Ral Started The Discussion:
HI All,

I need some help with KRA and KPI templates as i have to create those for myself. I am currently in the Learning and development function. Also any information on creating KRA's and KPI's would be appreciated.

Thanks

Ral
Posted 8th May 2006 From India, Mumbai
HERE ARE SOME SUGGESTIONS FOR L&D POSITION


LEARNING AND DEVELOPMENT KRAs and KPIs.

KRA 1-deliver relevant and targeted programs to the
organization employees.

KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.

KPI 2--% INCREASE INCREASE IN TRAINING PROGRAMS

KPI 3--% INCREASE IN EMPLOYEE PARTICIPATION.
===============================================
KRA 2-promote the programs/learning culture

KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.

KPI 2--NUMBER OF DEPARTMENTS SATISFACTION LEVEL.

KPI 3--% INCREASE IN TYPES OF ACTIVITIES
===============================================
KRA 3-provide lead in the provision of
organization learning and development service

KPI 1--NO. OF TRAINING DAYS % INCREASE

KPI 2--NO. OF EMPLOYEES PARTICIPATING % INCREASE

KPI 3--NO. OF INHOUSE PROGRAMS % INCREASE

KPI 4--NO. OF EXTERNAL PROGRAMS ATTENDED %INCREASE.

KPI 5--NO. OF EXTERNAL TRAINING PACKAGES BOUGHT %INCREASE.

KPI 6--% INCREASE IN COST.

KPI 7--% INCREASE IN RESOURCE REQUIREMENTS.

================================================
KRA 4-improvements in capabilities/capacities
to deliver L&D.

KPI 1--PROGRAMS IMPLEMENTED ON TIME [ % ]

KPI 2--PROGRAMS IMPLEMENTED WITHIN BUDGET [ %]

KPI 3--EFFECTIVE USE OF PERFORMANCE MANAGEMENT
SYSTEM FOR DEVELOPMENT [ % ]




REGARDS

LEO LINGHAM
Posted 9th May 2006 From India, Mumbai
Hi friends, Can somebody tell where to get the Key Performance Indicators for various positions - any site? regards, Sangi
Posted 18th May 2006 From India, Calcutta
THIS IS A BROAD GENERAL MIX, NOT TUNED TOWARDS
ANY PARTICULAR INDUSTRY OR ORGANIZATION.


MANAGER
LEARNING AND DEVELOPMENT
KRAs and KPIs.
KRA 1-deliver relevant and targeted programs to the
organization employees.
KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.
KPI 2--% INCREASE INCREASE IN TRAINING PROGRAMS
KPI 3--% INCREASE IN EMPLOYEE PARTICIPATION.
===============================================
KRA 2-promote the programs/learning culture
KPI 1--EMPLOYEE SATISFACTION FEEDBACK THROUGH SURVEY
SATISFACTION LEVEL MINIMUM 70%.
KPI 2--NUMBER OF DEPARTMENTS SATISFACTION LEVEL.
KPI 3--% INCREASE IN TYPES OF ACTIVITIES
===============================================
KRA 3-provide lead in the provision of
organization learning and development service
KPI 1--NO. OF TRAINING DAYS % INCREASE
KPI 2--NO. OF EMPLOYEES PARTICIPATING % INCREASE
KPI 3--NO. OF INHOUSE PROGRAMS % INCREASE
KPI 4--NO. OF EXTERNAL PROGRAMS ATTENDED %INCREASE.
KPI 5--NO. OF EXTERNAL TRAINING PACKAGES BOUGHT %INCREASE.
KPI 6--% INCREASE IN COST.
KPI 7--% INCREASE IN RESOURCE REQUIREMENTS.
================================================
KRA 4-improvements in capabilities/capacities
to deliver L&D.
KPI 1--PROGRAMS IMPLEMENTED ON TIME [ % ]
KPI 2--PROGRAMS IMPLEMENTED WITHIN BUDGET [ %]
KPI 3--EFFECTIVE USE OF PERFORMANCE MANAGEMENT
SYSTEM FOR DEVELOPMENT [ % ]
===============================================
==================================================
HR MANAGER
KEY RESULT AREAS.

