Hi Senior Members,
This is my first post/discussion on this forum, so please correct me if I am wrong anywhere.
I have recently joined an ITES company. We are about to start the appraisals for this year. It's a three-year-old company, and a formal appraisal system was introduced only last year. The system is based on a 180-degree appraisal technique using a five-point rating scale. The KRAs were also distributed to employees for the next review period (which is going to happen now).
My concern is that all the KRAs distributed were not associated with the job but were only based on employers' expectations from the employees, e.g., adaptability, willingness to learn, etc. All these are not based on the function or the job they are in. I have been given the authority to make changes in the system if I wish, and I would like it to be more objective than subjective.
As the KRAs were not set earlier, I thought we should set a few for every department, out of which a few can be selected for each employee during the review discussions, and their performance should be evaluated further based on these KRAs in addition to the behavioral attributes.
Please guide me, is this the right way of doing it? Is there anything else I should be doing? Any suggestions to make it better?
Regards,
Meeta
From India, Kochi
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3This is my first post/discussion on this forum, so please correct me if I am wrong anywhere.
I have recently joined an ITES company. We are about to start the appraisals for this year. It's a three-year-old company, and a formal appraisal system was introduced only last year. The system is based on a 180-degree appraisal technique using a five-point rating scale. The KRAs were also distributed to employees for the next review period (which is going to happen now).
My concern is that all the KRAs distributed were not associated with the job but were only based on employers' expectations from the employees, e.g., adaptability, willingness to learn, etc. All these are not based on the function or the job they are in. I have been given the authority to make changes in the system if I wish, and I would like it to be more objective than subjective.
As the KRAs were not set earlier, I thought we should set a few for every department, out of which a few can be selected for each employee during the review discussions, and their performance should be evaluated further based on these KRAs in addition to the behavioral attributes.
Please guide me, is this the right way of doing it? Is there anything else I should be doing? Any suggestions to make it better?
Regards,
Meeta
From India, Kochi
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KRA-based performance review with additional inputs on behavioral aspects is good to follow. However, care should be given to associate KRA to jobs. If you wanted to create a complete set of KRAs, job-wise, you should probably hire a consultant or look at KPI Library-like sites.
From India, Bangalore
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From India, Bangalore
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Some of the task are crucial but not frequent. Can such task or such job aspects be considered for framing KRA?
From India, Kochi
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From India, Kochi
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Certainly. You could even classify the KRAs conveniently and then apply the weightage logic, job role-wise. An example is provided below:
Sales Manager
------------------------
Functional KRAs: 45%
Organizational KRAs: 20%
Behavioral Attributes: 35%
From India, Bangalore
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Sales Manager
------------------------
Functional KRAs: 45%
Organizational KRAs: 20%
Behavioral Attributes: 35%
From India, Bangalore
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Dear senior members,
I am the regional manager for my organization where no standard has been implemented for reviewing employee performance, and there is no specific appraisal system in place as of now. For this year's appraisal, I would like to implement a self-appraisal system and Key Result Areas (KRAs) into my organization, of which I don't have much idea.
Could you please help me move forward with my intentions?
Thanks in advance.
Regards,
Selvakumar.N
From India, Chennai
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I am the regional manager for my organization where no standard has been implemented for reviewing employee performance, and there is no specific appraisal system in place as of now. For this year's appraisal, I would like to implement a self-appraisal system and Key Result Areas (KRAs) into my organization, of which I don't have much idea.
Could you please help me move forward with my intentions?
Thanks in advance.
Regards,
Selvakumar.N
From India, Chennai
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Dear Mita,
Sharing the information on the PMS process prevailing at my organisation.
1.An employee ideally should have KRAs covering Financial Results, Customer Results, Process Improvements, New Initiatives and People & Organisational Development. Employees who have 2 or more direct reportees, People & Organisational Development should cover team work and self-development initiatives. It must be qualified and then quantified.
2.The Appraisee has to list these KRAs along with their weightages. The weightages need to be agreed upon between the appraisee and the appraiser. The sum of the weightages of all KRAs put together should be equal to 100%.
