I am doing a project in which I need to know about what is KRA and how I will know the KRA of some person like a lab incharge etc. Please help me.
KRA
KRA stands for KEY RESULTS AREAS.
KRA means the results or outcome for which the job holder
is accountable.
Here are some examples:
MANAGING DIRECTOR ' S KRA
-sales revenue
-gross profit.
-net profit.
-% rise in share price
-productivity improvement %
etc etc
SALES MANAGER 'S KRA
-sales growth %
-market share growth %
-no. of new customers
etc etc
YOUR SECOND QUESTION ON LAB'S IN CHARGE
YOU need to do a complete job analysis of the lab,
because labs comes in different types/ shapes.
LABS can be pure scientific research jobs
LABS can be a production unit
LABS CAN be a service centre [ say for instruments]
LABS can be a test lab.
etc etc.
HENCE conduct a job analysis
-functions of the lab
-results / outcome of the ;ab
-job analysis of the person in charge
etc etc
Once you complete that, than you can set up KRAs.
HERE ARE SOME BROAD GUIDELINES
-cost management
-tests carried
-new products developed
-tests and calibrations
-no. of back orders not completed
-no. of warranties handled.
-no of defects
etc etc
The elements will depend on the nature of jobs
carried out at the lab.
If you need, you can analyse / come back with more
details on the lab function,
SEE IF I CAN HELP YOU FURTHER.
regards
LEO LINGHAM
From India, Mumbai
260KRA stands for KEY RESULTS AREAS.
KRA means the results or outcome for which the job holder
is accountable.
Here are some examples:
MANAGING DIRECTOR ' S KRA
-sales revenue
-gross profit.
-net profit.
-% rise in share price
-productivity improvement %
etc etc
SALES MANAGER 'S KRA
-sales growth %
-market share growth %
-no. of new customers
etc etc
YOUR SECOND QUESTION ON LAB'S IN CHARGE
YOU need to do a complete job analysis of the lab,
because labs comes in different types/ shapes.
LABS can be pure scientific research jobs
LABS can be a production unit
LABS CAN be a service centre [ say for instruments]
LABS can be a test lab.
etc etc.
HENCE conduct a job analysis
-functions of the lab
-results / outcome of the ;ab
-job analysis of the person in charge
etc etc
Once you complete that, than you can set up KRAs.
HERE ARE SOME BROAD GUIDELINES
-cost management
-tests carried
-new products developed
-tests and calibrations
-no. of back orders not completed
-no. of warranties handled.
-no of defects
etc etc
The elements will depend on the nature of jobs
carried out at the lab.
If you need, you can analyse / come back with more
details on the lab function,
SEE IF I CAN HELP YOU FURTHER.
regards
LEO LINGHAM
From India, Mumbai
Hi, i would like to know whether can KRA be aligned with the company's vision? My manager got me confused when he request that my HR dept come up with 3 visions. Can you please explained in more details what does KRA means and can it help me in reaching the company's vision? TQ
By the way, I can be reached or please emailed me the reply to my add:
or 
From Malaysia, Penang
By the way, I can be reached or please emailed me the reply to my add:
From Malaysia, Penang
Hi,
This knowledge is very useful. I have one more question. I have joined a 70 ppl strong company . It is an IT, architect and Engineering outsourcing company. They had no HR Deptt. I am setting one. I am supposed to-
Write Jds for every position
define KRAs
Design hierarchy tree
Here ppl dont know what are their roles, designations etc. I need to sit with key ppl in the organization and derive the Jds. Please guide me what should be my specific agenda while talking to these ppl.
Also I need to sit with a batch of 3-4 employees daily to interact with them and tell them that the HR deptt. is being formed and xyz things are happening etc. It will be great if you can guide me how to do ths and what should be my specific agenda while talking to these ppl.
Regards,
Pooja
From India, Delhi
This knowledge is very useful. I have one more question. I have joined a 70 ppl strong company . It is an IT, architect and Engineering outsourcing company. They had no HR Deptt. I am setting one. I am supposed to-
Write Jds for every position
define KRAs
Design hierarchy tree
Here ppl dont know what are their roles, designations etc. I need to sit with key ppl in the organization and derive the Jds. Please guide me what should be my specific agenda while talking to these ppl.
Also I need to sit with a batch of 3-4 employees daily to interact with them and tell them that the HR deptt. is being formed and xyz things are happening etc. It will be great if you can guide me how to do ths and what should be my specific agenda while talking to these ppl.
Regards,
Pooja
From India, Delhi
DOREEN,
May I bring up a few points.
-HR DEPARTMENT cannot have a vision statement independently on its.
-The company has a vision statement, developed by the board.
