Dear Friends,
Please give your valuable time to my query & Guide me!
My Management asked to draft KRA & KPIs for all existing departments.
As Job Descriptions are mandatory for KRAs but all JDs need to be updated as per changing roles & responsibilities.
With JDs, first of all:
1. Goals of the organization,
2. department's KRAs and then
3. Individual KRA & KPI should be formulated.
Please correct me if I am wrong.
And for the formulation of the same, I need to understand all department workflow through discussions with each department head.
Here I do have a few queries, please guide me for clarification: -
1. Is it possible to develop KRAs without department's KRA?
2. What is Key Performance Area and how is it different from KRA & KPI?
3. The sequence of developing PMS is setting KRA, KPI, and then Goals and then Deadlines.
What is the role of Goals here and how to set goals.
One more problem I am facing is that line managers as well as top management are not interested in giving time to discuss the same. They just give me work to do but don't cooperate.
And whatever JDs have been formulated by me are not up to the mark as per my understanding because of the lack of information provided to me by department heads. As I analyzed, all employees are doing a lot of work than written in the JDs. So if I draft KRAs based on JDs, these would be inaccurate.
Please guide me? How to handle the issue...........
From India, Delhi
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21Please give your valuable time to my query & Guide me!
My Management asked to draft KRA & KPIs for all existing departments.
As Job Descriptions are mandatory for KRAs but all JDs need to be updated as per changing roles & responsibilities.
With JDs, first of all:
1. Goals of the organization,
2. department's KRAs and then
3. Individual KRA & KPI should be formulated.
Please correct me if I am wrong.
And for the formulation of the same, I need to understand all department workflow through discussions with each department head.
Here I do have a few queries, please guide me for clarification: -
1. Is it possible to develop KRAs without department's KRA?
2. What is Key Performance Area and how is it different from KRA & KPI?
3. The sequence of developing PMS is setting KRA, KPI, and then Goals and then Deadlines.
What is the role of Goals here and how to set goals.
One more problem I am facing is that line managers as well as top management are not interested in giving time to discuss the same. They just give me work to do but don't cooperate.
And whatever JDs have been formulated by me are not up to the mark as per my understanding because of the lack of information provided to me by department heads. As I analyzed, all employees are doing a lot of work than written in the JDs. So if I draft KRAs based on JDs, these would be inaccurate.
Please guide me? How to handle the issue...........
From India, Delhi
Acknowledge(0)Amend(0)
Hi...I saw ur post .....I think below content wil be helpful for u...
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
-------------------------------------------------
Value of KRAs.
Identifying KRAs helps individuals: ·
- Clarify their roles
-· Align their roles to the organisation’s business or strategic plan
-· Focus on results rather than activities
-· Communicate their role’s purposes to others
-· Set goals and objectives
-· Prioritize their activities,
-and therefore improve their time/work management
-· Make value-added decisions
--------------------------------------------------------------------------
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ===============
BEFORE YOU DEVELOP ''KRAs'', you must review the current the corporate
*VISION STATEMENT
*MISSION STATEMENT
THEN YOU MUST REVIEW
The senior management team's , based on the vision/ mission
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
THEN YOU MUST REVIEW THE RESPECTIVE DEPARTMENT'S
OBJECTIVES / STRATEGIES which are based on the established
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
which in turn is converted into
DEPARTMENTAL PLANS/STRATEGY
================================================== ====
BASED ON THE
the DEPARTMENTAL OBJECTIVES /STRATEGY.
the job descriptions are written/re written/reviewed or revised
as the situation may be.
=====================================
BEFORE YOU DEVELOP INDIVIDUAL'S KRAs
YOU MUST WRITE DOWN THE JOB DESCRIPTIONS.
==================================================
FROM THE JOB DESCRIPTIONS / DEPARTMENT OBJECTIVES
WE DEVELOP
KRA AND KPA
=======================================
HERE ARE TWO EXAMPLES
Position: HRM
Position reports to:
Chief Executive
Primary objective
Plan, develop and direct Human Resource policies for the organisation and implement procedures to achieve the most effective use of human resources to acl‑iieve profitability and business objectives.
Specific accountabilities/ responsibilities
Plan, make recommendations and devise personnel and industrial relations policy, in consultation with other senior management.
Establish and direct the organisation's HR procedures and strategies, taking account of the operating environment.
Develop, and direct the setting of performance targets, and participate in business planning and strategy determinations to ensure HR specifications meet the business objectives. Prepare budgets, and other management plans.
Monitor industrial relations developments to prevent and settle disputes. Direct negotiations with unions, industry groups and industrial authorities to determine agreements and minimise the possibility of industrial dispute.
Control and co‑ordinate activities such as personnel administration, staff selection and training, employee relations, wage and salary administration, security, health and safety, employee benefits and remuneration strategy.
Direct and maintain a corporate workforce plan and initiate appropriate action in relation to the organisation's use and development of employees.
Represent and direct the organisation in dealings with other organisations, employer groups, industry associations, unions, government authorities and other relevant bodies as required.
Control the collection, maintenance and interpretation of management information and records to monitor performance, control the preparation of reports (including Affirmative Action) and authorise the release of information.
Ensure the organisation's training activities are planned to meet current and future organisation and employee needs, and satisfv
government training requirements.
Review regularly the organisation's remuneration policy, including its market competitiveness, benefit and reward structures, and internal relativity and equity.
Make policy decisions as appropriate, and accept responsibility for operations, performance of staff, achievement of objectives and adherence to budgets.
Establish lines of control and delegate responsibilities to subordinate staff; control the selection and training of staff. May train and advise other managers in Human Resources or industrial relations matters.
