Dear Professionals,
Can anybody help me in defining KRAs for the following positions in a training and placement institute?
Center Head
HR Executive
Recruiter
Trainer
Finance head
Your enriched experience will be a great help to achieve perfection.
Thank you in anticipation.
From India, Pune
Can anybody help me in defining KRAs for the following positions in a training and placement institute?
Center Head
HR Executive
Recruiter
Trainer
Finance head
Your enriched experience will be a great help to achieve perfection.
Thank you in anticipation.
From India, Pune
Do you know what KRA stand for??? What is the purpose of asking this question, academic or...??
KRA alone stands for Knowledge resources and Assessment/Applicability under the HR Knowledge management system......
But you also have KRS and KPA where KRA will be considered as the Key Result Area and Key Performance Area where this study fall under the HR Development...
Since you are referring to the second one you may just use the findiinfo option given in this Cite, there might already shall have been discussed, since this is the quite routine topic if I am not wrong......
If you are referring to the first one we may discuss .......
From India, Bangalore
201KRA alone stands for Knowledge resources and Assessment/Applicability under the HR Knowledge management system......
But you also have KRS and KPA where KRA will be considered as the Key Result Area and Key Performance Area where this study fall under the HR Development...
Since you are referring to the second one you may just use the findiinfo option given in this Cite, there might already shall have been discussed, since this is the quite routine topic if I am not wrong......
If you are referring to the first one we may discuss .......
From India, Bangalore
How do you think that has priority under Training and Development as you have mentioned above?!!
Well, KRA is a hardly known model where Knowledge, Resources And Its Applicability is analyzed in order to observe the overall developmental aspects of the organization. This Simple module has not got any importance, may be because of the reason that these are inevitable to be observed along with other parameters, and has a very general application. This module is more to be observed by the employer point of view, how the employer shall applied and utilize the KRAs where ever is needed, especially the branches are undergoing losses. This is more useful in the service sector then in the manufacturing. The employer shall start with the analysis of the existing and upcoming problems, later the suitable HR to be appointed (mostly the managerial level), and this appointment shall take using the KSA (Knowledge, Skills and Accountability) of the employees who posses the capability to resolve the issues in a way expected, later the resources include the existing and acquirable, include the human resources mainly and the investment (finance, infrastructure, tools necessary for the better service depending upon the kind of service;.....) later, the applicability and assessment of the HR and Resources in hand in order to execute and develop, again the process begins from the begging if the results show the necessity of the same, and the finalization of execution.
To be frank, even I had no idea of this KRA (knowledge, Resources and Applicability/assessment) untill I read it somewhere in an old book as a model. Anyways, it is very simple and has a wide applicability and general in nature too, hardly reconised as a model.
But, for the purpose of your issues above, the Key Result Areas is the one in reference...... All the best... have a nice day.......
From India, Bangalore
Well, KRA is a hardly known model where Knowledge, Resources And Its Applicability is analyzed in order to observe the overall developmental aspects of the organization. This Simple module has not got any importance, may be because of the reason that these are inevitable to be observed along with other parameters, and has a very general application. This module is more to be observed by the employer point of view, how the employer shall applied and utilize the KRAs where ever is needed, especially the branches are undergoing losses. This is more useful in the service sector then in the manufacturing. The employer shall start with the analysis of the existing and upcoming problems, later the suitable HR to be appointed (mostly the managerial level), and this appointment shall take using the KSA (Knowledge, Skills and Accountability) of the employees who posses the capability to resolve the issues in a way expected, later the resources include the existing and acquirable, include the human resources mainly and the investment (finance, infrastructure, tools necessary for the better service depending upon the kind of service;.....) later, the applicability and assessment of the HR and Resources in hand in order to execute and develop, again the process begins from the begging if the results show the necessity of the same, and the finalization of execution.
To be frank, even I had no idea of this KRA (knowledge, Resources and Applicability/assessment) untill I read it somewhere in an old book as a model. Anyways, it is very simple and has a wide applicability and general in nature too, hardly reconised as a model.
But, for the purpose of your issues above, the Key Result Areas is the one in reference...... All the best... have a nice day.......
