Pls help me out, i am working in a pharma company and have to the KRA & KPA exercise in my organization........can i get a format or form as guidelines to work on, i already have JD's prepared......
Thanking you......
From India, Vadodara
2Thanking you......
From India, Vadodara
Hi Bhavna Bhadka,
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.
Hope this help u
Regards
shubha
From United Arab Emirates, Dubai
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.
Hope this help u
Regards
shubha
From United Arab Emirates, Dubai
Thank you so much Shubha........can u help me indesigning a form of KRA where it can be filled by the employees and then can be evaluate.
If you have any such format or form....please do send me....
Thanking you....
From India, Vadodara
If you have any such format or form....please do send me....
Thanking you....
From India, Vadodara
Hi Bhavna Bhadka,
Here is the Template , you can modify it.
Employee name: Date hired in this organization:
Department : Last day of probation :
Rating :
Outstanding A
Good B
Average C
Below Average D
Unacceptable E
No Rating Give an example especially for A and E rating
1 Quantity ofWork(Productivity)
2 Quality of Work
3 Knowledge of Job
4 Response toSupervision
5 Cooperation with others
6 Attendance andReliability
7 Initiative andCreativity
8 Capacity toDevelop
9 Overall Rating
Comments:
Supervisor’s Signature Date
Department Head's Signature Date
Annexure
No OutstandingA Above AverageB AverageC Below AverageD UnacceptableE
1 Quantity ofWork(Productivity) Highly productive and timely Occasionally exceeds requirements. always timely Meets requirements on a timely basis. Occasionally fails to meet requirements Does not meet requirements.
2 Quality of Work Unusual accuracy, though, effective Work is very well executed and effective Work is accurate with almost no errors Work has some errors so that it must be occasionally redone Work must be redone because of errors. much improvement needed
3 Knowledge of Job Understands work well enough to propose and / or implement improvement Excellent knowledge of all phases of work Knows how and why to do all phases of assigned work Insufficient knowledge of some of the phases of assigned work. Satisfactory knowledge of routine phases of assigned work. Inadequate comprehension of work.
4 Response toSupervision Independently puts forth efforts to improve performance and work habits. Seeks counsel on ways to improve and exceeds suggestions Willingly accepts suggestions for improvement and occasionally seeks counsel on performance and work habits Improves work habits and performance when counseled Needs to be reminded of desired improvements in order to maintain improvement. Fails to carry out supervisor’s suggestion for improvement. Reluctant to accept responsibility.
5 Cooperation withOthers Extremely successful working with others. Actively promotes harmony. Works in harmony with others. A very good team worker. Works well with normal circumstances Has occasional interpersonal difficulties Argumentative with co-workers or supervisors.
6 Attendance andReliability Always punctual , almost never absent Only occasionally late or absent. Contacts supervisor on a timely basis. Normally punctual. Attendance average Punctuality irregular. frequently absent Unreliable, frequent unexcused absence.
7 Initiative andCreativity Highly ingenious and creative. Seeks and sets additional tasks and improved method Resourceful, alert for opportunities to improve work. Does regular work without waiting for instruction. At times needs prodding in order to do regular work. Usually waits to be told to do normal work assignments.
8 Capacity toDevelop Clearly demonstrates leadership capacity and is eager to grow. Demonstrates ability and willingness to accept new and more complex duties and responsibilities Accepts more difficult assignments and is usually able to perform them satisfactorily. Demonstrates moderate potential with application of effort. Demonstrates limited potential.
Regards
shubha
From United Arab Emirates, Dubai
Here is the Template , you can modify it.
Employee name: Date hired in this organization:
Department : Last day of probation :
Rating :
Outstanding A
Good B
Average C
Below Average D
Unacceptable E
No Rating Give an example especially for A and E rating
1 Quantity ofWork(Productivity)
2 Quality of Work
3 Knowledge of Job
4 Response toSupervision
5 Cooperation with others
6 Attendance andReliability
7 Initiative andCreativity
8 Capacity toDevelop
9 Overall Rating
Comments:
Supervisor’s Signature Date
Department Head's Signature Date
Annexure
No OutstandingA Above AverageB AverageC Below AverageD UnacceptableE
1 Quantity ofWork(Productivity) Highly productive and timely Occasionally exceeds requirements. always timely Meets requirements on a timely basis. Occasionally fails to meet requirements Does not meet requirements.
2 Quality of Work Unusual accuracy, though, effective Work is very well executed and effective Work is accurate with almost no errors Work has some errors so that it must be occasionally redone Work must be redone because of errors. much improvement needed
3 Knowledge of Job Understands work well enough to propose and / or implement improvement Excellent knowledge of all phases of work Knows how and why to do all phases of assigned work Insufficient knowledge of some of the phases of assigned work. Satisfactory knowledge of routine phases of assigned work. Inadequate comprehension of work.
4 Response toSupervision Independently puts forth efforts to improve performance and work habits. Seeks counsel on ways to improve and exceeds suggestions Willingly accepts suggestions for improvement and occasionally seeks counsel on performance and work habits Improves work habits and performance when counseled Needs to be reminded of desired improvements in order to maintain improvement. Fails to carry out supervisor’s suggestion for improvement. Reluctant to accept responsibility.
5 Cooperation withOthers Extremely successful working with others. Actively promotes harmony. Works in harmony with others. A very good team worker. Works well with normal circumstances Has occasional interpersonal difficulties Argumentative with co-workers or supervisors.
6 Attendance andReliability Always punctual , almost never absent Only occasionally late or absent. Contacts supervisor on a timely basis. Normally punctual. Attendance average Punctuality irregular. frequently absent Unreliable, frequent unexcused absence.
7 Initiative andCreativity Highly ingenious and creative. Seeks and sets additional tasks and improved method Resourceful, alert for opportunities to improve work. Does regular work without waiting for instruction. At times needs prodding in order to do regular work. Usually waits to be told to do normal work assignments.
8 Capacity toDevelop Clearly demonstrates leadership capacity and is eager to grow. Demonstrates ability and willingness to accept new and more complex duties and responsibilities Accepts more difficult assignments and is usually able to perform them satisfactorily. Demonstrates moderate potential with application of effort. Demonstrates limited potential.
Regards
shubha
From United Arab Emirates, Dubai
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