Ensure all activities undertaken by Human Resource department employees comply with relevant Acts, legal demands and ethical standards.
========================================
THE KRAs for HR [ weightage of importance %]
1.RECRUITMENT/ SELECTION [ 20%]
2.WORKFORCE PLANNING/ DIVERSITY [ 20%]
3.PERFORMANCE MANAGEMENT [ 25%]
4.REWARD MANAGEMENT [20%]
5.WORKPLACE MANAGEMENT AND RELATIONS [ 10%]
6.BUILDING CAPABILITIES AND ORGANIZATION LEARNING [ 5%]
TOTAL [ 100% ]
====================================
THE KPI OF HR [ 2007 ]
KRA 1 -RECRUITMENT/ SELECTION
[KPI= average time taken per employee 2 months MAXIMUM]
====================================
KRA 2 - WORKFORCE PLANNING/ DIVERSITY
ABSENTEEISM [ KPI =maintain absent rate at 5%]
TURNOVER [ KPI = control turnover rate at 7%]
=====================================
KRA 3- PERFORMANCE MANAGEMENT
PERFORMANCE APPRAISALS [KPI = all staff to be appraised at least once annually]
===================================
KRA 4 - REWARD MANAGEMENT
MARKET ORIENTED SALARY STRUCTURING [ KPI = total compensation to sales 12%]
============================================
KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS
JOB EVALUATIONS [ KPI = 600 lower staff , below grade 4 to be evaluated]
===========================================
KRA 6 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING
TRAINING [ KPI = average training hours per employee annually= 3 days or 24 hours]
============================================
################################################## ##########
Position: Marketing Manager
Position reports to:
Chief Executive
Primary objective
Develop, direct and control the orgardsation's marketing business strategies and activities to achieve revenue, sales and profit targets.
Specific accountabilities/responsibilities
Direct all marketing activities for the achievement of short and long term business objectives, increased profit, and market control.
Establish and co‑ordinate the marketing objectives, policies and programmes within the context of the overall corporate plan and, where appropriate, recommend standards and set targets and quotas.
Liaise with the sales group in the preparation of the reports, budgets, and forecasts and ensure they are compatible with support sales plans.
Appraise the activities of the staff according to overall marketing strategies. Monitor and evaluate the performance, and the efficiency of staff and procedures.
Co‑ordinate subordinate staff to optimise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.
Direct marketing activities by setting product mix.
Control and monitor marketing methods, key customer strategies and other arrangements.
Direct and control marketing by planning or co‑ordinating advertising campaigns and promotional activities, product management, market analysis and research and other consulting work.
Direct the development of initiatives such as new products, new marketing techniques, new advertising campaigns, incentive bonus schemes and the dropping of unprofitable products.
Maintain necessary contact with major suppliers, customers, industry associations and government representatives to achieve the objectives of marketing.
May direct merchandising methods and distribution policy.
Select, or approve the selection and training of senior staff. Establish lines of control and delegate responsibilities to staff.
Ensure all the activities of the sales and marketing group comply with relevant Acts, legal demands and ethical standards.
================================================== ==
MARKETING KRAs [ weightage of importance %]
1.market share . [ 20% ]
2.new product launches success [ 25% ]
3.Gross profit contribution [ 20%]
4.Pricing [ 20%]
5.Promotions [15 %]
TOTAL [ 100 % ]
==================================================
THE KPI OF MARKETING [ 2007]
KRA 1 - MARKET SHARE
[KPI= improve market share by 15% MINIMUM]
====================================
KRA 2 - NEW PRODUCT LAUNCHES
[ KPI =AT LEAST 3 NEW PRODUCTS]
=====================================
KRA 3- GROSS PROFIT CONTRIBUTION
[KPI = IMPROVE GROSS PROFIT BY 20%]
===================================
KRA 4 - PRICING
MARKET ORIENTED PRICING [ KPI = INCREASE BY NET 12%]
============================================
KRA 5 - PROMOTIONS
EFFECTIVENESS [ KPI = improve effectiveness by 15%]
===========================================
##################################################
Key Result Areas
Once the job purpose is clear, you can then identify five or six areas in which results must be
achieved if the job purpose is to be fulfilled. These are the broad areas within a job that change little
from year to year. Everyone’s job can be broken into key result areas.
1.MANAGEMENT TRAINER
key result areas could be:
Design of solutions
Delivery of solutions
Evaluation of solutions
Budgets
Client satisfaction
Innovation
----------------------------------------------------
2.HUMAN RESOURCE SPECIALIST
key result areas could be:
Employee relations
Employee development
Compensation planning and administration
Policy development
Benefits administration
Career development
Statutory compliance
Human Resource information systems
------------------------------------------------------------------
3.GENERAL MANAGER OR SENIOR MANAGER
KEY RESULT AREAS COULD BE:
Internal operations
Market development
Profitability
Organisational structure
Organisational vision and mission
Asset and liability management
Board of directors relationship
Productivity
Financial strategy
Business development
Technology
Customer satisfaction
Community relations
Regulatory compliance
------------------------------------------------
4.SALES
key result areas could be:
New business acquisition
Territory management
Customer care
Lead generation
Lead follow up (internal and external)
Account management
Customer retention
Interpersonal skills
Negotiating skills
Product knowledge
Sales forecasting
--------------------------------------------------
5. MANUFACTURING
Key result areas could be :
Stock control
Maintenance
Labour relations
Waste
Reworks
Productivity
Health and Safety
Quality control
Record keeping
---------------------------------------------------------
6.MARKETING
key result areas could be:
Advertising
Promotional strategy
Pricing
Market research
Field support
Marketing materials
Media relations
Sales support
Agency relations
-----------------------------------------
7. HUMAN RESOURCES
key result areas could be :
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/ DIVERSITY
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT AND RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
------------------------------------------------------------------------------
8.GENERAL ADMINISTRATION
key result areas could include:
Correspondence
Filing
Records management
Administrative support
Internal customer relations
Equipment maintenance
Forms administration
Scheduling
Supply maintenance and purchasing
Telephone coverage
Project support
--------------------------------------------------------------
TRAINING AND DEVELOPMENT MANAGER
KRAs and KPIs.