================================================== ==
The corporate board sets up
*VISION STATEMENT
*MISSION STATEMENT
The senior management team, based on the vision/ mission
sets up the
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
Then the departmental managers, based on the above
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
sets up the DEPARTMENTAL OBJECTIVES /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.
==================================================
FROM THE JOB DESCRIPTIONS/ DEPARTMENT OBJECTIVES
WE DEVELOP
KRA AND KPA
KRAs ===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 KRAs.
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
CORE HR [ KRAs]
-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
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS IS
-GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
AND COULD CHANGE YEAR BY YEAR AS PER THE BOARD DIRECTIVES.
================================================== ==
THIS WOULD BE REFLECTED IN THE
-KPAs --KEY PERFORMANCE AREAS
which makes up the KRA
which in turn helps to develop KPIs
-KPIs -- KEY PERFORMANCE INDICATORS
==============================================
.
=======================================
KEY PERFORMANCE AREAS
These are the areas within the KRAs, where an
individual or group, is logically responsible / accountable
for the results.
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.
================================================
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 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
KRA 2
-WORKPLACE MANAGEMENT
KPA 1-labour turnover
KPI ---reduce the labor turnover by 20%
KPI ----benchmark total HR COSTS externally.
KRA 3
-SAFETY AND HEALTH WORKPLACE
KPA 1 ---workplace accidents
KPI ----reduce workplace accidents by 10%
KRA 4
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 ----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
============================================
THE CHOICE OF HR KPI WILL VARY FROM YEAR TO YEAR,
SUBJECT TO COMPANY'S
-STRATEGIC PLANNING
-CORPORATE STRATEGIES
-CORPORATE OBJECTIVES
WHICH IN TURN AFFECTS THE HR'S
-HR STRATEGIC PLANNING
-HRM STRATEGIES
-HRM OBJECTIVES
-------------------------------------------------------
The HR Balanced Scorecard is the measurement tool. It provides the management with a tool and a process to measure the performance of people practices and the HR function from multiple perspectives:
1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.
EXAMPLES
-change management capability of the organization
-organization compensation and benefit package with respect market rate.
-organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-skills/ competency level
etc
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.
EXAMPLES
-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-turnover rate
-attrition rate
etc
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR
EXAMPLES
-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnove cost
-employee '' workers compensation costs''
etc
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.
EXAMPLES
-employee perception of the HRM
-employee perception of the company , as an employer
-customer/market perception of the company, as an employer.
etc
All four components of the scorecard are used to define and measure the effectiveness of people-management activities and how the HR function executes them. This provides a strategic measurement and management process to show the connection between a company’s business strategies and goals and its HR strategies, activities, and results. The Balanced Scorecard can provide an ideal approach to measure the contribution that human resource management makes to business success.
With the HR Balanced Scorecard in place, it can assist organizations to easily monitor the workforce indicators that are key to their business success. Such solutions enhance HR’s ability to provide counsel to line management and deliver results that make a difference to the achievement of their goals and strategy and thereby to shareholders.
The apparent and inherent values that the HR Balanced Scorecard brings include:
Measurement provides the data and facts to support business decisions, giving credibility to HR recommendations and initiatives;
Collecting and using data to make decisionsregarding retaining and motivating the
workforce, giving the organization a competitive advantage in the marketplace;
The right mix of lead and lag measures helps the business assess its strategic
alignment and progress towards its objectives;
HR will be proactive in identifying potential improvements and bringing suggestions
to the business that improve bottom-line results; and
A business and linked measurement framework focuses activity on those tasks
that contribute to organizational success. This process lifts the role of HR from being viewed purely as a cost centre to that as strategic business partner.
================================================== ==
PLEASE WALK YOUR BOSS THRU THIS ,
SO HE/SHE UNDERSTANDS WHAT YOU ARE TRYING
TO EXPLAIN.
regards
LEO LINGHAM.
From India, Mumbai
May I bring up a few points.
-HR DEPARTMENT cannot have a vision statement independently on its.
-The company has a vision statement, developed by the board.
================================================== ==
The corporate board sets up
*VISION STATEMENT
*MISSION STATEMENT
The senior management team, based on the vision/ mission
sets up the
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
Then the departmental managers, based on the above
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
sets up the DEPARTMENTAL OBJECTIVES /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.
==================================================
FROM THE JOB DESCRIPTIONS/ DEPARTMENT OBJECTIVES
WE DEVELOP
KRA AND KPA
KRAs ===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 KRAs.
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
CORE HR [ KRAs]
-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
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS IS
-GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
AND COULD CHANGE YEAR BY YEAR AS PER THE BOARD DIRECTIVES.
