Hi all, I'm new here, what a great site.
Please could anyone suggest the best way to set up generic KPAs for Project Leaders and Assistants? We are a design company.
I need some advice specifically regarding weighting/ measuring. How is this done best?
I am not sure where to start as I don't have much experience in drafting these kinds of things, so a little unsure.
Thanks in advance.
From South Africa, Johannesburg
Please could anyone suggest the best way to set up generic KPAs for Project Leaders and Assistants? We are a design company.
I need some advice specifically regarding weighting/ measuring. How is this done best?
I am not sure where to start as I don't have much experience in drafting these kinds of things, so a little unsure.
Thanks in advance.
From South Africa, Johannesburg
Dear Fox1,
Following are the FAQs related to the weights:
+++++
Why use weights?
Weights can help you and your manager discuss priorities and agree on what is really important in the job. Because they should reflect the importance of the result, and not just the amount of time spent working, weights can help you to better manage your time.
What are the alternative forms for weights?
Weights can be set using at least three options: numbering, categories or percentages. Numbering from 1 to N does a good job of showing priority order, but does not easily show ties when two results have equal importance. Using categories such as high-medium-low allows for ties, but fails to reflect the real-world limits most of us deal with. For instance, many times a manager will assign “high” importance to every result, thus eliminating any communication of priority. The manager can do this because there are an infinite number of “high” labels available for use. But when everything is high priority, nothing is focused on.
Using percentages allows for clear definition of order, ties, and imposes a discipline of limits on the manager and employee. There is always limited time, energy and budget resources, and the limit of 100 percentage points allows this to be reflected in the priorities of the work. “Running out” of percentage points encourages the manager and employee to discuss ideas like narrowing the focus of the job by eliminating results to make the best use of limited resources.
How to assign weights?
To assign weights you distribute 100 percentage points across the results, based upon the importance of each result to your organization and not the amount of time spent. Weights are usually allocated in five percent increments. If you are using smaller increments, you have too many results.
After you finish assigning weights, make sure that the numbers reflect your feeling of the relative importance of each result.
* Does the most important result have the highest weight?
* Does the least important one have the lowest weight?
* Do results with the same importance have equal weights?
* Do the weights add up to 100%?
Example of weights for HR Executive: -
a) Maintaining Attendance Records 100% Accurate (per month) - 30%
b) Payroll Accuracy 100% (per month) - 30%
c) Submission of Statutory Returns by due date with 100% Accuracy - 30%
d) Completing Recruitment Process as per specified turnaround time - 10%
Total of the weights = 100%
+++++
Hope, the above explanation satisfies your query.
[I][COLOR="Blue"][COLOR="Blue"]Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
7879Following are the FAQs related to the weights:
+++++
Why use weights?
Weights can help you and your manager discuss priorities and agree on what is really important in the job. Because they should reflect the importance of the result, and not just the amount of time spent working, weights can help you to better manage your time.
What are the alternative forms for weights?
Weights can be set using at least three options: numbering, categories or percentages. Numbering from 1 to N does a good job of showing priority order, but does not easily show ties when two results have equal importance. Using categories such as high-medium-low allows for ties, but fails to reflect the real-world limits most of us deal with. For instance, many times a manager will assign “high” importance to every result, thus eliminating any communication of priority. The manager can do this because there are an infinite number of “high” labels available for use. But when everything is high priority, nothing is focused on.
Using percentages allows for clear definition of order, ties, and imposes a discipline of limits on the manager and employee. There is always limited time, energy and budget resources, and the limit of 100 percentage points allows this to be reflected in the priorities of the work. “Running out” of percentage points encourages the manager and employee to discuss ideas like narrowing the focus of the job by eliminating results to make the best use of limited resources.
How to assign weights?
To assign weights you distribute 100 percentage points across the results, based upon the importance of each result to your organization and not the amount of time spent. Weights are usually allocated in five percent increments. If you are using smaller increments, you have too many results.
After you finish assigning weights, make sure that the numbers reflect your feeling of the relative importance of each result.
* Does the most important result have the highest weight?
* Does the least important one have the lowest weight?
* Do results with the same importance have equal weights?
* Do the weights add up to 100%?
Example of weights for HR Executive: -
a) Maintaining Attendance Records 100% Accurate (per month) - 30%
b) Payroll Accuracy 100% (per month) - 30%
c) Submission of Statutory Returns by due date with 100% Accuracy - 30%
d) Completing Recruitment Process as per specified turnaround time - 10%
Total of the weights = 100%
+++++
Hope, the above explanation satisfies your query.
[I][COLOR="Blue"][COLOR="Blue"]Dinesh V Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
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