KRA 1-deliver relevant and targeted programs to the
organization employees.
KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.
KPI 2--% INCREASE INCREASE IN TRAINING PROGRAMS
KPI 3--% INCREASE IN EMPLOYEE PARTICIPATION.
===============================================
KRA 2-promote the programs/learning culture
KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.
KPI 2--NUMBER OF DEPARTMENTS SATISFACTION LEVEL.
KPI 3--% INCREASE IN TYPES OF ACTIVITIES
===============================================
KRA 3-provide lead in the provision of
organization learning and development service
KPI 1--NO. OF TRAINING DAYS % INCREASE
KPI 2--NO. OF EMPLOYEES PARTICIPATING % INCREASE
KPI 3--NO. OF INHOUSE PROGRAMS % INCREASE
KPI 4--NO. OF EXTERNAL PROGRAMS ATTENDED %INCREASE.
KPI 5--NO. OF EXTERNAL TRAINING PACKAGES BOUGHT %INCREASE.
KPI 6--% INCREASE IN COST.
KPI 7--% INCREASE IN RESOURCE REQUIREMENTS.
================================================
KRA 4-improvements in capabilities/capacities
to deliver L&D.
KPI 1--PROGRAMS IMPLEMENTED ON TIME [ % ]
KPI 2--PROGRAMS IMPLEMENTED WITHIN BUDGET [ %]
KPI 3--EFFECTIVE USE OF PERFORMANCE MANAGEMENT
SYSTEM FOR DEVELOPMENT [ % ]
From India
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“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
-------------------------------------------------
Value of KRAs.
Identifying KRAs helps individuals: ·
- Clarify their roles
-· Align their roles to the organisation’s business or strategic plan
-· Focus on results rather than activities
-· Communicate their role’s purposes to others
-· Set goals and objectives
-· Prioritize their activities,
-and therefore improve their time/work management
-· Make value-added decisions
--------------------------------------------------------------------------
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ===============
BEFORE YOU DEVELOP ''KRAs'', you must review the current the corporate
*VISION STATEMENT
*MISSION STATEMENT
THEN YOU MUST REVIEW
The senior management team's , based on the vision/ mission
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
THEN YOU MUST REVIEW THE RESPECTIVE DEPARTMENT'S
OBJECTIVES / STRATEGIES which are based on the established
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
which in turn is converted into
DEPARTMENTAL PLANS/STRATEGY
================================================== ====
BASED ON THE
the DEPARTMENTAL OBJECTIVES /STRATEGY.
the job descriptions are written/re written/reviewed or revised
as the situation may be.
=====================================
BEFORE YOU DEVELOP INDIVIDUAL'S KRAs
YOU MUST WRITE DOWN THE JOB DESCRIPTIONS.
==================================================
FROM THE JOB DESCRIPTIONS / DEPARTMENT OBJECTIVES
WE DEVELOP
KRA AND KPA
=======================================
HERE ARE TWO EXAMPLES
Position: HRM
Position reports to:
Chief Executive
Primary objective
Plan, develop and direct Human Resource policies for the organisation and implement procedures to achieve the most effective use of human resources to acl‑iieve profitability and business objectives.
Specific accountabilities/ responsibilities
Plan, make recommendations and devise personnel and industrial relations policy, in consultation with other senior management.
Establish and direct the organisation's HR procedures and strategies, taking account of the operating environment.
Develop, and direct the setting of performance targets, and participate in business planning and strategy determinations to ensure HR specifications meet the business objectives. Prepare budgets, and other management plans.
Monitor industrial relations developments to prevent and settle disputes. Direct negotiations with unions, industry groups and industrial authorities to determine agreements and minimise the possibility of industrial dispute.
Control and co‑ordinate activities such as personnel administration, staff selection and training, employee relations, wage and salary administration, security, health and safety, employee benefits and remuneration strategy.
Direct and maintain a corporate workforce plan and initiate appropriate action in relation to the organisation's use and development of employees.
Represent and direct the organisation in dealings with other organisations, employer groups, industry associations, unions, government authorities and other relevant bodies as required.
Control the collection, maintenance and interpretation of management information and records to monitor performance, control the preparation of reports (including Affirmative Action) and authorise the release of information.
Ensure the organisation's training activities are planned to meet current and future organisation and employee needs, and satisfv
government training requirements.
Review regularly the organisation's remuneration policy, including its market competitiveness, benefit and reward structures, and internal relativity and equity.
Make policy decisions as appropriate, and accept responsibility for operations, performance of staff, achievement of objectives and adherence to budgets.
Establish lines of control and delegate responsibilities to subordinate staff; control the selection and training of staff. May train and advise other managers in Human Resources or industrial relations matters.
Ensure all activities undertaken by Human Resource department employees comply with relevant Acts, legal demands and ethical standards.