================================================== ==
THIS WOULD BE REFLECTED IN THE
-KPAs --KEY PERFORMANCE AREAS
which makes up the KRA
which in turn helps to develop KPIs
-KPIs -- KEY PERFORMANCE INDICATORS
==============================================
.
=======================================
KEY PERFORMANCE AREAS
These are the areas within the KRAs, where an
individual or group, is logically responsible / accountable
for the results.
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.
================================================
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 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
KRA 2
-WORKPLACE MANAGEMENT
KPA 1-labour turnover
KPI ---reduce the labor turnover by 20%
KPI ----benchmark total HR COSTS externally.
KRA 3
-SAFETY AND HEALTH WORKPLACE
KPA 1 ---workplace accidents
KPI ----reduce workplace accidents by 10%
KRA 4
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 ----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
============================================
THE CHOICE OF HR KPI WILL VARY FROM YEAR TO YEAR,
SUBJECT TO COMPANY'S
-STRATEGIC PLANNING
-CORPORATE STRATEGIES
-CORPORATE OBJECTIVES
WHICH IN TURN AFFECTS THE HR'S
-HR STRATEGIC PLANNING
-HRM STRATEGIES
-HRM OBJECTIVES
-------------------------------------------------------
The HR Balanced Scorecard is the measurement tool. It provides the management with a tool and a process to measure the performance of people practices and the HR function from multiple perspectives:
1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.
EXAMPLES
-change management capability of the organization
-organization compensation and benefit package with respect market rate.
-organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-skills/ competency level
etc
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.
EXAMPLES
-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-turnover rate
-attrition rate
etc
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR
EXAMPLES
-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnove cost
-employee '' workers compensation costs''
etc
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.
EXAMPLES
-employee perception of the HRM
-employee perception of the company , as an employer
-customer/market perception of the company, as an employer.
etc
All four components of the scorecard are used to define and measure the effectiveness of people-management activities and how the HR function executes them. This provides a strategic measurement and management process to show the connection between a company’s business strategies and goals and its HR strategies, activities, and results. The Balanced Scorecard can provide an ideal approach to measure the contribution that human resource management makes to business success.
With the HR Balanced Scorecard in place, it can assist organizations to easily monitor the workforce indicators that are key to their business success. Such solutions enhance HR’s ability to provide counsel to line management and deliver results that make a difference to the achievement of their goals and strategy and thereby to shareholders.
The apparent and inherent values that the HR Balanced Scorecard brings include:
Measurement provides the data and facts to support business decisions, giving credibility to HR recommendations and initiatives;
Collecting and using data to make decisionsregarding retaining and motivating the
workforce, giving the organization a competitive advantage in the marketplace;
The right mix of lead and lag measures helps the business assess its strategic
alignment and progress towards its objectives;
HR will be proactive in identifying potential improvements and bringing suggestions
to the business that improve bottom-line results; and
A business and linked measurement framework focuses activity on those tasks
that contribute to organizational success. This process lifts the role of HR from being viewed purely as a cost centre to that as strategic business partner.
================================================== ==
PLEASE WALK YOUR BOSS THRU THIS ,
SO HE/SHE UNDERSTANDS WHAT YOU ARE TRYING
TO EXPLAIN.
regards
LEO LINGHAM.
From India, Mumbai
POOJA,
For the first part of the your request
-job analysis
-job description
-job specification
USE THE RESOURCES PROVIDED BELOW.
ONCE YOU COMPLETE THESE, PLEASE COMEBACK.
THEN I WILL PROVIDE THE GUIDELINES FOR THE SECOND
HALF OF YOUR QUESTIONS.
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
------------------------------------------------------------------------------------------
Job analysis produces the following information about a job:
* Overall purpose ‑ why the job exists and, in essence, what the job holder is expected to contribute.
* Content ‑ the nature and scope of the job in terms of the tasks and operations to be performed and the activities to be carried out ‑ ie the processes of converting inputs (knowledge, skills and abilities) into outputs (results).
*Key result areas ‑ the results or outcomes for which the job holder is accountable.
*Performance criteria ‑ the criteria, measures or indicators that enable an assessment to be carried out to ascertain the degree to which the job is being performed satisfactorily.
Responsibilities ‑ the level of responsibility the job holder has to exercise
by reference to the scope and input of the job; the amount of
discretion allowed to makedecisions; the difficulty, scale, variety and complexity
of the problems to be solved; the quantity and value of the resources controlled;
and the type and importance of interpersonal relations.
* Organizational factors ‑ the reporting relationships of the job holder, ie to whom he
or she reports either directly (the line manager) or functionally (on'matters concerning
specialist areas, such as finance or personnel management);
the people reporting directly or indirectly to the job holder;
and the extent to which the job holder is involved in teamwork.
