Dear Friends,
I am working in a BPO and am currently in the process of setting KRAs for each department. Our nature of business is completely dependent on the clients. So unlike manufacturing concerns, we are not able to work out KRAs based on organizational/departmental goals as goals vary from project to project. To get a better picture, I have attached the tasks of the quality department.
We have listed down the activities of the department and have identified them into core functions (4-5) and tasks (based on the core function) and have also identified the skills required to perform each core function. Please help me frame this in a manner wherein I can identify the KRAs for this department and the KPIs so that they become measurable.
From India, Bharuch
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17I am working in a BPO and am currently in the process of setting KRAs for each department. Our nature of business is completely dependent on the clients. So unlike manufacturing concerns, we are not able to work out KRAs based on organizational/departmental goals as goals vary from project to project. To get a better picture, I have attached the tasks of the quality department.
We have listed down the activities of the department and have identified them into core functions (4-5) and tasks (based on the core function) and have also identified the skills required to perform each core function. Please help me frame this in a manner wherein I can identify the KRAs for this department and the KPIs so that they become measurable.
From India, Bharuch
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Hi, I have attached the KPI’s for "Audit" and "Query Resolution". I doubt whether it really works for your industry. Regards, Vinod
From India, Madras
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From India, Madras
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My friend,
I have gone through the Excel. I believe there is a systematic approach to building a KRA. I can definitely guide you. The foremost exercise would be to approach either by role profiling combined with process mapping to give a complete drill on process specifics.
Secondly, understanding value-added and non-value-added aspects will help in grasping the key process indicators.
Thirdly, to measure any process, you need to know three things:
- The process steps
- Process value additions or the outcome of each process step output
- Answer the "WH" questions on what you wish to measure, how you wish to measure, when you wish to measure, what interval you wish to measure. Most of the answers are always present; it's just about spending some quality time brainstorming to put it on paper.
Finally, the KRAs are formulated based on those inputs.
Hope this helps. If you need further assistance, feel free to reach out.
Regards,
highwaydon
From India, Bangalore
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I have gone through the Excel. I believe there is a systematic approach to building a KRA. I can definitely guide you. The foremost exercise would be to approach either by role profiling combined with process mapping to give a complete drill on process specifics.
Secondly, understanding value-added and non-value-added aspects will help in grasping the key process indicators.
Thirdly, to measure any process, you need to know three things:
- The process steps
- Process value additions or the outcome of each process step output
- Answer the "WH" questions on what you wish to measure, how you wish to measure, when you wish to measure, what interval you wish to measure. Most of the answers are always present; it's just about spending some quality time brainstorming to put it on paper.
Finally, the KRAs are formulated based on those inputs.
Hope this helps. If you need further assistance, feel free to reach out.
Regards,
highwaydon
From India, Bangalore
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