill and make
recommendations regarding applicant’s qualifications.
D03: Develop and maintain relationship with employment agencies and other recruitment sources.
D04: Prepare and maintain job documentation, and job evaluation system in coordination with the respective department and the authority.
D05: Complete salary survey questionnaire.
D06: Prepare process and distribute payroll.
D07: Design and conduct the induction and employee orientation process.
D08: Administer and explain benefits to the employees.
D09: Recommend, develop and schedule training program and development courses.
D10: Provide advice, assistance and follow up on company policies, procedures and documentation.
D11: Coordinate the resolution of specifies policy related and procedural problems and enquiry.
D12: Recommend, develop and maintain human resource data base, computer system and manual filling systems.
D13: Rationalize manpower utilization & carryout appropriate rightsizing activities.
MEASUREMENT MATRIX [How to measure the deliverables]
INPUT – OUTPUT
M01
M02
COMPETENCIES INVOLVED
1. Building Good Relationships and contributes
2. Leadership skills in managing others and developing them.
3. Willingness to Learn and increase on self knowledge and maintains self motivation
4. Identifies customer needs and meets them.
5. Represents Integrity and promotes it.
6. Adaptable and can managing change
RANKINGS: As decided
INCENTIVE SCHMES:
CREDIT: As recorded by the superior
DEBIT: As recorded by the superior
REVISAL: As defined by the client / as per the business need.
From India, Mumbai
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Dear Sankar,
As you are already aware, KRA stands for Key Result Area. I feel that what (Cite Contribution) has done, and that too very efficiently and excellently, is KPA of HR Executive (Key Performance Areas) which has to be agreed upon by all concerned.
Actually, in the true sense, KRA is a concept that is usually very difficult to implement. I will try to explain how it works.
First, the Board of Directors (BOD) decides upon the objectives of the company and sets a period-specific target.
This target becomes the KRA of the CEO.
Then it gets divided until it reaches the bottom-most rung.
The KRA of each person is linked, and fulfillment of KRA will lead to the fulfillment of the objective set by BOD. Hence, if one person fails, it will hamper the attainment of the desired result.
Let me give you an example:
The company sells PCs.
Suppose the objective decided by the Board is to make a profit of 500 crores in 3 years.
The KRA of the CEO is to attain a 500 crore profit in 3 years.
The CEO decides to attain this by making 400 crores by selling PCs, 50 crores by investing in stocks, and 50 crores by improving the productive cycle.
Now, the KRA of the Chief Marketing Officer will be to sell PCs that will give the company a 400 crore profit in 3 years. He will then set the KRAs for his subordinates in such a way that this target is achieved.
The Chief Operating Officer has KRA of improving the productivity cycle and producing PCs by which 400 crores can be achieved.
The Chief Finance Officer will, as KRA, have to look after investing in stock and providing finance for the purchase of raw materials, machinery, and others so that both operation and marketing can achieve their KRAs.
Chief People Officer (HR) [Generally, KRAs are difficult or not done for HR since they are essentially a support function, but in some cases, it is done]
CPO, as his KRA, will have the following tasks: provide manpower and maintain harmonious industrial relationships so that there is no disruption in production or marketing, provide training to improve skills to attain a better productivity cycle, and frame a compensation benefit structure by which efficient employees can be retained.
The chiefs then divide the KRA further to their subordinates. For example, the KRA of the Manager (Training) under CPO will be to provide adequate training to the workforce. Hence, if the Manager (Training) fails, that will be reflected in the KRA of both CPO and COO and CEO. Similarly, if the KRA of the Assistant Manager (Training) is to locate the training institutes that can impart quality training and he is not able to achieve it, this will reflect in the KRA of Manager (Training), CPO, COO, and CEO.
Suppose, if the Deputy Manager (Training) is supposed to conduct the training programs, which could not be carried out since the funds for training that were supposed to be arranged by the Deputy Manager (Finance) could not be arranged. Now, you can see this failure will reflect in the KRA of Deputy Manager (Finance), Manager (Finance), CFO, Deputy Manager (Training), Manager (Training), and CPO, COO, and CEO.
Hope I have not confused you.
Kind Regards,
SC
From India, Thane
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As you are already aware, KRA stands for Key Result Area. I feel that what (Cite Contribution) has done, and that too very efficiently and excellently, is KPA of HR Executive (Key Performance Areas) which has to be agreed upon by all concerned.
Actually, in the true sense, KRA is a concept that is usually very difficult to implement. I will try to explain how it works.
First, the Board of Directors (BOD) decides upon the objectives of the company and sets a period-specific target.
This target becomes the KRA of the CEO.
Then it gets divided until it reaches the bottom-most rung.
The KRA of each person is linked, and fulfillment of KRA will lead to the fulfillment of the objective set by BOD. Hence, if one person fails, it will hamper the attainment of the desired result.
Let me give you an example:
The company sells PCs.
Suppose the objective decided by the Board is to make a profit of 500 crores in 3 years.
The KRA of the CEO is to attain a 500 crore profit in 3 years.