========================================
THE KRAs for HR [ weightage of importance %]
1.RECRUITMENT/ SELECTION [ 20%]
2.WORKFORCE PLANNING/ DIVERSITY [ 20%]
3.PERFORMANCE MANAGEMENT [ 25%]
4.REWARD MANAGEMENT [20%]
5.WORKPLACE MANAGEMENT AND RELATIONS [ 10%]
6.BUILDING CAPABILITIES AND ORGANIZATION LEARNING [ 5%]
TOTAL [ 100% ]
====================================
THE KPI OF HR [ 2007 ]
KRA 1 -RECRUITMENT/ SELECTION
[KPI= average time taken per employee 2 months MAXIMUM]
====================================
KRA 2 - WORKFORCE PLANNING/ DIVERSITY
ABSENTEEISM [ KPI =maintain absent rate at 5%]
TURNOVER [ KPI = control turnover rate at 7%]
=====================================
KRA 3- PERFORMANCE MANAGEMENT
PERFORMANCE APPRAISALS [KPI = all staff to be appraised at least once annually]
===================================
KRA 4 - REWARD MANAGEMENT
MARKET ORIENTED SALARY STRUCTURING [ KPI = total compensation to sales 12%]
============================================
KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS
JOB EVALUATIONS [ KPI = 600 lower staff , below grade 4 to be evaluated]
===========================================
KRA 6 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING
TRAINING [ KPI = average training hours per employee annually= 3 days or 24 hours]
============================================
################################################## ##########
Position: Marketing Manager
Position reports to:
Chief Executive
Primary objective
Develop, direct and control the orgardsation's marketing business strategies and activities to achieve revenue, sales and profit targets.
Specific accountabilities/responsibilities
Direct all marketing activities for the achievement of short and long term business objectives, increased profit, and market control.
Establish and co‑ordinate the marketing objectives, policies and programmes within the context of the overall corporate plan and, where appropriate, recommend standards and set targets and quotas.
Liaise with the sales group in the preparation of the reports, budgets, and forecasts and ensure they are compatible with support sales plans.
Appraise the activities of the staff according to overall marketing strategies. Monitor and evaluate the performance, and the efficiency of staff and procedures.
Co‑ordinate subordinate staff to optimise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.
Direct marketing activities by setting product mix.
Control and monitor marketing methods, key customer strategies and other arrangements.
Direct and control marketing by planning or co‑ordinating advertising campaigns and promotional activities, product management, market analysis and research and other consulting work.
Direct the development of initiatives such as new products, new marketing techniques, new advertising campaigns, incentive bonus schemes and the dropping of unprofitable products.
Maintain necessary contact with major suppliers, customers, industry associations and government representatives to achieve the objectives of marketing.
May direct merchandising methods and distribution policy.
Select, or approve the selection and training of senior staff. Establish lines of control and delegate responsibilities to staff.
Ensure all the activities of the sales and marketing group comply with relevant Acts, legal demands and ethical standards.
================================================== ==
MARKETING KRAs [ weightage of importance %]
1.market share . [ 20% ]
2.new product launches success [ 25% ]
3.Gross profit contribution [ 20%]
4.Pricing [ 20%]
5.Promotions [15 %]
TOTAL [ 100 % ]
==================================================
THE KPI OF MARKETING [ 2007]
KRA 1 - MARKET SHARE
[KPI= improve market share by 15% MINIMUM]
====================================
KRA 2 - NEW PRODUCT LAUNCHES
[ KPI =AT LEAST 3 NEW PRODUCTS]
=====================================
KRA 3- GROSS PROFIT CONTRIBUTION
[KPI = IMPROVE GROSS PROFIT BY 20%]
===================================
KRA 4 - PRICING
MARKET ORIENTED PRICING [ KPI = INCREASE BY NET 12%]
============================================
KRA 5 - PROMOTIONS
EFFECTIVENESS [ KPI = improve effectiveness by 15%]
===========================================
##################################################
Key Result Areas
Once the job purpose is clear, you can then identify five or six areas in which results must be
achieved if the job purpose is to be fulfilled. These are the broad areas within a job that change little
from year to year. Everyone’s job can be broken into key result areas.
1.MANAGEMENT TRAINER
key result areas could be:
Design of solutions
Delivery of solutions
Evaluation of solutions
Budgets
Client satisfaction
Innovation
----------------------------------------------------
2.HUMAN RESOURCE SPECIALIST
key result areas could be:
Employee relations
Employee development
Compensation planning and administration
Policy development
Benefits administration
Career development
Statutory compliance
Human Resource information systems
------------------------------------------------------------------
3.GENERAL MANAGER OR SENIOR MANAGER
KEY RESULT AREAS COULD BE:
Internal operations
Market development
Profitability
Organisational structure
Organisational vision and mission
Asset and liability management
Board of directors relationship
Productivity
Financial strategy
Business development
Technology
Customer satisfaction
Community relations
Regulatory compliance
------------------------------------------------
4.SALES
key result areas could be:
New business acquisition
Territory management
Customer care
Lead generation
Lead follow up (internal and external)
Account management
Customer retention
Interpersonal skills
Negotiating skills
Product knowledge
Sales forecasting
--------------------------------------------------
5. MANUFACTURING
Key result areas could be :
Stock control
Maintenance
Labour relations
Waste
Reworks
Productivity
Health and Safety
Quality control
Record keeping
---------------------------------------------------------
6.MARKETING
key result areas could be:
Advertising
Promotional strategy
Pricing
Market research
Field support
Marketing materials
Media relations
Sales support
Agency relations
-----------------------------------------
7. HUMAN RESOURCES
key result areas could be :
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/ DIVERSITY
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT AND RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
------------------------------------------------------------------------------
8.GENERAL ADMINISTRATION
key result areas could include:
Correspondence
Filing
Records management
Administrative support
Internal customer relations
Equipment maintenance
Forms administration
Scheduling
Supply maintenance and purchasing
Telephone coverage
Project support
--------------------------------------------------------------
TRAINING AND DEVELOPMENT MANAGER
KRAs and KPIs.
