Dear Mr Leo,
First of all, I thank u very much for the for the useful information.
I am in acdemics & love to update myself with regard to the recent HR practices of different industries. Your posting with respect to KRA, KPA and KPI are tooo good
regards & thanks
Sujatha kris
From India, Vadodara
3First of all, I thank u very much for the for the useful information.
I am in acdemics & love to update myself with regard to the recent HR practices of different industries. Your posting with respect to KRA, KPA and KPI are tooo good
regards & thanks
Sujatha kris
From India, Vadodara
Very good content..its really very beneficial for all HR people. Thnaks Mr. Leo. Regards Khushi
From India, Jaipur
From India, Jaipur
Hi Dear All
Actualy i am working on job anylsis now a days
i am designing jd's specific to designation.
problem is that as i relates to a manufacturing industry there are so many peoples working in a same designation, and each employee have diffrent job description and job specifications. so to emerge these so many responsibilities and specifications in a standard format is the matter.
please guide me how i can make a standard job description.
Shahid
From Pakistan, Lahore
Actualy i am working on job anylsis now a days
i am designing jd's specific to designation.
problem is that as i relates to a manufacturing industry there are so many peoples working in a same designation, and each employee have diffrent job description and job specifications. so to emerge these so many responsibilities and specifications in a standard format is the matter.
please guide me how i can make a standard job description.
Shahid
From Pakistan, Lahore
I’m Kelly from Business Development
Let me introduce Balanced Scorecard Toolkit (KPI, KPA, Metrics and other)
It's presentation contain:
- What is Balanced Scorecard; Getting benefit of Balanced Scorecard;
- Examining company; Building Balanced Scorecard; Implementing Balanced Scorecard;
- Use Balanced Scorecard to improve business performance; Company after Balanced Scorecard;
The Balanced Scorecard Toolkit is a set of documents designed to help develop, implement, use and evaluateBalanced Scorecard in the company to measure, control and improve performance.
Check the information about toolkit parts below or purchase a full version.
bsc-toolkit | Business Development Metrics <link updated to site home> ( Search On Cite | Search On Google )
Please fill free to contact me should you have any questions.
Kelly
From Russian Federation, Moscow
Let me introduce Balanced Scorecard Toolkit (KPI, KPA, Metrics and other)
It's presentation contain:
- What is Balanced Scorecard; Getting benefit of Balanced Scorecard;
- Examining company; Building Balanced Scorecard; Implementing Balanced Scorecard;
- Use Balanced Scorecard to improve business performance; Company after Balanced Scorecard;
The Balanced Scorecard Toolkit is a set of documents designed to help develop, implement, use and evaluateBalanced Scorecard in the company to measure, control and improve performance.
Check the information about toolkit parts below or purchase a full version.
bsc-toolkit | Business Development Metrics <link updated to site home> ( Search On Cite | Search On Google )
Please fill free to contact me should you have any questions.
Kelly
From Russian Federation, Moscow
Dear Fellow Members,
We at our organization are trying to put in a set KRA / KPI for all our colleagues.
We have departments such as:-
Sales
Pre Sales
Projects
Operations
Purchase
Finance and Accounts
The KRA / KPI need to be measurable against their performance.
Can you please help me build the same?
You could also feel free to send me comments to my mail or follow this thread.
Thanks
Naveen Mahendra
From India, Lucknow
We at our organization are trying to put in a set KRA / KPI for all our colleagues.
We have departments such as:-
Sales
Pre Sales
Projects
Operations
Purchase
Finance and Accounts
The KRA / KPI need to be measurable against their performance.
Can you please help me build the same?
You could also feel free to send me comments to my mail or follow this thread.
Thanks
Naveen Mahendra
From India, Lucknow
Hi leo
Thanks for your Explanation,Its easy to understand about KRA&KPI.Can you explain about how to calculate this? I have to implement this system in to my company kindly help me ...you can give feedback to [IMG]https://www.citehr.com/misc.php?do=email_dev&email=dmlkaHlhem95YWxAZ21haW wuY29t[/IMG]
From India, Coimbatore
Thanks for your Explanation,Its easy to understand about KRA&KPI.Can you explain about how to calculate this? I have to implement this system in to my company kindly help me ...you can give feedback to [IMG]https://www.citehr.com/misc.php?do=email_dev&email=dmlkaHlhem95YWxAZ21haW wuY29t[/IMG]
From India, Coimbatore
Hi Leo
I found that you are an expert about KPI and HR management.