The CEO decides to attain this by making 400 crores by selling PCs, 50 crores by investing in stocks, and 50 crores by improving the productive cycle.
Now, the KRA of the Chief Marketing Officer will be to sell PCs that will give the company a 400 crore profit in 3 years. He will then set the KRAs for his subordinates in such a way that this target is achieved.
The Chief Operating Officer has KRA of improving the productivity cycle and producing PCs by which 400 crores can be achieved.
The Chief Finance Officer will, as KRA, have to look after investing in stock and providing finance for the purchase of raw materials, machinery, and others so that both operation and marketing can achieve their KRAs.
Chief People Officer (HR) [Generally, KRAs are difficult or not done for HR since they are essentially a support function, but in some cases, it is done]
CPO, as his KRA, will have the following tasks: provide manpower and maintain harmonious industrial relationships so that there is no disruption in production or marketing, provide training to improve skills to attain a better productivity cycle, and frame a compensation benefit structure by which efficient employees can be retained.
The chiefs then divide the KRA further to their subordinates. For example, the KRA of the Manager (Training) under CPO will be to provide adequate training to the workforce. Hence, if the Manager (Training) fails, that will be reflected in the KRA of both CPO and COO and CEO. Similarly, if the KRA of the Assistant Manager (Training) is to locate the training institutes that can impart quality training and he is not able to achieve it, this will reflect in the KRA of Manager (Training), CPO, COO, and CEO.
Suppose, if the Deputy Manager (Training) is supposed to conduct the training programs, which could not be carried out since the funds for training that were supposed to be arranged by the Deputy Manager (Finance) could not be arranged. Now, you can see this failure will reflect in the KRA of Deputy Manager (Finance), Manager (Finance), CFO, Deputy Manager (Training), Manager (Training), and CPO, COO, and CEO.
Hope I have not confused you.
Kind Regards,
SC
From India, Thane
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Dear SC,
I appreciate your reply regarding KRAs. However, I would like to know if KRAs can change or alter every year or if it depends on the targets achieved.
What are KPAs, and how do we measure them? Please explain in detail.
Thank you,
Leela
From India, Hyderabad
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I appreciate your reply regarding KRAs. However, I would like to know if KRAs can change or alter every year or if it depends on the targets achieved.
What are KPAs, and how do we measure them? Please explain in detail.
Thank you,
Leela
From India, Hyderabad
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Dear Leela,
Yes, of course, you can alter, modify, or change KRAs. From the example I have given, let's consider the following changes:
(i) Government exempts import duties on PCs.
(ii) The Stock Market starts to fall, and investments seem unproductive.
(iii) A new foreign player with a more advanced and cheaper model enters the market.
(iv) Company acquires a competitor.
(v) The Stock Market goes for a bull run.
(vi) The Government gives major allowances to PC manufacturers.
So, you can see that the target of 500 crore can be increased or decreased accordingly.
Two things you must remember:
(i) The KRAs must be agreed upon.
(ii) It aims at achieving a goal objectively with a view to efficiently handling the entire execution process. Hence, the ultimate aim is to maximize stakeholders' wealth. It is not a fixed target that you must aim for but an achievable target set in agreement with all concerned on the direction the stakeholders want the company to go.
Always remember, the goal of all companies is to maximize their net worth. These are just various ways that will lead to this goal. Some follow KRAs, some Balanced Scorecard, some MBOs, and so on.
Regarding KPAs, please refer to the previous post; it is extremely well done. As for the measurement, it is usually in percentage, and the distribution is agreed upon by the employee and their reporting officer.
Regards,
SC
From India, Thane
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Yes, of course, you can alter, modify, or change KRAs. From the example I have given, let's consider the following changes:
(i) Government exempts import duties on PCs.
(ii) The Stock Market starts to fall, and investments seem unproductive.
(iii) A new foreign player with a more advanced and cheaper model enters the market.
(iv) Company acquires a competitor.
(v) The Stock Market goes for a bull run.
(vi) The Government gives major allowances to PC manufacturers.
So, you can see that the target of 500 crore can be increased or decreased accordingly.
Two things you must remember:
(i) The KRAs must be agreed upon.
(ii) It aims at achieving a goal objectively with a view to efficiently handling the entire execution process. Hence, the ultimate aim is to maximize stakeholders' wealth. It is not a fixed target that you must aim for but an achievable target set in agreement with all concerned on the direction the stakeholders want the company to go.
Always remember, the goal of all companies is to maximize their net worth. These are just various ways that will lead to this goal. Some follow KRAs, some Balanced Scorecard, some MBOs, and so on.
Regarding KPAs, please refer to the previous post; it is extremely well done. As for the measurement, it is usually in percentage, and the distribution is agreed upon by the employee and their reporting officer.
Regards,
SC
From India, Thane
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I’ve posted examples at... hope this helps, lamont
From United States, Chicago
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From United States, Chicago
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Dear Swatik, Weather KRA needs to be addressed in Job Descriptipn & Objectives needs to be preapered on the basis of KRA. Please explain. Rajendra Gehlot
From India, Pune
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From India, Pune
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Leela,
KRAs are to be set for a particular Appraisal Tenure. KRAs are basically what we call parameters with certain weightages for performance assessment. So, with an increase in responsibility and accountability, KRAs ought to be changed.