KRA 1-deliver relevant and targeted programs to the
organization employees.
KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.
KPI 2--% INCREASE INCREASE IN TRAINING PROGRAMS
KPI 3--% INCREASE IN EMPLOYEE PARTICIPATION.
===============================================
KRA 2-promote the programs/learning culture
KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.
KPI 2--NUMBER OF DEPARTMENTS SATISFACTION LEVEL.
KPI 3--% INCREASE IN TYPES OF ACTIVITIES
===============================================
KRA 3-provide lead in the provision of
organization learning and development service
KPI 1--NO. OF TRAINING DAYS % INCREASE
KPI 2--NO. OF EMPLOYEES PARTICIPATING % INCREASE
KPI 3--NO. OF INHOUSE PROGRAMS % INCREASE
KPI 4--NO. OF EXTERNAL PROGRAMS ATTENDED %INCREASE.
KPI 5--NO. OF EXTERNAL TRAINING PACKAGES BOUGHT %INCREASE.
KPI 6--% INCREASE IN COST.
KPI 7--% INCREASE IN RESOURCE REQUIREMENTS.
================================================
KRA 4-improvements in capabilities/capacities
to deliver L&D.
KPI 1--PROGRAMS IMPLEMENTED ON TIME [ % ]
KPI 2--PROGRAMS IMPLEMENTED WITHIN BUDGET [ %]
KPI 3--EFFECTIVE USE OF PERFORMANCE MANAGEMENT
SYSTEM FOR DEVELOPMENT [ % ]
From India
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Dear Asha and Ravi,
Please read my post and check if a few queries still require your replies.
1. The sequence of developing PMS is setting KRA, KPI, then goals, and finally deadlines. What is the role of goals here and how to set goals?
Thank you.
From India, Delhi
Acknowledge(1)
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Please read my post and check if a few queries still require your replies.
1. The sequence of developing PMS is setting KRA, KPI, then goals, and finally deadlines. What is the role of goals here and how to set goals?
Thank you.
From India, Delhi
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Dear All, would request to please see my post and reply to get me clear picture.:idea::idea::idea::idea::idea::idea::idea:
From India, Delhi
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From India, Delhi
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Swati,
This is a problem in every organization. You will have to learn how to get work done from these kinds of individuals. If you have read about management in terms of Indian values, you have to use sham, dam, dand, bhed as required.
Furthermore, if department heads are not cooperating, ask your management to resolve the issue. Regarding KRAs and KPIs, I have sent you a live example. If there are any issues, please discuss those.
Thank you.
From India, Indore
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This is a problem in every organization. You will have to learn how to get work done from these kinds of individuals. If you have read about management in terms of Indian values, you have to use sham, dam, dand, bhed as required.
Furthermore, if department heads are not cooperating, ask your management to resolve the issue. Regarding KRAs and KPIs, I have sent you a live example. If there are any issues, please discuss those.
Thank you.
From India, Indore
Acknowledge(0)Amend(0)
Dear Swati,
Mr. Ravi Shankar has given good examples. Let me put my points as well regarding your queries; this will help a bit:
You have put 3 points with JD, but JD comes at a later stage.
1. As mentioned above, first comes vision, then
2. mission
3. goals
4. objectives (more specific)
After having the organization's objectives, targets, strategy, then comes the department's goals, objectives, or strategy. Though the origin of departments happens as per structural analysis over a period of time (let's not go there as of now).
Now, as you rightly said, since roles are changing and expanding, JD needs to be changed. But JD is the outcome of job evaluation, and there are certain methods to evaluate jobs, which even many outside consultants do for the organization. Or one can do it by having a committee within the organization. A growing organization may need to do this exercise every 2-3 years.
I am a bit skeptical about differences between KFA/KRA/KPI/KFA though Ravishankar has given some insight. These are related to JD but also with the department's objectives of a particular year.
As far as setting up objectives is concerned, it also depends upon the organization's way of setting the objectives as well as the managing style of managers. Also, you alone cannot decide or set objectives/KFA/KRA/KPI for others. Being in HR, we can be facilitators and process the activity and get it done on time with complete parity in the system. It's more a matter between subordinate and supervisor, and they are the ones who have to do it. For example, is it possible to decide a Marketing executive's KRA by you who is working under the National sales manager? I think no. You can do it based on your capacity, but it's neither accurately feasible nor a correct process.
I don't know the appraisal cycle of your organization, as KPIs may get changed also. And how much weightage to be given to which activity should be explained and decided between supervisor and subordinate.
Please let your management know it's a joint and deliberate exercise; you alone will get under huge pressure if doing it alone, and the whole year will end with a lot of confusions...even this depends upon the size of your organization.
Please keep discussing this and inform us of the progress...as it's a learning for me also.
Regards,
Rahul
From India, Mumbai
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Mr. Ravi Shankar has given good examples. Let me put my points as well regarding your queries; this will help a bit:
You have put 3 points with JD, but JD comes at a later stage.
1. As mentioned above, first comes vision, then
2. mission
3. goals
4. objectives (more specific)
After having the organization's objectives, targets, strategy, then comes the department's goals, objectives, or strategy. Though the origin of departments happens as per structural analysis over a period of time (let's not go there as of now).