Motivating factors ‑ the particular features of the job that are likely to motivate
or demotivate job holders if, in the latter case, nothing is done about them.
Development factors ‑ promotion and career prospects and the opportunity
to acquire new skills or expertise.
Environmental factors ‑ working conditions, physical, mental and
emotional demands, health and safety considerations, unsocial hours,
mobility, and ergonomic factors relating to the design and use of
equipment or work stations.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
• review of job classification systems
• incumbent interviews
• supervisor interviews
• expert panels
• structured questionnaires
• task inventories
• check lists
• open‑ended questionnaires
• observation
• incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
Job Analysis should collect information on the following areas
• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include‑ frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
Choice of method
In the selection of a method of job analysis, the criteria for choice are the purpose for which it will be used, its effectiveness in obtaining the data required, the degree of expertise required to conduct the analysis and the resources and amount of time available for the analysis programme. The following is a summary of the advantages or disadvantages of each method:
*Interviewing ‑ this is the basic method of analysis and, as such, is the one most commonly used. It requires skill on the part of the analyst and is time consuming. Analysts need to be trained, and their effectiveness is increased by the use of a checklist.
*Questionnaires, checklists and inventories ‑ these can be a useful aid in helping individuals to describe their jobs and they save interviewing time. But it may still be necessary to invest a lot of time in constructing and evaluating questionnaires, which, ideally, should be related to the particular job. They may fail to reveal the full flavour of the job. If they are over‑generalized it will be too easy for job holders to provide vague or incoherent answers.
*Observation ‑ the most accurate technique for analysing job content (what people actually do). But it is so time‑consuming that it is seldom used except when preparing training specifications for manual or clerical jobs.
*Self‑description ‑ this is the quickest and most economic form of job analysis. But it relies on the often limited ability of people to describe their own jobs. It is therefore necessary to provide them with guidance in the form of questionnaires and checklists.
*Diaries and logs ‑ most useful for managerial jobs but they make great demands on job holders and can be difficult to analyse.
•Hierarchical task analysis ‑ this provides a helpful structure for job analysis in terms of outputs ‑ a particularly useful feature of this approach ‑ plans (inputs) and relationships. It can be used when analysing the data obtained by interviews or other methods.
JOB ANALYSIS FORM
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Job title Name
------------------------------------------------------------------------------------------------------------------
Department Responsible to
------------------------------------------------------------------------------------------------------------------
Responsible to job holder
------------------------------------------------------------------------------------------------------------------
OVERALL PURPOSE
Describe as succinctly as possible (one or two sentences) the overall purpose of the
job, ie in general terms, what the job holder is expected to achieve.
-------------------------------------------------------------------------------------------------------------------
KEY RESULT AREAS
Specify the key result areas (not more than 10) which govern the achievement of the
overall purpose of the job. Describe each key result area in one sentence beginning
with an active verb.
-------------------------------------------------------------------------------------------------------------------
1 .
------------------------------------------------------------------------------------------------------------------
2.
------------------------------------------------------------------------------------------------------------------
3.
------------------------------------------------------------------------------------------------------------------
4.
------------------------------------------------------------------------------------------------------------------
5.
------------------------------------------------------------------------------------------------------------------
6.
------------------------------------------------------------------------------------------------------------------
7.
------------------------------------------------------------------------------------------------------------------
8.
-----------------------------------------------------------------------------------------------------------------
9.
------------------------------------------------------------------------------------------------------------------
10.
FACTOR ANALYSIS
By reference to the job analysis questionnaire, describe the characteristics of the job with regard to each of the five job evaluation factors.
------------------------------------------------------------------------------------------------------------------
1. Knowledge and skills
-------------------------------------------------------------------------------------------------------------------
2. Responsibility
-------------------------------------------------------------------------------------------------------------------
3. Decisions
-------------------------------------------------------------------------------------------------------------------
4. Complexity
-------------------------------------------------------------------------------------------------------------------
5. Contacts
-------------------------------------------------------------------------------------------------------------------
Job analysis carried out by (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder's manager (signed) Date
-------------------------------------------------------------------------------------------------------------------
KNOWLEDGE AND SKILLS
-------------------------------------------------------------------------------------------------------------------
5. Are there any professional, technical or academic qualifications that you must have to do this job?
------------------------------------------------------------------------------------------------------------------
6. What sort of experience and how much of it did you need before starting your job?
------------------------------------------------------------------------------------------------------------------
7. What sort of training and how much of it did you need before starting your job?
-----------------------------------------------------------------------------------------------------------------
8. How long did it take you to become fully competent in your job after you started in it?
----------------------------------------------------------------------------------------------------------------
9.What sort of training and how much of it have you had since starting your job?