KRA 1 Recruitment / Selection
KRA 2 Workforce Planning and Diversity
KRA 3 Performance Management
KRA 4 Reward Management
KRA 5 Workplace Management and Relations
KRA 6 A Safe and Healthy Workplace
KRA 7 Building Capabilities and Organisational Learning
KRA 8 Effective HR Management Systems, Support and Monitoring
================================================== ==================

For the management trainer, key result areas could be:
Design of solutions
Delivery of solutions
Evaluation of solutions
Budgets
Client satisfaction
Innovation
========================================

General Management or Senior Executive
KRAs include


Internal operations
Market development
Profitability
Organisational structure
Organisational vision and mission
Asset and liability management
Board of directors relationship
Productivity
Financial strategy
Business development
Technology
Customer satisfaction
Community relations
Regulatory compliance

=================================
Finance and Accounting
KRAs include


Credit referencing
Management information
Capital expenditure
Security
Financial analysis
Cost control
Internal audit
Regulatory reporting
Credit control
Financial records
Payroll
Cashflow forecasting
Budgeting
Costing
===================================

Sales
KRAs include

New business acquisition
Territory management
Customer care
Lead generation
Lead follow up (internal and external)
Account management
Customer retention
Interpersonal skills
Negotiating skills
Product knowledge
Sales forecasting

=====================================

Manufacturing
KRAs include


Stock control
Maintenance
Labour relations
Waste
Reworks
Productivity
Health and Safety
Quality control
Record keeping

======================================

Marketing
KRAs include

Advertising
Promotional strategy
Pricing
Market research
Field support
Marketing materials
Media relations
Sales support
Agency relations

======================================

Secretarial, Clerical and Administrative
KRAs include

Correspondence
Filing
Records management
Administrative support
Internal customer relations
Equipment maintenance
Forms administration
Scheduling
Supply maintenance and purchasing
Telephone coverage
Project support
Finally, key result areas for everyone in an organisation are:
Personal development
Professional development
Internal and external customer satisfaction
Public relations
Communication - oral and written
Interdepartmental relations
Project management

====================================

KPI FOR THE VARIOUS KRAs should be
-quantity oriented
-quality oriented
-time oriented
-cost oriented
or a combination .

Quantity
Number of units produced/published/sent/received/processed/deadlines
Calls per hour/day/week
New products introduced
Grievances per 100 employees
Staff turnover
Customer complaints and compliments
Error rate or reworks
Returned goods
Sales increased
Profit increased
Increase in market share


Cost
Variance against budget
£’s spent
Profit
Waste
Overtime incurred
Speed


Time
Reduction in number of minutes/hours/days etc.
Deadlines and schedules met
Average call response time
Projects completed per week/month etc.
Number of minutes between customers


Qualitative
Accuracy
Customer satisfaction
Repeat business
Mistakes
Reworks/repairs


Therefore:example

Key Result Area = Sales
Objective = Sell x new product to customers
KPI = Number of units sold per new customer whilst maintaining
gross profit level of 25%



ANOTHER IMPORTANT ARE IN BUSINESS IS
SUPPLY CHAIN MANAGEMENT

DEMAND PLANNING
-demand planning for core products
-demand planning for parts/accessories
-demand planning for critical items
-developing product life cycle trends
-product life cycle forecast for new products
etc

KPI could be
-remove stock shortages[ by %]
-improve inventory levels.[ 98% max]
etc
==================================
PROCUREMANT
-quicker stock replenishment
-continual stock replenishment
-reduction in lead time
etc

KPI could be
-improving stock availability [100%]
-reducing cost [ 5%]
-reduction working capital [ 7%]
etc
=======================================
SUPPLY
-better supply coordination
-more effective communication with supplier
-faster / timely communication
etc

KPI could be
-developing supplier profile [ all accounts]
-developing suppliers networking [ all accounts]
etc
===================================
RAW--INVENTORY
-quicker replenishment
-customer focused inventory building
-logistical lead time reduction
-demand based inventory
etc

KPI could be
-better material availability[100%]
-good/ usable inventory levels [ 98% satisfaction]
etc
=======================================
MANUFACTURING
-elimination of wastages in production
-improving throughput effiiciency
-process efficiency
etc

KPI could be
-reducing back orders[ nil %]
-improving targeted delivery date [ 98%]
etc
=================================
FINISHED --INVENTORY
-reduction in logical leadtime
-full stock availability
etc

KPI could be
-full total inventory[ 100%]
-full stock / range availability [ full range]
etc
=================================
ORDER SERVICE
-short--response time to query
-shortening order cycle time
etc

KPI could be
-making targeted delivery date [ 100%]
-providing order status [ at all times]
etc
==================================
DISTRIBUTION
-order fill rate
-ontime delivery
-backorder by age
-service/ parts availability
-targeted delivery date
-order completeness
-delivery reliability
etc

KPI could be
-improve order fill rate [ 98%]
-improve on-time delivery [ 98%]
-reduce shipment delays[ 0%]
etc
=============================
CUSTOMER SERVICE
-order status
-delivery reliabilitty
-documentation integrity
etc