Pls attached all info in this post for community.
Apart from that, we can visit: KPI examples for more information.
rgs
From Vietnam, Hanoi
I found that you are an expert about KPI and HR management.
Pls attached all info in this post for community.
Apart from that, we can visit: KPI examples for more information.
rgs
From Vietnam, Hanoi
ANNATRAN,
HERE IS SOME USEFUL MATERIAL.
THIS WAS THE MATERIAL REQUESTED BY NAVEEN IN FEB '09.
THIS IS TAILORED TO HIS REQUEST.
SUBSEQUENTLY MORE MATERIALS WERE REQUESTED / SENT.
SOMETIMES IT IS DIFFICULT TO ATTACH ''EXCEL FORMATS''
ON THIS SITE. THAT IS WHY I REPLY DIRECTLY.
REGARDS
LEO LINGHAM
=============================================
WHAT ARE KRA ---KPA --- KPI .
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 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).
-----------------------------------------------------------------------
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.
================================================== ===============
FIRST STEP
review the company's
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
THIS IS A MUST STEP, AS NO KPi CAN BE SET,
WHEN IT IS NOT ALIGNED WITH THE CORPORATE OBJECTIVES.
================================================== ======
SECOND STEP,
TAKE EACH DEPARTMENT ----ONE AT A TIME.
review, the
*DEPARTMENT OBJECTIVES
*DEPARTMENT STRATEGIES
* DEPARTMENTAL PLANS.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
=====================================
THIRD STEP
REVIEW THE JOB DESCRIPTIONS OF THE DEPARTMENT.
START WITH THE HEAD OF THE DEPARTMENT HEAD.
-review the job description.
-from the job description, pick 5 key areas which will impact
on the results of the department.
-weightage the 5 key areas according to the importance
and the weightage must add upto 100.
-IF REQUIRED, YOU CAN BREAK THE KRAs
into KPAs---if the KRAs are large.
-then develop the KPi----which the key performance indicators
based on the corporate / department objectives.
To manage each KRA/ KPA , 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 1--HRM
LET US NOW WORK ON HUMAN RESOURCE DEPARTMENT.
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
--------------------------------------------------------------------------
THIS IS THE JOB DESCRIPTION OF THE DEPARTMENTAL HEAD.
Human Resources Manager
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.
========================================
FOR THIS EXERCISE, WE HAVE TAKEN 6 KRAs
THE KRAs for HR [ weightage of importance %]
SELECTION [ 20%]
PLANNING/ DIVERSITY [ 20%]
MANAGEMENT [ 25%]
MANAGEMENT [20%]
MANAGEMENT AND RELATIONS [ 10%]
CAPABILITIES AND ORGANIZATION LEARNING [ 5%]
TOTAL [ 100% ]
====================================
OUT OF THE 6 KRAs, only one KRA is large
and hence broken into 2 KPAs
KRA =RECRUITMENT/ SELECTION.
KPA 1 = RECRUITMENT
KPA 2 =SELECTION
=====================================
AGAIN AS AN EXAMPLE, IF THE
CORPORATE OBJECTIVE / STRATEGY, SAY IS
-improve the company competitive positioning and productivity
by 10%.
THEN THE
HR DEPARTMENT'S OBJECTIVE IS
-Achieve high productivity level in all activities [ say by 10%]
WHICH MEANS
KRA 1 -RECRUITMENT/ SELECTION
[KPI= fix the 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]
============================================
THIS IS , ROUGHLY, HOW HR DEPARTMENTS
KRAs / KPAs / KPIs ARE SET , MONITORED AND
EVALUATED
============================================
EXAMPLE 2 - PROJECT MANAGER
THIS IS THE JOB DESCRIPTION OF THE PROJECT MANAGER
Project Manager
Primary objective
Control and co-ordinate IT systems development projects to meet time and efficiency goals and project objectives.
Specific accountabilities
Define the scope of systems development projects.
