Hi everyone, Could you please help me in preparing key result areas and key performance indicators.
From India, Bangalore
From India, Bangalore
dear j
for each post there are certain outputs which are required.
for example the after sales service person has to attend to and rectify service calls allotted to him .
for this you can keep indicators to know whether he has done his job correctly in term of measurable meaningful values such as
1. % no:of calls completed in 2 days( or any "X" days)
2. % Repetitive calls of service already done( service rework)
these are meaningful to the organisation as well as for the customer.
KRA should be set in this manner.Always attach to business results and ulimtate outcome expected and not intermediate outcomes like "no:of Purchase orders typed".
do not keep many KRAs for one post ,keep it not more than three.
There are many instances of organisations where Wrong setting of KRAs have resulted in demoralisation and breakdown of team work especially if it affects the variable pay.
do not set KRAs for activities but for outputs.
E.g for a salesman , do not monitor "no:of sales calls made": but monitor "sales achieved in terms of value".Let him keep the no:of calls data in his daily reoprt but not as KRA.
Another point is some deaprtments may require Group KRAs where co-operation and team work are required.
sometimes KRAs may have to be across departments.i.e for processes like "order exection" which may span across departments.Any doubt pl ask
regards
veera
From India, Thrissur
9for each post there are certain outputs which are required.
for example the after sales service person has to attend to and rectify service calls allotted to him .
for this you can keep indicators to know whether he has done his job correctly in term of measurable meaningful values such as
1. % no:of calls completed in 2 days( or any "X" days)
2. % Repetitive calls of service already done( service rework)
these are meaningful to the organisation as well as for the customer.
KRA should be set in this manner.Always attach to business results and ulimtate outcome expected and not intermediate outcomes like "no:of Purchase orders typed".
do not keep many KRAs for one post ,keep it not more than three.
There are many instances of organisations where Wrong setting of KRAs have resulted in demoralisation and breakdown of team work especially if it affects the variable pay.
do not set KRAs for activities but for outputs.
E.g for a salesman , do not monitor "no:of sales calls made": but monitor "sales achieved in terms of value".Let him keep the no:of calls data in his daily reoprt but not as KRA.
Another point is some deaprtments may require Group KRAs where co-operation and team work are required.
sometimes KRAs may have to be across departments.i.e for processes like "order exection" which may span across departments.Any doubt pl ask
regards
veera
From India, Thrissur
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HR-Profession-K ey Areas.docx
Key indicators.ppt