KPI could be
-timely order status [ 100%]
-timely delivery status.[ 100%]
etc
================================================== =====
THE SUPPLY CHAIN MANAGEMENT KPIs
could include
-IMPROVING MATERIAL FLOWS
-REDUCE RAW MATERIAL INVENTORY LEVELS
-REDUCING PURCHASING COST
-REDUCE FREIGHT COST
-REDUCE OBSOLETE STOCK LEVELS
-IMPROVING WAREHOUSING OPERATIONS EFFICIENCY
-OPTIMISE STOCK LEVELS
-REDUCE LEAD TIME
-REDUCE TOTAL INVENTORY LEVELS
-REDUCE FINISHED STOCKS
-IMPROVE DEMAND FORECASTING
-IMPROVE MATERIAL RESOURCE PLANNING
================================================== ===

===================================
OTHER KPIs could be as follows

2.MANUFACTURING
- Unit volume level
- unit cost target
-production efficiency improvement
-productivity improvement
-quality improvement index
-capacity utilization

etc etc
==================================== MARKETING

-market share %
-new product launches success
-profit contribution by productlines

etc etc
=====================================
SALES

-sales against last year
-sales against target
-sales coverage improvement

etc etc
======================================
DISTRIBUTION

-market coverage
-customer coverage
-channel coverage

=======================================
CUSTOMER SERVICE

-CUSTOMER SERVICE IMPROVEMENT
-CUSTOMER SATISFACTION ACHIEVEMENT

ETC ETC
======================================
WAREHOUSING / TRANSPORTATION

-%ACHIEVED AGAINST ORDERS
-PICKING / PACKING RATE
-FINISHED GOODS INVENTORY LEVEL
-STOCK TURNOVER

‑====================================
FINANCE
-Cost of Capital USED
- Receivables leveL / against sales
-Bad‑debt level
-Debt‑equity ratio
=====================================
PROCUREMENT / SUPPLY

-raw material inventory levels
-cost saving target

etc etc

REGARDS

LEO LINGHAM
Posted 22nd May 2006 From India, Mumbai
Ral 
Thanks Leo, The information you provided was really apt. Thanks for your wonderful contribution this site needs dynamic people like you Cheers Ral
Posted 23rd May 2006 From India, Mumbai
Dear Sir, Regards, I want to know more about KRA & KPI. Pl, guide. Thanks, Rajendra Gehlot
Posted 29th May 2006 From India, Pune
RAJENDRA, COULD PLEASE BE MORE SPECIFIC, WITH YOUR QUESTION WHAT EXACTLY YOU WANT TO KNOW THANKS REGARDS LEO LINGHAM
Posted 29th May 2006 From India, Mumbai
Dear Friend, Please send me the KRA’s for the Software Engineer. currently i am working on the same. Regards, Nilesh
Posted 18th September 2006
NILESH,

HERE IS A BROAD GUIDELINES OF A TYPICAL SOFTWARE ENGINEER.
SINCE THE SOFTWARE ENGINEERS MOSTLY WORK ON PROJECTS,
THE TYPICAL KRAs WOULD CHANGE. FOR YOUR PURPOSE , YOU MAY
MODIFY/CHANGE AS REQUIRED BUT RESTRICT KRAs TO MAXIMUM 7.

KRA 1
. Be responsible for the overall software engineering of the project including providing overall direction to others / partners.


Establish project plans including timelines and resources required for the project.
§ Monitor progress; address any issues across the project interfaces, ensuring that project deliverables and milestones are achieved.
§ Engage and provide direction as necessary to others , contractors or technical experts and manage related contracts and terms of appointment according to the relevant guidelines.
§ Provide regular project reports to the management
§ Facilitate the ongoing assessment of commitments and regular strategic reviews .

KRA 2

. Develop and support the software engineering project methodology of the project

§ Investigate, select, implement and maintain an appropriate software engineering project methodology across the complete project.
§ Ensure that appropriate software engineers, or consultants are engaged as required.
§ Select, develop as required, plus maintain software coding standards, plus full documentation.
§ Adapt software engineering industrial standards to:data collection/data analysis/security/
storage/data visualization etc
§ Ensure that all software engineering deliverables and milestones are achieved.


KRA 3

Manage the development , through implementing production standards, robust and ruggedised development processes

§ Manage all aspects of the process related to the development and production of the system.
§ Be responsible for implementing production procedures, including reliability testing, error handling, user interface, pilot releases, plus full documentation.
§ Plan, execute, monitor and manage thorough user/usability testing and feedback .


KRA 4

Establish links and working relationships with OTHER departments.

§ Establish vital links and understand the requirements of the diverse areas.
§ Apply proven software engineering techniques and solutions to achieve the objectives.
§ Act as a major channel for feedback communication, plus take into account this feedback in determining priorities for practical outcomes of the project.