Appoint project leaders and provide them with clear terms of reference including targets to be met and resources to be
allocated.
Monitor and control the development and cost of systems by initiating regular reviews.
Make detailed plans for systems implementation in conjunction with users, and assist in the testing and installation of the
systems or software, if required.
Ensure all project group activities are co-ordinated with other project groups, operations and other user areas.
Plan and control quality standards so that systems or program requirements for maintenance, modification, documentation
and efficiency are met.
Evaluate and recommend new project systems and techniques.
Assist with long term plans for application systems development and software.
Select, train and develop project teams.
======================================
KRA 1: PROJECT MANAGEMENT AGILITY=======30%
Projects meet project management framework
requirements
Projects are delivered in accordance with good
practice (time, budget, scope, value management,
standards)
Project risk and implementation risk is
understood, agreed and managed
CORPORATEStrategic Plan is understood and support
of that plan is embedded in work processes (eg
design)
Impairment of operational excellence (eg adverse
impacts ) is limited and managed
====================================
KRA 2:CORPORATE OBJECTIVE ALIGNMENT=====15%
The portfolio of change is managed to build the
confidence of the MANAGEMENT.
The flow of projects/change is actively managed
Opportunities or risks are understood and
managed to support strategic outcomes
====================================
KRA 3: VALUE FOR MONEY OUTCOME
Opportunities to improve the value THE PROJECT delivers are
identified and championed, including
identification of areas of risk
Opportunities to improve the value THE PROJECT delivers
across the sector are identified and championed as
appropriate
Expenditure is appropriately approved and
managed within budget
Quality assurance mechanisms are implemented
==========================================
KRA 4:PROJECT COLLABORATION
The PROJECT MANAGER is an active and committed
member of the project team
The PROJECT MANAGER shares information for the benefit
of the team
Documentation and other support mechanisms
are put in place to avoid creation of key person
risk
The PROJECT MANAGER demonstrates accountability for
their own performance and for the performance of THE TEAM.
KRA 5: PROJECT MANAGEMENT LEADERSHIP
Formal and informal coaching and development
discussions are regularly taking place
Formal performance management requirements
are being met
================================================== =
THESE ARE THE MAXIMUM 5 KRAs FOR THE POSITION
KRA 1: PROJECT MANAGEMENT AGILITY=======30%
KRA 2:CORPORATE OBJECIVE ALIGNMENT=====15%
KRA 3: VALUE FOR MONEY OUTCOME
KRA 4:PROJECT COLLABORATION
KRA 5: PROJECT MANAGEMENT LEADERSHIP
TOTAL WEIGHTS
================================================== =
THIRD EXAMPLE ----OPERATION MANAGER
OPERATION MANAGER -----JOB SCOPE .
MAJOR RESPONSIBILITIES.
*Responsible for directing the operation activities to ensure
the current and future plans of the organization are met.
*Report to the CEO on major operational issues
and results.
*Participates in corporate planning and budgeting workshops.
*Responsible for the implementation of
NEW Technology and Six Sigma systems.
*Responsible for establishing operation Organization
Structure / Management Process.
*Responsible for the Implementation of Policies / Procedures
throughout the Operation Department.
*Responsible for recruitment /selection/orientation/training of senior
personnel of the operation department.
*Responsible for purchase of Capital goods/ Operation equipments.
*Responsible for maintenance of equipments.
*Responsible for Operation Department Planning/ Budgeting.
*Responsible for Cost Control Programs.
*Responsible for O Health & Safety Implementation.
*Responsible for Security management.
*Responsible for FACILITY Maintenance.
*Responsible for People Management.
*Take reasonable care for the health, safety and welfare of
themselves and others whilst at work.
*Co-operate with management to ensure compliance
with relevant acts, regulations, policies and procedures
imposed in the interest of health, safety and welfare.
*At all times maintain the highest ethical standards, in line
with Corporate Ethics / Policies.
*Develop procedures, policies and controls to assist in the achievement of acceptable profit situations throughout the OPERATION.
*Implement policies and controls to maintain existing operating results and growth.
*Participate in group business planning and TAKE PART in preparing future plans and strategies.