Now, as you rightly said, since roles are changing and expanding, JD needs to be changed. But JD is the outcome of job evaluation, and there are certain methods to evaluate jobs, which even many outside consultants do for the organization. Or one can do it by having a committee within the organization. A growing organization may need to do this exercise every 2-3 years.
I am a bit skeptical about differences between KFA/KRA/KPI/KFA though Ravishankar has given some insight. These are related to JD but also with the department's objectives of a particular year.
As far as setting up objectives is concerned, it also depends upon the organization's way of setting the objectives as well as the managing style of managers. Also, you alone cannot decide or set objectives/KFA/KRA/KPI for others. Being in HR, we can be facilitators and process the activity and get it done on time with complete parity in the system. It's more a matter between subordinate and supervisor, and they are the ones who have to do it. For example, is it possible to decide a Marketing executive's KRA by you who is working under the National sales manager? I think no. You can do it based on your capacity, but it's neither accurately feasible nor a correct process.
I don't know the appraisal cycle of your organization, as KPIs may get changed also. And how much weightage to be given to which activity should be explained and decided between supervisor and subordinate.
Please let your management know it's a joint and deliberate exercise; you alone will get under huge pressure if doing it alone, and the whole year will end with a lot of confusions...even this depends upon the size of your organization.
Please keep discussing this and inform us of the progress...as it's a learning for me also.
Regards,
Rahul
From India, Mumbai
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Sry that will be quite unproffesional at my end. I will do some changes than I will post it.as its some confidential stuuf of one of my client. I will post it within few days,after certain changes.
From India, Indore
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From India, Indore
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thats ok. i can understand. i thought if u have sent it to Swati then can send it to us as well if possible. nyways plz try to post it after required changes.
From India, Mumbai
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From India, Mumbai
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Dear Rahul,
Thanks for your reply; it was really helpful. Could you please tell me the sequence of PMS, which is to formulate KRAs, KPIs, goals, and deadlines for the position?
Also, could you provide me with an example of KRA, KPI, goal, and deadline for any department?
Thank you.
From India, Delhi
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Thanks for your reply; it was really helpful. Could you please tell me the sequence of PMS, which is to formulate KRAs, KPIs, goals, and deadlines for the position?
Also, could you provide me with an example of KRA, KPI, goal, and deadline for any department?
Thank you.
From India, Delhi
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Hi Swati,
I tried to develop an Excel sheet as an example. Please check the attachment. It's an example of an HR executive handling recruitment and other tasks. The total should not exceed 100%. The idea is to first divide the objectives into major business results, such as Recruitment, Organizational structure, Attrition, Retention, Analysis, etc. Then, divide these into sub-objectives, put the measures of performance (i.e., how we will measure), and assign the weightage.
This process has to be done at the beginning of the appraisal cycle. During the performance review, ratings have to be given. However, these elements are not included in the attachment; it's only KRA-related.
Others, please share your views and attach if there are other good methods. Obviously, there are various methods to accomplish this.
Regards,
From India, Mumbai
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I tried to develop an Excel sheet as an example. Please check the attachment. It's an example of an HR executive handling recruitment and other tasks. The total should not exceed 100%. The idea is to first divide the objectives into major business results, such as Recruitment, Organizational structure, Attrition, Retention, Analysis, etc. Then, divide these into sub-objectives, put the measures of performance (i.e., how we will measure), and assign the weightage.
This process has to be done at the beginning of the appraisal cycle. During the performance review, ratings have to be given. However, these elements are not included in the attachment; it's only KRA-related.
Others, please share your views and attach if there are other good methods. Obviously, there are various methods to accomplish this.
Regards,
From India, Mumbai
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Dear Swati,
KRA AND KPA
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which a role is responsible. A typical role targets three to five KRA. KRAs are also known as key work outputs (KWOs).
Value
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description
Key result areas (KRAs) capture about 80% of a work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
EXAMPLE
SALES [ KRAs]
-customer sales revenue
-customer servicing level
-merchandising
-accounts relationship
-key accounts / major accounts service
=======================================
KEY PERFORMANCE AREAS
These are the areas within the business unit, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA, a set of KPI are set .
KRA and hence KPI is attributed to the person who
can have effect on the business results and is
self measured where applicable.
EXAMPLE
SALES
-sales target [ 15%] growth
CUSTOMER SERVICE
-raise service index by 6%
WAREHOUSING
-improve picking/ packing rate by 7%
You can have many KRAs/KPIs but 3/5 is workable
at best.
HOPE THIS IS USEFUL TO YOU.
From India, Calcutta
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KRA AND KPA
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which a role is responsible. A typical role targets three to five KRA. KRAs are also known as key work outputs (KWOs).
Value
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description
Key result areas (KRAs) capture about 80% of a work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
EXAMPLE
SALES [ KRAs]
-customer sales revenue
-customer servicing level
-merchandising
-accounts relationship
-key accounts / major accounts service
=======================================
KEY PERFORMANCE AREAS
These are the areas within the business unit, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA, a set of KPI are set .
KRA and hence KPI is attributed to the person who
can have effect on the business results and is
self measured where applicable.
EXAMPLE
SALES
-sales target [ 15%] growth
CUSTOMER SERVICE
-raise service index by 6%
WAREHOUSING
-improve picking/ packing rate by 7%
You can have many KRAs/KPIs but 3/5 is workable
at best.
HOPE THIS IS USEFUL TO YOU.
From India, Calcutta
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Hi Folks,
I have been reading everybody's suggestions and comments for quite a long time. Unfortunately, I am not able to post threads as I am not a part of this group. If someone could please send me an invite, so that I can be a part of the group.