----------------------------------------------------------------------------------------------------------------
RESPONSIBILITY
----------------------------------------------------------------------------------------------------------------
10. What contribution do you make to achieving the objectives of your section or department?
--------------------------------------------------------------------------------------------------------------
11. What resources do you control in the form of people, money or equipment?
-------------------------------------------------------------------------------------------------------------
12. How much authority have you got over these resources?
-----------------------------------------------------------------------------------------------------------------
13. If someone in your job were to make a major error, what effect would it have on on the performance of your section or department?
------------------------------------------------------------------------------------------------------------------
14. How easy or difficult would it be to detect such a mistake?
------------------------------------------------------------------------------------------------------------------- DECISIONS
-------------------------------------------------------------------------------------------------------------------
15.How much guidance is available to you on what needs to be done and
how to deal with problems?
-----------------------------------------------------------------------------------------------------------------
16.Are there any matters on which you have to seek the prior permission of
your manager before taking action?
-----------------------------------------------------------------------------------------------------------------
17.How often are you in contact with your manager and on what sort of
matters?
-----------------------------------------------------------------------------------------------------------------
18.How does you manager know that you are doing your job properly?
----------------------------------------------------------------------------------------------------------------
COMPLEXITY
------------------------------------------------------------------------------------------------------------------
19. To what extent do you have to switch attention to different tasks
or problems during the day?
--------------------------------------------------------------------------------------------------------------
20.How many people will you be in contact with on matters concerning your
work during the day?
-----------------------------------------------------------------------------------------------------------------
21.Do you have to use different sorts of equipment? If so, what?
-----------------------------------------------------------------------------------------------------------------
22.How complicated are the procedures you have to follow in carrying out
your job?
------------------------------------------------------------------------------------------------------------------
CONTACTS
----------------------------------------------------------------------
23.With whom do you deal on matters concerning your work and on what
sort of matters?
-----------------------------------------------------------------------------------------------------------------
24.What skills have you to use in your job in dealing with people?
--------------------------------------------------------------------------------------------------------------------------------------
================================================== ========
JOB / EMPLOYEE SPECIFICATION
-needed to perform the job.
[ PICK WHAT IS APPLICABLE TO YOUR COMPANY]
Employee Specifications
Job specifications information must be converted into employee specification information in order to know what king of person is needed to fill a job. Employee specification is like a brand name which spells that the candidate with a particular employee specification generally possesses the qualities specified under job specification, for example, the employee with the educational qualification of MBA generally knows the concepts, managerial skills like decision-making, inter-personal, leadership etc. However, the validity of this assumption can be tested through selection procedure. Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job. Employee specification information includes the following
1.Job Grade: Middle Management
2.Job Title: Credit Manager
3.Physical and Health: Normal health, able to visit factories, fields—able to walk extensively.
4.Energy Level and Temperature: High ability to adjust to increasing temperature
5.Appearance, Dress: Neat—suitable to traveling
6.Mental Abilities: Alertness, ability to read and perceive accurately.
7.Special Abilities: Flexibility, adaptability.
8.Special knowledge or Skills: Must know local language skills of conciliation, appreciation.
9.Skill in Operating Special Equipment: Driving two wheelers and light vehicles
10.Degree of Personal Traits.
11.Maturity: Must be capable of accepting responsibility to recover.
12.Self Reliance: Stick to own appraising decisions.
13.Dominance: Must dominate the field officers and branch managers.
14.Creativeness: Creative thinking in developing new schemes of advances and recovery.
15.Particular Skills: Calculating, analytical, interpretation, appraising etc.
16.Others.
Age
Sex
Educational Qualifications
Experience
Physical specifications: Height, weight etc
regards
LEO LINGHAM
From India, Mumbai
For the first part of the your request
-job analysis
-job description
-job specification
USE THE RESOURCES PROVIDED BELOW.
ONCE YOU COMPLETE THESE, PLEASE COMEBACK.
THEN I WILL PROVIDE THE GUIDELINES FOR THE SECOND
HALF OF YOUR QUESTIONS.
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
------------------------------------------------------------------------------------------
Job analysis produces the following information about a job:
* Overall purpose ‑ why the job exists and, in essence, what the job holder is expected to contribute.
* Content ‑ the nature and scope of the job in terms of the tasks and operations to be performed and the activities to be carried out ‑ ie the processes of converting inputs (knowledge, skills and abilities) into outputs (results).
*Key result areas ‑ the results or outcomes for which the job holder is accountable.
*Performance criteria ‑ the criteria, measures or indicators that enable an assessment to be carried out to ascertain the degree to which the job is being performed satisfactorily.