From India, Bangalore
KRA
“Key Result Areas” or KRAs refer to general areas of outputs or outcomes for which the department’s role is responsible.
Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable.
Why KRAs?
• To have clearly defined and achievable goals.
• To measure and communicate your progress during the year in terms of identified targets.
• To manage your skills development. Identify areas for development.
• To contribute to the company’s wealth creation.
• To obtain timely communications and feedback that will allow you to stay aligned and change direction when needed.
• To promote an environment of alignment and self-management.
So the importance of KRA is to
• Set goals and objectives
• Prioritize their activities, and therefore improve their time/work management
• Make value-added decisions
• Clarify roles of department or individual
• Focus on results rather than activities
• Align their roles to the organization’s business or strategic plan
• Communicate their role’s purposes to others
Conditions of KRAs
• Key result areas (KRAs) capture about 80% of the department’s work role. The remainders are usually devoted to areas of shared responsibility.
• Each KRA should capture at least 5 % of work role
“Writing SMART Goals (also called KRAs) from Job Descriptions”
Here are 9 steps suggested by Go through employee’s Job Description. If Job Description is not updated talk to employee and his/her Manager or may be manager’s manager also.
Try to find out exactly what the employee is supposed to achieve.
Based on your reading and discussions, make a list of the functions and responsibilities which are critical to the employee’s job.
Categorize these critical functions and responsibilities in two categories:
i. (4.1) Which can be measured whether in numbers or percentages or yes/no.
ii. (4.2) Which cannot be measured in numbers and cannot be calculated.
Ones in 4.1 are the ones that can be converted to Goals (KRAs).
Make a list of all critical functions.
Write a self-explanatory (1 sentence) definition of each Goal (KRA).
If you plan to follow BSC (Balanced Score Card) Pattern, then categorize each goal into one of the following categories: Customer, Financial, Internal Business Process, Learning and Growth.
There after describe each Goal (KRA). Make sure you mention a measurable target to be achieved and time frame for achievement of the Goal (KRA).
Difference between KRA and KPI
Each role in a company generally has a number of KRAs, which define the key areas that the employee needs to produce results in (for example, for a HR Manager, one of the Key Result Areas might be Recruitment). Typically organisations like to define a set of KRA’s for each role in an company, so that everybody’s clear on the exact areas that the role is responsible for, and the incumbent is clear where they need to focus their attention.
KPI stands for Key Performance Indicator – KPIs describe the indicators of performance or success for an employee. Again, using the example of the HR Manager who has Recruitment as one of their KRA’s, a typical KPI for this HR Manager might be “Recruitment of Level 1 Positions within 3 months of notified vacancy and within 90% of budget”.
Many companies have slight variations on this theme, and sometimes KPI’s/KRA’s get mixed up and combined. Which is not always a major problem; as long as in the end, people understand what their job are (KRA’s) and what results they need to deliver (KPI’s)
Difference between JD and KRA’s -
JD stands for Job Description – It will give the broad description or picture of any job.
KRA’s- It is very specific to organization short term and present goal.
From India, Mumbai
“Key Result Areas” or KRAs refer to general areas of outputs or outcomes for which the department’s role is responsible.
Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable.
Why KRAs?
• To have clearly defined and achievable goals.
• To measure and communicate your progress during the year in terms of identified targets.
• To manage your skills development. Identify areas for development.
• To contribute to the company’s wealth creation.
• To obtain timely communications and feedback that will allow you to stay aligned and change direction when needed.
• To promote an environment of alignment and self-management.
So the importance of KRA is to
• Set goals and objectives
• Prioritize their activities, and therefore improve their time/work management
• Make value-added decisions
• Clarify roles of department or individual
• Focus on results rather than activities
• Align their roles to the organization’s business or strategic plan
• Communicate their role’s purposes to others
Conditions of KRAs
• Key result areas (KRAs) capture about 80% of the department’s work role. The remainders are usually devoted to areas of shared responsibility.