Regards,
Chitraa:icon1:
From India, Delhi
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I have been reading everybody's suggestions and comments for quite a long time. Unfortunately, I am not able to post threads as I am not a part of this group. If someone could please send me an invite, so that I can be a part of the group.
Regards,
Chitraa:icon1:
From India, Delhi
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???? I guess u already posted some info below. I dont think there is a seperate invitation for joining the group.
From India, Madras
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From India, Madras
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Dear Swati,
I have been following the post you mailed. I guess you must have received more or less all information regarding the same. I am attaching the KRA sheet we used for our PMS system. This will give you insight into KRA, KPI, targets for each KRA, and ways to measure each KRA. KPA and KPI more or less mean the same.
Once you decide on the KRA for the department, only then will you be able to break it down at an individual level. And don't get disheartened. It took me 3 months only to derive KRA for a group of 40 people. It is said that people will first oppose you, then they will fight with you, then they will laugh at you, and then you win.
All the best.
From India, Mumbai
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I have been following the post you mailed. I guess you must have received more or less all information regarding the same. I am attaching the KRA sheet we used for our PMS system. This will give you insight into KRA, KPI, targets for each KRA, and ways to measure each KRA. KPA and KPI more or less mean the same.
Once you decide on the KRA for the department, only then will you be able to break it down at an individual level. And don't get disheartened. It took me 3 months only to derive KRA for a group of 40 people. It is said that people will first oppose you, then they will fight with you, then they will laugh at you, and then you win.
All the best.
From India, Mumbai
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KPI is the unit of measurement given to KRA’S, you can also say weightage given to KRA’S.that is the only difference.
From China, Qinhuangdao
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From China, Qinhuangdao
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Dear Swathi,
I'm also on the way to prepare a comprehensive Smart Goals for my employer. Some days back, I posted Smart Goals for the HR Department for review by seniors on CiteHR. The same is attached for your information and review. Please note that I've almost completed my work, and within a few days, I'll upload the Smart Goals for a Group of Companies containing 8 SBUs and over 80 Job Categories with objectives, vision, mission statements, and SBU Organization Chart.
Looking forward to receiving your comments to improve my efficiency.
Thanks & Best Regards,
Syed Muhammad Alam
Oman
From Oman, Muscat
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I'm also on the way to prepare a comprehensive Smart Goals for my employer. Some days back, I posted Smart Goals for the HR Department for review by seniors on CiteHR. The same is attached for your information and review. Please note that I've almost completed my work, and within a few days, I'll upload the Smart Goals for a Group of Companies containing 8 SBUs and over 80 Job Categories with objectives, vision, mission statements, and SBU Organization Chart.
Looking forward to receiving your comments to improve my efficiency.
Thanks & Best Regards,
Syed Muhammad Alam
Oman
From Oman, Muscat
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Dear Ms.Swati Saxena,
Following is the earlier post on above topic by MR. Leo...
I felt it will help you... Have a nice time..
Thanks Mr. Leo.
Regards,
Vijay.
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ================
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
============================================-=======
KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS]
-KPIs [KEY PERFORMANCE INDICATORS]
===================================
KEY PERFORMANCE AREAS
These are the areas within the HR DEPARTMENT, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
================================================== ======
HERE IS AN EXAMPLE, WHICH YOU CAN USE TO DEVELOP
OTHERS FOR YOUR ORGANIZATION.
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT'S OBJECTIVE
-Achieve high productivity level in all activities [ say by 10%]
-------------------------------------------------------
KRA 1
-RECRUITMENT/ SELECTION
KPA --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
-------------------------------------------
KRA 2
-WORKPLACE MANAGEMENT
KPA -labour turnover
KPI ---reduce the labor turnover by 20%
KPI ----benchmark total HR COSTS externally.
------------------------------------------------
KRA 3
-SAFETY AND HEALTH WORKPLACE
KPA ---workplace accidents
KPI ----reduce workplace accidents by 10%
---------------------------------------------
KRA 4
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA ----TRAINING
KPI --- ALL WORKFORCE below middle management should
receive a minimum of 4 days of training.
=========================================
THIS IS , ROUGHLY, HOW HR DEPARTMENTS
KRAs / KPAs / KPIs ARE SET , MONITORED AND
EVALUATED.
THIS CAN BE APPLIED TO ALL OTHER FUNCTIONAL
DEPARTMENTS LIKE MARKETING / SALES / PRODUCTION ETC.
From India, Bangalore
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Following is the earlier post on above topic by MR. Leo...
I felt it will help you... Have a nice time..
Thanks Mr. Leo.
Regards,
Vijay.
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ================
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
============================================-=======
KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS]
-KPIs [KEY PERFORMANCE INDICATORS]
===================================
KEY PERFORMANCE AREAS
These are the areas within the HR DEPARTMENT, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
================================================== ======
HERE IS AN EXAMPLE, WHICH YOU CAN USE TO DEVELOP
OTHERS FOR YOUR ORGANIZATION.
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT'S OBJECTIVE
-Achieve high productivity level in all activities [ say by 10%]
-------------------------------------------------------
KRA 1
-RECRUITMENT/ SELECTION
KPA --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
-------------------------------------------
KRA 2
-WORKPLACE MANAGEMENT
KPA -labour turnover
KPI ---reduce the labor turnover by 20%
KPI ----benchmark total HR COSTS externally.
------------------------------------------------
KRA 3
-SAFETY AND HEALTH WORKPLACE
KPA ---workplace accidents
KPI ----reduce workplace accidents by 10%
---------------------------------------------
KRA 4
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA ----TRAINING
KPI --- ALL WORKFORCE below middle management should
receive a minimum of 4 days of training.