Responsibilities ‑ the level of responsibility the job holder has to exercise
by reference to the scope and input of the job; the amount of
discretion allowed to makedecisions; the difficulty, scale, variety and complexity
of the problems to be solved; the quantity and value of the resources controlled;
and the type and importance of interpersonal relations.
* Organizational factors ‑ the reporting relationships of the job holder, ie to whom he
or she reports either directly (the line manager) or functionally (on'matters concerning
specialist areas, such as finance or personnel management);
the people reporting directly or indirectly to the job holder;
and the extent to which the job holder is involved in teamwork.
Motivating factors ‑ the particular features of the job that are likely to motivate
or demotivate job holders if, in the latter case, nothing is done about them.
Development factors ‑ promotion and career prospects and the opportunity
to acquire new skills or expertise.
Environmental factors ‑ working conditions, physical, mental and
emotional demands, health and safety considerations, unsocial hours,
mobility, and ergonomic factors relating to the design and use of
equipment or work stations.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
• review of job classification systems
• incumbent interviews
• supervisor interviews
• expert panels
• structured questionnaires
• task inventories
• check lists
• open‑ended questionnaires
• observation
• incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
Job Analysis should collect information on the following areas
• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include‑ frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
Choice of method
In the selection of a method of job analysis, the criteria for choice are the purpose for which it will be used, its effectiveness in obtaining the data required, the degree of expertise required to conduct the analysis and the resources and amount of time available for the analysis programme. The following is a summary of the advantages or disadvantages of each method:
*Interviewing ‑ this is the basic method of analysis and, as such, is the one most commonly used. It requires skill on the part of the analyst and is time consuming. Analysts need to be trained, and their effectiveness is increased by the use of a checklist.
*Questionnaires, checklists and inventories ‑ these can be a useful aid in helping individuals to describe their jobs and they save interviewing time. But it may still be necessary to invest a lot of time in constructing and evaluating questionnaires, which, ideally, should be related to the particular job. They may fail to reveal the full flavour of the job. If they are over‑generalized it will be too easy for job holders to provide vague or incoherent answers.
*Observation ‑ the most accurate technique for analysing job content (what people actually do). But it is so time‑consuming that it is seldom used except when preparing training specifications for manual or clerical jobs.
*Self‑description ‑ this is the quickest and most economic form of job analysis. But it relies on the often limited ability of people to describe their own jobs. It is therefore necessary to provide them with guidance in the form of questionnaires and checklists.
*Diaries and logs ‑ most useful for managerial jobs but they make great demands on job holders and can be difficult to analyse.
•Hierarchical task analysis ‑ this provides a helpful structure for job analysis in terms of outputs ‑ a particularly useful feature of this approach ‑ plans (inputs) and relationships. It can be used when analysing the data obtained by interviews or other methods.
JOB ANALYSIS FORM
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Job title Name
------------------------------------------------------------------------------------------------------------------
Department Responsible to
------------------------------------------------------------------------------------------------------------------
Responsible to job holder
------------------------------------------------------------------------------------------------------------------
OVERALL PURPOSE
Describe as succinctly as possible (one or two sentences) the overall purpose of the
job, ie in general terms, what the job holder is expected to achieve.
-------------------------------------------------------------------------------------------------------------------
KEY RESULT AREAS
Specify the key result areas (not more than 10) which govern the achievement of the
overall purpose of the job. Describe each key result area in one sentence beginning
with an active verb.
-------------------------------------------------------------------------------------------------------------------
1 .
------------------------------------------------------------------------------------------------------------------
2.
------------------------------------------------------------------------------------------------------------------
3.
------------------------------------------------------------------------------------------------------------------
4.
------------------------------------------------------------------------------------------------------------------
5.
------------------------------------------------------------------------------------------------------------------
6.
------------------------------------------------------------------------------------------------------------------
7.
------------------------------------------------------------------------------------------------------------------
8.
-----------------------------------------------------------------------------------------------------------------
9.
------------------------------------------------------------------------------------------------------------------
10.
FACTOR ANALYSIS
By reference to the job analysis questionnaire, describe the characteristics of the job with regard to each of the five job evaluation factors.
