I attach sample KRA format which can be used from Jr.Level to Sr.Level Management
From India, Hyderabad
115From India, Hyderabad
Dear KVD Prasad,
You have not mentioned the weight for each KRA. How every KRA can have equal weight? It is the weight that decides the degree of importance of the KRA.
Secondly, you need to categorise KRAs into three categories i.e. Vital, Essential and Desirable. Under each category you can have 2-3 KRA with different weight to each KRA. Total of the weights in each category should be 100.
Ok...
Dinesh V Divekar
From India, Bangalore
You have not mentioned the weight for each KRA. How every KRA can have equal weight? It is the weight that decides the degree of importance of the KRA.
Secondly, you need to categorise KRAs into three categories i.e. Vital, Essential and Desirable. Under each category you can have 2-3 KRA with different weight to each KRA. Total of the weights in each category should be 100.
Ok...
Dinesh V Divekar
From India, Bangalore
Dear Dinesh
Thanks for your suggestion. Can you send one sample KRA.
In our organization the above blank KRA formats will be given to us and ask us to fill and send to them. The weightage marks, and the rating like Good, outstanding, normal etc., will be filled by the respective bosses confidentially.
From India, Hyderabad
Thanks for your suggestion. Can you send one sample KRA.
In our organization the above blank KRA formats will be given to us and ask us to fill and send to them. The weightage marks, and the rating like Good, outstanding, normal etc., will be filled by the respective bosses confidentially.
From India, Hyderabad
Dear,
In our organisation, the weightage for each KRA should be agreed by the appraisee and the appraiser. The appraisal score at the year end is done by the individual (self appraisal) and the appraiser and reviewed by the boss's boss. There is also Leadership practices or critical success factors (CSF) to be evaluated by both the individual and the appraiser and also reviewed by the reviewer. Weigtage for individual appraisal is 75% and the CSF is 25%.
R. Sankar
From India, Ghaziabad
In our organisation, the weightage for each KRA should be agreed by the appraisee and the appraiser. The appraisal score at the year end is done by the individual (self appraisal) and the appraiser and reviewed by the boss's boss. There is also Leadership practices or critical success factors (CSF) to be evaluated by both the individual and the appraiser and also reviewed by the reviewer. Weigtage for individual appraisal is 75% and the CSF is 25%.
R. Sankar
From India, Ghaziabad
Dear All,
According to me the KRA should cover QCDPS (Quality, Cost , Delivery, Problem Solving, Special Task). This will give importance to overall performance including the soft skills of the employee. This can very well be monitored by superiors. This will help the employee too to have focus on developmental aspects of his / her personal carrier growth. The weightage can vary according to Organisational and departmental profile.
Mahesh Kulkarni
From India, Ulhasnagar
According to me the KRA should cover QCDPS (Quality, Cost , Delivery, Problem Solving, Special Task). This will give importance to overall performance including the soft skills of the employee. This can very well be monitored by superiors. This will help the employee too to have focus on developmental aspects of his / her personal carrier growth. The weightage can vary according to Organisational and departmental profile.
Mahesh Kulkarni
From India, Ulhasnagar
Dear all,
My replies to the previous posts are as below:
@KVDP_69: - You need to improvise the procedure. In the right context, filling the blank KRA is fine. However, weights have to be decided immediately. What is there to keep confidential in weights? Secondly, rating has to be done in numbers. Lastly, appraisal also has to be done in front of junior. Doing rating confidentially is Government style and it does not motivate the junior.
Please make a note that performance appraisal is not just for individual. It is a major tool of organisational development as well.
@SANKAR R: - You have corroborated what I have said however, you say that "Weightage for KRA should be agreed by appraisee and appraiser". What if both of them do not agree? Manager must have overriding powers. What is the use of being manager if he/she is placed on equal footing with the subordinate?
@MASHIKAKA: - In addition to QCDPS, you need to add "Quantity" and "Customer Satisfaction" as well. Though these are linked with quality and delivery, these attributes need to be mentioned explicitly. Secondly, how will you measure "problem solving" and "special task".
Last comments: - Any KRA, if it is not SMART (Specific, Measurable, Attainable, Realistic and Time bound) is not KRA.
Thanks,
DVD
From India, Bangalore
My replies to the previous posts are as below:
@KVDP_69: - You need to improvise the procedure. In the right context, filling the blank KRA is fine. However, weights have to be decided immediately. What is there to keep confidential in weights? Secondly, rating has to be done in numbers. Lastly, appraisal also has to be done in front of junior. Doing rating confidentially is Government style and it does not motivate the junior.
Please make a note that performance appraisal is not just for individual. It is a major tool of organisational development as well.
@SANKAR R: - You have corroborated what I have said however, you say that "Weightage for KRA should be agreed by appraisee and appraiser". What if both of them do not agree? Manager must have overriding powers. What is the use of being manager if he/she is placed on equal footing with the subordinate?
@MASHIKAKA: - In addition to QCDPS, you need to add "Quantity" and "Customer Satisfaction" as well. Though these are linked with quality and delivery, these attributes need to be mentioned explicitly. Secondly, how will you measure "problem solving" and "special task".
Last comments: - Any KRA, if it is not SMART (Specific, Measurable, Attainable, Realistic and Time bound) is not KRA.
Thanks,
DVD
From India, Bangalore
Dear DVD,
Problem solving & Special Tasks can be monitored thru the manner in which the Problem is Solved (Temporarily or Permanently) 2ndly whether any unlawful usage of techniques or smooth sailing, developments carried out, Savings made (Time or monetory) etc. Similarly Special Tasks also can be monitored in time frame, cost involved, improvements done; Trainings imparted, Initiatives taken, Creativity shown etc etc.
This manner one can monitor / delveop the soft skills of the subordinates and gives them opportunities to prove thier abilities.
Kind Regards
Mahesh Kulkarni
From India, Ulhasnagar
Problem solving & Special Tasks can be monitored thru the manner in which the Problem is Solved (Temporarily or Permanently) 2ndly whether any unlawful usage of techniques or smooth sailing, developments carried out, Savings made (Time or monetory) etc. Similarly Special Tasks also can be monitored in time frame, cost involved, improvements done; Trainings imparted, Initiatives taken, Creativity shown etc etc.
This manner one can monitor / delveop the soft skills of the subordinates and gives them opportunities to prove thier abilities.
Kind Regards
Mahesh Kulkarni
From India, Ulhasnagar
I only want to add one point to what Mr Dinesh Divekar has stated in Post # 6 above. In Govt. performance assessment was earlier considered confidential and it was even called 'Annual Confidential Report' (ACR). It is no more so now. The position has changed. It is now open and a copy is given to the person assessed. It is not called ACR now. It is calles APAR (Annual Performance Assessment Report) ! Times are indeed changing!
From India, Madras
From India, Madras
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Kra format.doc
FORMAT KRA.xls