=========================================
THIS IS , ROUGHLY, HOW HR DEPARTMENTS
KRAs / KPAs / KPIs ARE SET , MONITORED AND
EVALUATED.
THIS CAN BE APPLIED TO ALL OTHER FUNCTIONAL
DEPARTMENTS LIKE MARKETING / SALES / PRODUCTION ETC.
From India, Bangalore
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Key process indicators or Key process areas represent the route or the process adopted to achieve the respective Key Result Area and are equally important as achieving the KRAs. One has to win a prize only after following the specified ethical/legal route or procedure.
Anand
From India, Delhi
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Anand
From India, Delhi
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Hi,
Please provide the following information for the KPI appraisal form format and KPIs. Please consider the following KPIs:
5.1. Leadership
5.2. Integrity
5.3. Judgment
5.4. Sensitivity
5.5. Knowledge
5.6. Attitude
5.7. Skills
5.8. Community Relationship
5.9. Political Effectiveness
5.10. Board Relationship
5.11. Analyzing
5.12. Interpreting
5.13. Creating
5.14. Creating
5.15. Conceptualizing
5.16. Organizing
5.17. Execution
5.18. Enterprising
5.19. Deciding
5.20. Supporting
5.21. Cooperation
5.22. Interacting
5.23. Presenting
5.24. Adapting
5.25. Coping
5.26. Financial Strategic Ability
5.27. Process Innovation
5.28. People-Related Strategies
5.29. Superior Opinion
5.30. Peer's Opinion
5.31. Subordinate Opinion
5.32. Internal Customer
5.33. Health
You have to prepare the attribution for each performance indicator.
Thank you.
From India
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Please provide the following information for the KPI appraisal form format and KPIs. Please consider the following KPIs:
5.1. Leadership
5.2. Integrity
5.3. Judgment
5.4. Sensitivity
5.5. Knowledge
5.6. Attitude
5.7. Skills
5.8. Community Relationship
5.9. Political Effectiveness
5.10. Board Relationship
5.11. Analyzing
5.12. Interpreting
5.13. Creating
5.14. Creating
5.15. Conceptualizing
5.16. Organizing
5.17. Execution
5.18. Enterprising
5.19. Deciding
5.20. Supporting
5.21. Cooperation
5.22. Interacting
5.23. Presenting
5.24. Adapting
5.25. Coping
5.26. Financial Strategic Ability
5.27. Process Innovation
5.28. People-Related Strategies
5.29. Superior Opinion
5.30. Peer's Opinion
5.31. Subordinate Opinion
5.32. Internal Customer
5.33. Health
You have to prepare the attribution for each performance indicator.
Thank you.
From India
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Thank you for all of your sharing. I wonder if you can help me to clarify the link between KPI and Balanced Scorecards. Is it the same purpose? I am rather confused on this matter.
Do you have KPI examples for a Policy Administration position within the Insurance Industry? Please share some samples with me.
Thanks very much.
From Vietnam, Ho Chi Minh City
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Do you have KPI examples for a Policy Administration position within the Insurance Industry? Please share some samples with me.
Thanks very much.
From Vietnam, Ho Chi Minh City
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Key Result Areas [KRA]
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: • Clarify their roles • Align their roles to the organization’s business or strategic plan • Focus on results rather than activities • Communicate their role’s purposes to others • Set goals and objectives • Prioritize their activities, and therefore improve their time/work management • Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organization).
Key Performance Areas [KPA]
When the key results area is large, it is broken into manageable areas for managing/ evaluation.
these sub-sections of KRAs are called KPA
Example:
KRA = RECRUITMENT/ SELECTION
KPA 1= RECRUITMENT
KPA 2 = SELECTION
Key Performance Indicators [KPI]
To manage each KRA/ KPAs, a set of KPI are set.
KRA and hence KPI is attributed to the department /INDIVIDUAL which can have effect on the business results and is self measured where applicable.
From India, Gurgaon
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0
0
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: • Clarify their roles • Align their roles to the organization’s business or strategic plan • Focus on results rather than activities • Communicate their role’s purposes to others • Set goals and objectives • Prioritize their activities, and therefore improve their time/work management • Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organization).
Key Performance Areas [KPA]
When the key results area is large, it is broken into manageable areas for managing/ evaluation.
these sub-sections of KRAs are called KPA
Example:
KRA = RECRUITMENT/ SELECTION
KPA 1= RECRUITMENT
KPA 2 = SELECTION
Key Performance Indicators [KPI]
To manage each KRA/ KPAs, a set of KPI are set.
KRA and hence KPI is attributed to the department /INDIVIDUAL which can have effect on the business results and is self measured where applicable.
From India, Gurgaon
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(Fact Checked)-The user's reply provides accurate information on Key Result Areas (KRAs), Key Performance Areas (KPAs), and Key Performance Indicators (KPIs) and their significance in performance management. (1 Acknowledge point)
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Hello everyone, please shed some light on this topic. Are the KRAs the same for a department? Will the KRAs for the training department differ from those of the recruitment department? Will the KRAs for a GM be the same as those for an AGM within a department? How do KRAs differ from individual objectives?
From India, Mumbai
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0
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From India, Mumbai
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(Fact Checked)-The KRAs can vary by department and position. KRAs for different departments and roles will differ based on their specific functions and responsibilities. (1 Acknowledge point)
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(Fact Checked)-[response] The user reply provides a comprehensive explanation of Key Result Areas (KRAs) and Key Performance Areas (KPAs), aligning them with departmental objectives. It is accurate and informative. (1 Acknowledge point)