------------------------------------------------------------------------------------------------------------------
1. Knowledge and skills
-------------------------------------------------------------------------------------------------------------------
2. Responsibility
-------------------------------------------------------------------------------------------------------------------
3. Decisions
-------------------------------------------------------------------------------------------------------------------
4. Complexity
-------------------------------------------------------------------------------------------------------------------
5. Contacts
-------------------------------------------------------------------------------------------------------------------
Job analysis carried out by (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder's manager (signed) Date
-------------------------------------------------------------------------------------------------------------------
KNOWLEDGE AND SKILLS
-------------------------------------------------------------------------------------------------------------------
5. Are there any professional, technical or academic qualifications that you must have to do this job?
------------------------------------------------------------------------------------------------------------------
6. What sort of experience and how much of it did you need before starting your job?
------------------------------------------------------------------------------------------------------------------
7. What sort of training and how much of it did you need before starting your job?
-----------------------------------------------------------------------------------------------------------------
8. How long did it take you to become fully competent in your job after you started in it?
----------------------------------------------------------------------------------------------------------------
9.What sort of training and how much of it have you had since starting your job?
----------------------------------------------------------------------------------------------------------------
RESPONSIBILITY
----------------------------------------------------------------------------------------------------------------
10. What contribution do you make to achieving the objectives of your section or department?
--------------------------------------------------------------------------------------------------------------
11. What resources do you control in the form of people, money or equipment?
-------------------------------------------------------------------------------------------------------------
12. How much authority have you got over these resources?
-----------------------------------------------------------------------------------------------------------------
13. If someone in your job were to make a major error, what effect would it have on on the performance of your section or department?
------------------------------------------------------------------------------------------------------------------
14. How easy or difficult would it be to detect such a mistake?
------------------------------------------------------------------------------------------------------------------- DECISIONS
-------------------------------------------------------------------------------------------------------------------
15.How much guidance is available to you on what needs to be done and
how to deal with problems?
-----------------------------------------------------------------------------------------------------------------
16.Are there any matters on which you have to seek the prior permission of
your manager before taking action?
-----------------------------------------------------------------------------------------------------------------
17.How often are you in contact with your manager and on what sort of
matters?
-----------------------------------------------------------------------------------------------------------------
18.How does you manager know that you are doing your job properly?
----------------------------------------------------------------------------------------------------------------
COMPLEXITY
------------------------------------------------------------------------------------------------------------------
19. To what extent do you have to switch attention to different tasks
or problems during the day?
--------------------------------------------------------------------------------------------------------------
20.How many people will you be in contact with on matters concerning your
work during the day?
-----------------------------------------------------------------------------------------------------------------
21.Do you have to use different sorts of equipment? If so, what?
-----------------------------------------------------------------------------------------------------------------
22.How complicated are the procedures you have to follow in carrying out
your job?
------------------------------------------------------------------------------------------------------------------
CONTACTS
----------------------------------------------------------------------
23.With whom do you deal on matters concerning your work and on what
sort of matters?
-----------------------------------------------------------------------------------------------------------------
24.What skills have you to use in your job in dealing with people?
--------------------------------------------------------------------------------------------------------------------------------------
================================================== ========
JOB / EMPLOYEE SPECIFICATION
-needed to perform the job.
[ PICK WHAT IS APPLICABLE TO YOUR COMPANY]
Employee Specifications
Job specifications information must be converted into employee specification information in order to know what king of person is needed to fill a job. Employee specification is like a brand name which spells that the candidate with a particular employee specification generally possesses the qualities specified under job specification, for example, the employee with the educational qualification of MBA generally knows the concepts, managerial skills like decision-making, inter-personal, leadership etc. However, the validity of this assumption can be tested through selection procedure. Employee specification is useful to find out the suitability of particular class of candidates to a particular job. Thus, employee specification is useful to find out prospective employees (target group) whereas job specification is useful to select the right candidate for a job. Employee specification information includes the following
1.Job Grade: Middle Management
2.Job Title: Credit Manager
3.Physical and Health: Normal health, able to visit factories, fields—able to walk extensively.
4.Energy Level and Temperature: High ability to adjust to increasing temperature
5.Appearance, Dress: Neat—suitable to traveling
6.Mental Abilities: Alertness, ability to read and perceive accurately.
7.Special Abilities: Flexibility, adaptability.
8.Special knowledge or Skills: Must know local language skills of conciliation, appreciation.
9.Skill in Operating Special Equipment: Driving two wheelers and light vehicles
10.Degree of Personal Traits.
11.Maturity: Must be capable of accepting responsibility to recover.
12.Self Reliance: Stick to own appraising decisions.
13.Dominance: Must dominate the field officers and branch managers.
14.Creativeness: Creative thinking in developing new schemes of advances and recovery.
15.Particular Skills: Calculating, analytical, interpretation, appraising etc.
16.Others.
Age
Sex
Educational Qualifications
Experience
Physical specifications: Height, weight etc
regards
LEO LINGHAM
From India, Mumbai
SANGEETHA,
Software Developer Job
I HAVE BASED THIS ON A GENERAL JOB DESCRIPTION.