3.The Appraisee’s achievement on each KRA has to be measured as per the weightage on a 100 score scale.
Personal Development Plan of employees could be added in the PMS process based on the competencies( which could be specified as per the organisation/role - Functional & Behavioral) which inturn will be the input for your TNI and L&D programs. Hope this information will help you.
Regards
Santhoshi
From India, Bangalore
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Sharing the information on the PMS process prevailing at my organisation.
1.An employee ideally should have KRAs covering Financial Results, Customer Results, Process Improvements, New Initiatives and People & Organisational Development. Employees who have 2 or more direct reportees, People & Organisational Development should cover team work and self-development initiatives. It must be qualified and then quantified.
2.The Appraisee has to list these KRAs along with their weightages. The weightages need to be agreed upon between the appraisee and the appraiser. The sum of the weightages of all KRAs put together should be equal to 100%.
3.The Appraisee’s achievement on each KRA has to be measured as per the weightage on a 100 score scale.
Personal Development Plan of employees could be added in the PMS process based on the competencies( which could be specified as per the organisation/role - Functional & Behavioral) which inturn will be the input for your TNI and L&D programs. Hope this information will help you.
Regards
Santhoshi
From India, Bangalore
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Dear Mr. Vinod,
Thank you for the response. This is a service-oriented sector that is in the wind business. I joined in 2009 as the 8th employee of the organization, which was only a few lakhs turnover-based company. But now, we are almost 20 times more in turnover, and we are interested in honoring the employees in a very professional way. At the same time, management has decided to proceed in a systematic way.
In continuation of this idea, we would like to implement a self-appraisal system, etc.
Hence, kindly advise and help. Many thanks.
From India, Chennai
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Thank you for the response. This is a service-oriented sector that is in the wind business. I joined in 2009 as the 8th employee of the organization, which was only a few lakhs turnover-based company. But now, we are almost 20 times more in turnover, and we are interested in honoring the employees in a very professional way. At the same time, management has decided to proceed in a systematic way.
In continuation of this idea, we would like to implement a self-appraisal system, etc.
Hence, kindly advise and help. Many thanks.
From India, Chennai
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That's great, Mr. Selvakumar,
Congratulations on being a part of such a dynamic company. Honoring the greatest asset of any company, i.e., Human Resources or their employees, is very professional and the need of the hour.
Selvakumar, there are two aspects to consider when appraising employees.
The first aspect is the behavioral part, which is very subjective and verifies the competencies required for a job or a particular position in the organization. This is typically done through various appraisal systems, such as the 360-Degree Appraisal System.
The second aspect is the performance part, which deals purely with numbers and figures. This is measured using various employee performance management systems, such as Key Performance Indicators.
You may choose to implement one of these first and then the other (my preference would be the 360-Degree Appraisal).
Thanks with warm regards,
Vinod
----------------------------------------------
[Inspired Global Indian](http://blogspot.com) *<link updated to site home>* ( [Search On Cite](https://www.citehr.com//results.php?q=Inspired Global Indian) | [Search On Google](https://www.google.com/search?q=Inspired Global Indian) )
From India, Bangalore
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Congratulations on being a part of such a dynamic company. Honoring the greatest asset of any company, i.e., Human Resources or their employees, is very professional and the need of the hour.
Selvakumar, there are two aspects to consider when appraising employees.
The first aspect is the behavioral part, which is very subjective and verifies the competencies required for a job or a particular position in the organization. This is typically done through various appraisal systems, such as the 360-Degree Appraisal System.
The second aspect is the performance part, which deals purely with numbers and figures. This is measured using various employee performance management systems, such as Key Performance Indicators.
You may choose to implement one of these first and then the other (my preference would be the 360-Degree Appraisal).
Thanks with warm regards,
Vinod
----------------------------------------------
[Inspired Global Indian](http://blogspot.com) *<link updated to site home>* ( [Search On Cite](https://www.citehr.com//results.php?q=Inspired Global Indian) | [Search On Google](https://www.google.com/search?q=Inspired Global Indian) )
From India, Bangalore
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