Warm Regards,
Arvind
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KRAs are to be set for a particular Appraisal Tenure. KRAs are basically what we call parameters with certain weightages for performance assessment. So, with an increase in responsibility and accountability, KRAs ought to be changed.
Warm Regards,
Arvind
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Dear all,
My job profile spans Administration, Secretarial, and HR. I am working as an Executive Secretary to my Managing Director and am in charge of Admin and HR as well. Swastik mentioned in one of the earlier emails that support functions may or may not have KRAs. We are scheduled to have a strategic planning meeting wherein every manager is expected to make a presentation on his KRAs. What could be the KRAs of an Admin Dept.? Can you pals shed some light?
With regards,
Venkat, Mumbai, India
From India, Mumbai
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My job profile spans Administration, Secretarial, and HR. I am working as an Executive Secretary to my Managing Director and am in charge of Admin and HR as well. Swastik mentioned in one of the earlier emails that support functions may or may not have KRAs. We are scheduled to have a strategic planning meeting wherein every manager is expected to make a presentation on his KRAs. What could be the KRAs of an Admin Dept.? Can you pals shed some light?
With regards,
Venkat, Mumbai, India
From India, Mumbai
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IS KRA measurable i.e. quantifiable when implementing it in Performance management system?
From India, Calcutta
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From India, Calcutta
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Hi,
I am doing an MBA project in a software company. I am having some doubts regarding my project work. My topic is "Interview and Appraisals Policies for a Software Company." Can anyone help me please?
With regards,
Viji 🌀🌀
From India, Madras
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I am doing an MBA project in a software company. I am having some doubts regarding my project work. My topic is "Interview and Appraisals Policies for a Software Company." Can anyone help me please?
With regards,
Viji 🌀🌀
From India, Madras
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Greetings!!!
This is Sushmita, a new member of Cite HR. Can anybody help me in guiding KRA format for FOS (Field Executives) collections? I have designed one but may I please get your guidance.
Thanks & regards, Sushmita (Chief Information Officer) Collection, Bank
From India, Bhubaneswar
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This is Sushmita, a new member of Cite HR. Can anybody help me in guiding KRA format for FOS (Field Executives) collections? I have designed one but may I please get your guidance.
Thanks & regards, Sushmita (Chief Information Officer) Collection, Bank
From India, Bhubaneswar
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Dear All, Can I get sample KRA-sheet for HR Manager. To avoid confusion, I am not asking for JD but KRA, with defined outcomes and measures of completion
From India, Delhi
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From India, Delhi
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Hi,
Please let me know whether the KRAs are the same as the job description (e.g., for HR, the job description may involve training employees). Can this be one of the KRAs, or does it become a KRA when quantified? I am a bit confused now. Please clarify this point and provide any explanations if necessary.
Thank you.
From India, Pune
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Please let me know whether the KRAs are the same as the job description (e.g., for HR, the job description may involve training employees). Can this be one of the KRAs, or does it become a KRA when quantified? I am a bit confused now. Please clarify this point and provide any explanations if necessary.
Thank you.
From India, Pune
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hi sc...m a student of MHRM(masters in human res mgt)...we ahve researce as a cirriculum...can i take KRA as my research topic...n in whc area cud i focus...!!
From India, Vadodara
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From India, Vadodara
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hi, HOW KRA IS DEFINED(i.e process of defining a KRA)? Either it is done by only employee or it is defined by employee,HOD and PL. Please reply....
From India, Ahmadabad
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From India, Ahmadabad
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Dear Swastik, Thanks for the information about the KRA of HR Executive. I would like to know about the KRA of a Quality Control/Quality Manager/Quality Head Please guide me... Regards, Gireesh DSIL
From India, Calicut
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From India, Calicut
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Dear All Your information was quite helpful. I want to know that how can you set KRA for urself even befoe joining a company as an HR Executive. Shakun
From India, Chandigarh
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From India, Chandigarh
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What is the KRAs of HR Executive? What is the KRAs of HR Manager? What the process of KRAs or how to prepare the KRAs of different positions?
From India, Delhi
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From India, Delhi
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KRA is Key Responsible Area, this is different from Key Performance Indicators (KPI) or Job descriptions (JD). KRA of HR executive differs from organisation and Industry.
From India, Kolkata
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From India, Kolkata
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Dear SC,
I would like to understand the concept and relevance of KRA with your explanations. Even though we have a KRA for the HR Manager and a format is already developed, I want to know the meaning and how to fill up the format. The attached format, please suggest.
Regards,
Rahul Shukla
From India, Pune
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I would like to understand the concept and relevance of KRA with your explanations. Even though we have a KRA for the HR Manager and a format is already developed, I want to know the meaning and how to fill up the format. The attached format, please suggest.
Regards,
Rahul Shukla
From India, Pune
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KRA and Performance Management Policy.doc