YOU SHOULD COMPARE WITH A REAL JOB DESCRIPTION
YOUR SOFTWARE DEVELOPER.
KRAs:
Perform Software Development activities for Systems.
--------------------------------------------------------------------------------------------
Participating in the development, integration, formal release and final acceptance software deliverables.
----------------------------------------------------------------------------------------------------
Responsible for the investigation of system and software problems .
----------------------------------------------------------------------------------------------------------
Support the integration and acceptance of the systems.
------------------------------------------------------------------------------------------
Investigate and manage the resolution of problems uncovered during the Integration and formal acceptance.
----------------------------------------------------------------------------------------------------
Participate in feasibility studies into future training solutions.
------------------------------------------------------------------------------------------
Leads effectively, including demonstrated:
ability to contribute to formulating business/operational strategy consistent with company’s vision, purpose and business objectives;
ability to lead change and innovation; and
commitment to and ability to model the behaviours required by the company Values, Code of Conduct and Leadership Values.
-------------------------------------------------------------------------------------------------
Communicates with influence, including the ability to:
communicate clearly verbally and in writing, information of both a technical and non-technical nature;
negotiate persuasively; and
represent company with credibility and professionalism.
-------------------------------------------------------------------------------------------------
Achieve results, with demonstrated capacity to:
manage projects, organise information, monitor progress and meet deadlines under limited direction; and
interpret and apply complex policy, procedure and practices
-----------------------------------------------------------------------------------------------
Builds and maintains relationships, in particular, skills in:
managing the delivery of quality client service, under limited direction;
developing and maintaining productive internal and external relationships, partnerships and networks; and
working as a senior team member, assisting with managing the performance of individuals.
-----------------------------------------------------------------------------------------
Manages self, in particular the ability to:
under limited direction, develop innovative and creative approaches to addressing issues and challenges in the work group/business unit/organisation; and
manage own ongoing learning and development
================================================== ===
ATTRIBUTES:
Team working
Communications skills
Interpersonal skills
Problem Solving
REGARDS
LEO LINGHAM
From India, Mumbai
Software Developer Job
I HAVE BASED THIS ON A GENERAL JOB DESCRIPTION.
YOU SHOULD COMPARE WITH A REAL JOB DESCRIPTION
YOUR SOFTWARE DEVELOPER.
KRAs:
Perform Software Development activities for Systems.
--------------------------------------------------------------------------------------------
Participating in the development, integration, formal release and final acceptance software deliverables.
----------------------------------------------------------------------------------------------------
Responsible for the investigation of system and software problems .
----------------------------------------------------------------------------------------------------------
Support the integration and acceptance of the systems.
------------------------------------------------------------------------------------------
Investigate and manage the resolution of problems uncovered during the Integration and formal acceptance.
----------------------------------------------------------------------------------------------------
Participate in feasibility studies into future training solutions.
------------------------------------------------------------------------------------------
Leads effectively, including demonstrated:
ability to contribute to formulating business/operational strategy consistent with company’s vision, purpose and business objectives;
ability to lead change and innovation; and
commitment to and ability to model the behaviours required by the company Values, Code of Conduct and Leadership Values.
-------------------------------------------------------------------------------------------------
Communicates with influence, including the ability to:
communicate clearly verbally and in writing, information of both a technical and non-technical nature;
negotiate persuasively; and
represent company with credibility and professionalism.
-------------------------------------------------------------------------------------------------
Achieve results, with demonstrated capacity to:
manage projects, organise information, monitor progress and meet deadlines under limited direction; and
interpret and apply complex policy, procedure and practices
-----------------------------------------------------------------------------------------------
Builds and maintains relationships, in particular, skills in:
managing the delivery of quality client service, under limited direction;
developing and maintaining productive internal and external relationships, partnerships and networks; and
working as a senior team member, assisting with managing the performance of individuals.
-----------------------------------------------------------------------------------------
Manages self, in particular the ability to:
under limited direction, develop innovative and creative approaches to addressing issues and challenges in the work group/business unit/organisation; and
manage own ongoing learning and development
================================================== ===
ATTRIBUTES:
Team working
Communications skills
Interpersonal skills
Problem Solving
REGARDS
LEO LINGHAM
From India, Mumbai
Hai!!! What would be a KPI for Placement Co-ordinator in a Training and Development Institute? Pls could u help me. Happy.
From India, New Delhi
From India, New Delhi
Hello ppl, i have newly joined a company which is into semiconductor i have to prepare KPA/KRA forms to employees. can anyboby help me in this and let me know hw to prepare this forms.
From India, Bangalore
From India, Bangalore
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Kra format.doc
Kra-kpi_report_ 628.xls
KRA for Asst Training Manager.pdf