*Monitor revenue and expenditure in the operating divisions, to ensure attainment of profit objectives.
*Supervise daily OPERATION where appropriate to optimise resource use, minimise costs and maintain quality standards.
================================================== ========
OPERATION MANAGER = key result areas[ KRA ] /
key performance indicators [KPi ]
THE KRAs [ key result areas ] for the operation manager.
1 = PRODUCTION PERFORMANCE
ensure the production performance meets the budgeted target.
KPi =actual production / targeted production
MONTHLY AND ANNUALLY.
------------------------------------------------------------------------------
2. KRA 2 = PROCUREMENT PERFORMANCE
ensure the supplies of materials for the production.
KPi = raw material inventory level
actual / target level
KPi = actual cost savings / targeted savings
-------------------------------------------------------------------------
3 = QUALITY PERFORMANCE
ensure the quality of the product.
KPi = actual standard/ target standard
--------------------------------------------------------------------------
4 = DISTRIBUTION/ DELIVERY PERFORMANCE
ensure the efficiency and the economics of distribution.
KPi = finished goods inventory level
actual / targeted level.
KPi =stocks turnover
actual / targeted level.
-----------------------------------------------
5 = TRAINING AND DEVELOPMENT OF STAFF.
ensure the training/ development of staff.
KPi = minimum 4 days for all staff during the year.
---------------------------------------------------------------------------------
6. KRA 6 = OPERATION BUDGET PERFORMANCE
ensure the operation performs within the budgeted level.
KPi = actual / BUDGET.
KPi= productivity actual / targetset.
------------------------------------------------------------------------
################################################## ######
4. PURCHASE MANAGER
of no. of orders modified/ total no. of orders places.
ACTUAL / TARGET. [ MONTHLY / ANNUAL]
-----------------------------------------------------------
2. ratio of the value of orders based on standard/framework contract / value of total orders
ACTUAL / TARGET [ MONTHLY / ANNUAL ]
----------------------------------------------------------------------------
3.Total value of orders within measurement period.
THIS YEAR AGAINST LAST YEAR.
-------------------------------------------------------------------------
value of orders within measurement period.
THIS YEAR AGAINST LAST YEAR.
---------------------------------------------------------------------
discounts received/ total orders placed.
THIS YEAR AGAINST LAST YEAR
----------------------------------------------------------------------
6. % of procurement requests satisfied by preferred suppliers
THIS YEAR AGAINST LAST YEAR.
--------------------------------------------------------------------------
7. % Actual vs. Estimated Savings
Percentage of actual or realized savings on spend against a negotiated contract vs the estimated spend determined during the sourcing initiative.
THIS YEAR AGAINST LAST YEAR.
-------------------------------------------------------------------------
8.Total negotiated cost reduction savings
Total negotiated cost reduction savings during the procurement process within the measurement period.
THIS YEAR AGAINST LAST YEAR.
---------------------------------------------------------------------
9.Cycle Time of Purchase Order
How many days have you taken to prepare a Purchase order and submitted to Supplier
THIS YEAR AGAINST LAST YEAR.
----------------------------------------------------------------------
============================================
EXAMPLE 5 --- PRE - SALES
PRE - Sales is like any other business activity - it needs planning. To achieve a
required output (annual target) you need an certain level and quality of input
(prospects). The numbers at the top of the funnel must take account of your
anticipated - or preferrably known - conversion rates through the SYSTEM.
KRA 1 = STRATEGIC PLANNING
KPi = 12 months planning, with monthly targets.
---------------------------------------------------------------------
KRA 2 =SETTING OBJECTIVES
KPi 1=TOTAL NO. OF PROSPECTS TO BE CONTACTED.
KPi 2=TOTAL NO. PROPOSAL DEVELOPMENT
KPi 3 =TOTAL NO. OF ORDERS BOOKED.
KRA 3 =EFFECTIVE ORGANIZATION
KPi 1 =EFFECTIVE / TIMELY PROPOSAL DEVELOPMENT.
KRA 4 =MANAGEABLE DIRECTIONS
KPi 1 = EFFECTIVE PRESENTATION MADE
KRA 5 = EFFECTIVE CONTROLS
KPi 1= PRESENTATION FOLLOW UP.