• Each KRA should capture at least 5 % of work role
“Writing SMART Goals (also called KRAs) from Job Descriptions”
Here are 9 steps suggested by Go through employee’s Job Description. If Job Description is not updated talk to employee and his/her Manager or may be manager’s manager also.
Try to find out exactly what the employee is supposed to achieve.
Based on your reading and discussions, make a list of the functions and responsibilities which are critical to the employee’s job.
Categorize these critical functions and responsibilities in two categories:
i. (4.1) Which can be measured whether in numbers or percentages or yes/no.
ii. (4.2) Which cannot be measured in numbers and cannot be calculated.
Ones in 4.1 are the ones that can be converted to Goals (KRAs).
Make a list of all critical functions.
Write a self-explanatory (1 sentence) definition of each Goal (KRA).
If you plan to follow BSC (Balanced Score Card) Pattern, then categorize each goal into one of the following categories: Customer, Financial, Internal Business Process, Learning and Growth.
There after describe each Goal (KRA). Make sure you mention a measurable target to be achieved and time frame for achievement of the Goal (KRA).
Difference between KRA and KPI
Each role in a company generally has a number of KRAs, which define the key areas that the employee needs to produce results in (for example, for a HR Manager, one of the Key Result Areas might be Recruitment). Typically organisations like to define a set of KRA’s for each role in an company, so that everybody’s clear on the exact areas that the role is responsible for, and the incumbent is clear where they need to focus their attention.
KPI stands for Key Performance Indicator – KPIs describe the indicators of performance or success for an employee. Again, using the example of the HR Manager who has Recruitment as one of their KRA’s, a typical KPI for this HR Manager might be “Recruitment of Level 1 Positions within 3 months of notified vacancy and within 90% of budget”.
Many companies have slight variations on this theme, and sometimes KPI’s/KRA’s get mixed up and combined. Which is not always a major problem; as long as in the end, people understand what their job are (KRA’s) and what results they need to deliver (KPI’s)
Difference between JD and KRA’s -
JD stands for Job Description – It will give the broad description or picture of any job.
KRA’s- It is very specific to organization short term and present goal.
From India, Mumbai
Plz ignore the above write-up, have made some necessary changes
“Key Result Areas” or KRAs refer to general areas of outputs or outcomes for which the department’s role is responsible.
Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable.
Why KRAs?
• To have clearly defined and achievable goals.
• To measure and communicate your progress during the year in terms of identified targets.
• To manage your skills development. Identify areas for development.
• To contribute to the company’s wealth creation.
• To obtain timely communications and feedback that will allow you to stay aligned and change direction when needed.
• To promote an environment of alignment and self-management.
So the importance of KRA is to
• Set goals and objectives
• Prioritize their activities, and therefore improve their time/work management
• Make value-added decisions
• Clarify roles of department or individual
• Focus on results rather than activities
• Align their roles to the organization’s business or strategic plan
• Communicate their role’s purposes to others
Conditions of KRAs
• Key result areas (KRAs) capture about 80% of the department’s work role. The remainders are usually devoted to areas of shared responsibility.
• Each KRA should capture at least 5 % of work role
“Writing SMART Goals (also called KRAs) from Job Descriptions”
Here are 8 steps suggested by Go through employee’s Job Description. If Job Description is not updated talk to employee and his/her Manager or may be manager’s manager also.
1. Try to find out exactly what the employee is supposed to achieve.
2. Based on your reading and discussions, make a list of the functions and responsibilities which are critical to the employee’s job.
3. Categorize these critical functions and responsibilities in two categories:
i. (4.1) Which can be measured whether in numbers or percentages or yes/no.
ii. (4.2) Which cannot be measured in numbers and cannot be calculated.
4. Ones in 4.1 are the ones that can be converted to Goals (KRAs).
5. Make a list of all critical functions.
6. Write a self-explanatory (1 sentence) definition of each Goal (KRA).
7. If you plan to follow BSC (Balanced Score Card) Pattern, then categorize each goal into one of the following categories: Customer, Financial, Internal Business Process, Learning and Growth.
8. There after describe each Goal (KRA). Make sure you mention a measurable target to be achieved and time frame for achievement of the Goal (KRA).
