Hello all,
I wish to know how the HR can set measurable targets for different kinds of employees, viz sales, accounts, and IR officers in the organization in order to prepare a job planning form. Please list out some of the KRAs of the above-mentioned professionals if you know.
Thanks,
Shalini
r_pardasani@yahoo.co.in
From India, Mumbai
Acknowledge(0)
Amend(0)
2I wish to know how the HR can set measurable targets for different kinds of employees, viz sales, accounts, and IR officers in the organization in order to prepare a job planning form. Please list out some of the KRAs of the above-mentioned professionals if you know.
Thanks,
Shalini
r_pardasani@yahoo.co.in
From India, Mumbai
Acknowledge(0)Amend(0)
Hello Shalini. Can you please say what the JOB PLANNING form will be used for? Will it be used in employee performance appraisals?
I see you having two choices. One is to obtain generic KRAs for the various roles. The risk with this approach is that if you want to base decisions and action on these (e.g. performance appraisals, workforce planning), they may have little credibility with your managers and employees, especially if they do not relate well to people’s real jobs.
The other approach is to work with managers and employees to find out what performance managers expect of their various employees. This would involve sitting down with managers and/or employees and doing a task analysis and then asking for each task, what is the expected outcome. Once these are identified, the list can be prioritized and put in objectively measurable terms.
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
Acknowledge(0)Amend(0)
I see you having two choices. One is to obtain generic KRAs for the various roles. The risk with this approach is that if you want to base decisions and action on these (e.g. performance appraisals, workforce planning), they may have little credibility with your managers and employees, especially if they do not relate well to people’s real jobs.
The other approach is to work with managers and employees to find out what performance managers expect of their various employees. This would involve sitting down with managers and/or employees and doing a task analysis and then asking for each task, what is the expected outcome. Once these are identified, the list can be prioritized and put in objectively measurable terms.
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
Acknowledge(0)Amend(0)
Dear Shalini,
Allan is right. You would need to devise a form with KRAs/KPIs to draw out the job outline of employees in various departments. This is best acquired by discussions with them.
The job planning form is not well understood. I think what is meant is measurable time-bound plans/targets/activities of individuals. This is also best acquired by sitting and discussing with employees or respective Heads of Departments and seeking their time-bound expectations from subordinates in quantifiable and qualitative terms.
Rahul Kumar
09968270580
From India, New Delhi
Acknowledge(0)Amend(0)
Allan is right. You would need to devise a form with KRAs/KPIs to draw out the job outline of employees in various departments. This is best acquired by discussions with them.
The job planning form is not well understood. I think what is meant is measurable time-bound plans/targets/activities of individuals. This is also best acquired by sitting and discussing with employees or respective Heads of Departments and seeking their time-bound expectations from subordinates in quantifiable and qualitative terms.
Rahul Kumar
09968270580
From India, New Delhi
Acknowledge(0)Amend(0)
Thank you to both of you for your suggestions. A job planning form will certainly help in the performance appraisal of the employee. However, the problem lies in how one can set quantifiable targets for the job of secretaries or accounts people, which is creating a problem.
Thanks anyway,
Shalini
From India, Mumbai
Acknowledge(0)Amend(0)
Thanks anyway,
Shalini
From India, Mumbai
Acknowledge(0)Amend(0)
The best way to define time-bound goals/targets for these positions is to solicit them from their respective bosses.
The simple stance of HR should be to advise them to fill up a 'Goal Setting' Form that will draw out time-bound goals. The goals must be substantial and not small, insignificant ones. Some routine/non-time-bound goals have to be quantified by HR by means of scores and weightages being assigned to them in collaboration with their superiors based on their importance/impact on the job/organization.
Illustrative examples are:
Secretaries:
- Complete projects given to them on dates given
- Complete certain presentation material
- Fulfill defined performance standards in routine tasks, etc.
- Undergo/impart training on secretarial/computing skills to some staff members
Accountant/Executive/Manager:
- Completion of financial project analysis
- Completion of trial balance/balance sheet by a fixed date
- Updation of bank book, cash book, journal, ledger
- Prepare monthly cash flows statement
- Prepare monthly funds flow statement
- Routine time-based bank reconciliation
- Treasury management targets
- Financial variance analysis on various business situations
- Time-bound/accurate payables, billing, and receivables management
- Percentage debt-collections on a timely manner, etc.
The respective superior/boss of each of these positions must meaningfully set targets/goals in a time-bound manner, say a quarter/semi-annual, or annual. HR can assist them to do the job well and uniformly.
Scores and weightages, if required, to quantify the non-quantifiable/qualitative/routine goals must be devised by the HR department.
Rahul Kumar
09968270580
From India, New Delhi
Acknowledge(0)Amend(0)
The simple stance of HR should be to advise them to fill up a 'Goal Setting' Form that will draw out time-bound goals. The goals must be substantial and not small, insignificant ones. Some routine/non-time-bound goals have to be quantified by HR by means of scores and weightages being assigned to them in collaboration with their superiors based on their importance/impact on the job/organization.
Illustrative examples are:
Secretaries:
- Complete projects given to them on dates given
- Complete certain presentation material
- Fulfill defined performance standards in routine tasks, etc.
- Undergo/impart training on secretarial/computing skills to some staff members
Accountant/Executive/Manager:
- Completion of financial project analysis
- Completion of trial balance/balance sheet by a fixed date
- Updation of bank book, cash book, journal, ledger
- Prepare monthly cash flows statement
- Prepare monthly funds flow statement
- Routine time-based bank reconciliation
- Treasury management targets
- Financial variance analysis on various business situations
- Time-bound/accurate payables, billing, and receivables management
- Percentage debt-collections on a timely manner, etc.
The respective superior/boss of each of these positions must meaningfully set targets/goals in a time-bound manner, say a quarter/semi-annual, or annual. HR can assist them to do the job well and uniformly.
Scores and weightages, if required, to quantify the non-quantifiable/qualitative/routine goals must be devised by the HR department.
Rahul Kumar
09968270580
From India, New Delhi
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Employee Performance.pdf