KPi 2 = SEEKING ORDERS.
========================================
EXAMPLE 6-- SALES
KRA 1 --- SALES.
kpi 1=sales actual/ sales budget [ this year ] [ % increase]
kpi 2=this year actual sales vs last year actual sales.[ %]
==============================================
KRA 2 --- GROSS PROFIT [ GP ]
kpi 1=GP actual/ GP budget [ this year ] [ % increase]
kpi 2= GP actual / SALES actual [this year ] [ % increase ]
=============================================
KRA 3 --- SALES EXPENSES [ SE]
kpi 1= SE actual/ SE budget [ this year ] [ % increase or decrease]
kpi 2= SE actual / SALES actual [this year ] [ % increase or decrease ]
================================================
KRA 4 --- Sales value productivity
kpi 1=Sales value productivity per day [ actual / target ]
kpi 2 = Sales value productivity with existing customers (up-sell and cross-sell) [actual / target ]
----------------------------------------
KRA 5 --- Customer service
To provide effective, efficient, professional service and advice to ensure client satisfaction of the highest level. This through effective and efficient management of individual portfolio and database of prospects, current clients and past clients.
KPi : 95% satisfaction level
-------------------------------------------------
KRA 6 --- SALES REPORTING [ monthly reporting ]
kpi 1:Remain informed and up to date with regards to Industry related news, Opposition activity, product knowledge and continuously strive to develop own skills and knowledge in order to perform optimally.
kpi 2 : Puts PRODUCT / technical knowledge to commercial use and prepares estimates and tenders in accordance with sales and pricing policy.
kpi 3 :Monitor competitive activity and report significant developments to management.
------------------------------------------------------------------------
KRA 7 - MANAGING CUSTOMER COMPLAINTS
Establish and maintain a high level of customer satisfaction. Communicate to and work with the other departments as necessary to resolve unique customer issues/concerns.
kpi : minimal customer complaints.
--------------------------------------------------------------------
KRA 8 - MANAGING ACCOUNTS RECEIVABLE
Works with Accounts Receivable to collect on accounts and to define credit terms that will most likely achieve payment and retain the customer
kpi : debts- less 30 days.
---------------------------------------------------------
KRA 9 --- NEW ACCOUNTS PLANNING AND DEVELOPMENT.
To source and secure new business to ensue optimal growth for the company products, in accordance with new business targets set.
kpi 1=sales actual/ sales TARGET [ this year ] [ % increase]
-------------------------------------------------------------
KRA 10 --- RETAINING EXISTING DEALERS
To optimise retention of existing business by maintaining at least an 95% . This within rate achievement and effective credit policy parameters.
kpi 1 = 95% of the current strength.
===============================================
################################################## ######
EXAMPLE SEVEN
Finance and Accounting
KRAs include
KRA 1 =Capital expenditure
KPi 1 =Cost of Capital [ within 5% of the budget]
KPi 2 =Capital availability [ 100% ]
KRA 2 = Financial analysis
KPi 1 = Debt-equity ratio [ 85% ]
KRA 3 = Cost control
KPi = Bad-debt level [ 10% BELOW LAST YEAR]
KRA 4 = Regulatory reporting
KPi 1 =Reporting Monthly [ 15th of the following month ]
KPi 2 =Timeliness/ Quality [ 100% ]
KRA 5 =Credit control
KPi 1 =Receivables level [ 90% LEVEL ]
KRA 6 =Payroll
KPi 1 = 5+/- % OF THE BUDGETED LEVEL
KRA 7 = Cashflow forecasting
KPi1 = weekly statement.
KRA 8 = Budgeting
KPi 1 = ANNUAL
KPi 2 = monthly reviews.
===================================
====================================
STRENGTHS 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
--------------------------------------------------------------------------
OPPORTUNITIES OF KRA
-increased focus on the outcomes
-improve the competencies of KEY RESULT AREAS.
-FOCUSED RESPONSIBILITES
-BEING MADE ACCOUNTABLE
-RESPONSIBLE FOR THE DELIVERABLES
-FINE TUNING OF THE MEASURABLES MORE EFFECTIVELY
==========================================
################################################## #########
From India, Mumbai
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