Difference between KRA and KPI
Each role in a company generally has a number of KRAs, which define the key areas that the employee needs to produce results in (for example, for a HR Manager, one of the Key Result Areas might be Recruitment). Typically organisations like to define a set of KRA's for each role in an company, so that everybody's clear on the exact areas that the role is responsible for, and the incumbent is clear where they need to focus their attention.
KPI stands for Key Performance Indicator - KPIs describe the indicators of performance or success for an employee. Again, using the example of the HR Manager who has Recruitment as one of their KRA's, a typical KPI for this HR Manager might be "Recruitment of Level 1 Positions within 3 months of notified vacancy and within 90% of budget".
Many companies have slight variations on this theme, and sometimes KPI's/KRA's get mixed up and combined. Which is not always a major problem; as long as in the end, people understand what their job are (KRA's) and what results they need to deliver (KPI's)
Difference between JD and KRA's -
JD stands for Job Description - It will give the broad description or picture of any job.
KRA's- It is very specific to organization short term and present goal.
From India, Mumbai
“Key Result Areas” or KRAs refer to general areas of outputs or outcomes for which the department’s role is responsible.
Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable.
Why KRAs?
• To have clearly defined and achievable goals.
• To measure and communicate your progress during the year in terms of identified targets.
• To manage your skills development. Identify areas for development.
• To contribute to the company’s wealth creation.
• To obtain timely communications and feedback that will allow you to stay aligned and change direction when needed.
• To promote an environment of alignment and self-management.
So the importance of KRA is to
• Set goals and objectives
• Prioritize their activities, and therefore improve their time/work management
• Make value-added decisions
• Clarify roles of department or individual
• Focus on results rather than activities
• Align their roles to the organization’s business or strategic plan
• Communicate their role’s purposes to others
Conditions of KRAs
• Key result areas (KRAs) capture about 80% of the department’s work role. The remainders are usually devoted to areas of shared responsibility.
• Each KRA should capture at least 5 % of work role
“Writing SMART Goals (also called KRAs) from Job Descriptions”
Here are 8 steps suggested by Go through employee’s Job Description. If Job Description is not updated talk to employee and his/her Manager or may be manager’s manager also.
1. Try to find out exactly what the employee is supposed to achieve.
2. Based on your reading and discussions, make a list of the functions and responsibilities which are critical to the employee’s job.
3. Categorize these critical functions and responsibilities in two categories:
i. (4.1) Which can be measured whether in numbers or percentages or yes/no.
ii. (4.2) Which cannot be measured in numbers and cannot be calculated.
4. Ones in 4.1 are the ones that can be converted to Goals (KRAs).
5. Make a list of all critical functions.
6. Write a self-explanatory (1 sentence) definition of each Goal (KRA).
7. If you plan to follow BSC (Balanced Score Card) Pattern, then categorize each goal into one of the following categories: Customer, Financial, Internal Business Process, Learning and Growth.
8. There after describe each Goal (KRA). Make sure you mention a measurable target to be achieved and time frame for achievement of the Goal (KRA).
Difference between KRA and KPI
Each role in a company generally has a number of KRAs, which define the key areas that the employee needs to produce results in (for example, for a HR Manager, one of the Key Result Areas might be Recruitment). Typically organisations like to define a set of KRA's for each role in an company, so that everybody's clear on the exact areas that the role is responsible for, and the incumbent is clear where they need to focus their attention.
KPI stands for Key Performance Indicator - KPIs describe the indicators of performance or success for an employee. Again, using the example of the HR Manager who has Recruitment as one of their KRA's, a typical KPI for this HR Manager might be "Recruitment of Level 1 Positions within 3 months of notified vacancy and within 90% of budget".
Many companies have slight variations on this theme, and sometimes KPI's/KRA's get mixed up and combined. Which is not always a major problem; as long as in the end, people understand what their job are (KRA's) and what results they need to deliver (KPI's)
Difference between JD and KRA's -
JD stands for Job Description - It will give the broad description or picture of any job.
KRA's- It is very specific to organization short term and present goal.
From India, Mumbai
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HR KRAs - 2007 (Final1).xls
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