KRA 5

Manage a team of project staff.
§ Establish a staffing strategy to deliver the specific project objectives in consultation with the management.
§ Recruit and appoint project staff and technical consultants as required following appropriate procedures.
§ Develop a clear project plan and communicate that with the project staff through an intensive induction process.
§ Provide technical and operational guidance to the project as necessary.
§ Assist staff to work through project impediments in a prompt manner.



KRA 6


Manage effective communication with TEAM members

§ Liaise with Management members, partners, technical advisors/consultants.
§ Be responsible for:
o relevant conference presentations and publications.
o dissemination of selected information to ALL CONCERNED.


7. Effective liaison with other projects and CONSUTANTS.



REGARDS

LEO LINGHAM
Posted 20th September 2006 From India, Mumbai
================================================
AS the first step to build KRAs for HR,
YOU must visit
YOUR COMPANY'S
*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.
-------------------------------------------------------------------------------
THEN REVIEW YOUR HR DEPARTMENT'S
-HR OBJECTIVES
-HR STRATEGIES
ALIGN IT WITH CORPORATE OBJECTIVES/ STRATEGIES
-------------------------------------------------------------------------------
UNDERSTAND THAT THE ,

KRA AND KPA

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 KRA.
------------------------------------------
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 griptionood of the organisation).
-----------------------------------------------------------

EXAMPLE
HR [ KRAs]
CORE 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
----------------------------------------------------------------

KEY PERFORMANCE AREAS [ KPA ]

These are the areas within the ORGANIZATION FUNCTIONS, where an
individual or group, is logically responsible / accountable
for the results.

To manage each KRA, a set of KPA / KPI are set .

KPA and hence KPI is attributed to the person who
can have effect on the business results and is
self measured where applicable

EXAMPLE OF HR
KRA = RECRUITMENT / SELECTION
KPA 1 = RECRUITMENT
KPA 2= SELECTION

YOU SELECT A KPI FOR EACH KPA,
WHICH WOULD ENABLE THE INDIVIDUAL TO
IMPROVE PERFORMANCE TO ACHIEVE THE OBJECTIVES.

EXAMPLE
KPi for KPA 1= reduce the recruitment cost per head by 10%.
KPi for KPA 2 = finalize selection in 5 weeks for each individual position.
--------------------------------------------------------------
.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.
================================================== ===============

HR Key Performance Indicators

Frequently used HR Key Performance Indicators include:

[[ FTE = full time employees ]]

Revenue per Employee (FTE)
Assets per FTE
Training Hours per FTE
Training Costs per FTE
HR Department Cost per FTE
FTEs per HR Department FTE
Acceptance Rate
Average Cost per Hire
Absence Rate
Turnover Rate
Resignation Rate
Human Investment Ratio
Compensation & Benefits/Revenue
Average Remuneration

Time taken per recruitment
Cost per recruitment
============================================

EXAMPLES of KRAs / KPAs / KPIs

KRA 1 -RECRUITMENT/ SELECTION
KPA 1- RECRUITMENT [KPI= average time taken per employee 2 months]
KPA 2 -SELECTION [ KPI = average cost per new employee RS 10,000]
====================================
KRA 2 - WORKFORCE PLANNING/ DIVERSITY
KPA 1 - ANSENTEEISM [ KPI = absent rate at 5%]
KPA 2- TURNOVER [ KPI = turnover rate at 7%]
KPA 3- DIVERSITY [ KPI = 3 FEMALES TO BE INDUCTED INTO MANAGEMENT CADRE]
=====================================
KRA 3- PERFORMANCE MANAGEMENT
KPA 1 - PERFORMANCE APPRAISALS [KPI = all staff to be appraised at least once annually]
KPA 2 -SUCCESSION PLANNING [ KPI = 8 POTENTAL staff to be identified and talent managed]
===================================
KRA 4 - REWARD MANAGEMENT
KPA 1- MARKET ORIENTED SALARY STRUCTURING [ KPI = total compensation to sales 12%]
KPA 2 -BENEFITS PLANNING [ KPI = 6% of total salary bill]
============================================
KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS
KPA 1 -JOB EVALUATIONS [ KPI = 600 lower staff , below grade 4 to be evaluated]
KPA 2 - EMPLOYEE COMMUNICATIONS [ KPI = 4 newsletter on intranet,one per quarter ]
===========================================
KRA 6 - SAFETY AND HEALTH WORKPLACE
KPA 1 - SAFETY [ KPI = accident safety ratings, benchmark with industry]
KPA 2 - HEALTH [KPI = actual health expenditure vs budget ]
========================================
KRA 7 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING
KPA 1 - TRAINING [ KPI = average training hours per employee annually= 24 hours]
KPA 2 - MANAGEMENT DEVELOPMENT [ KPI =average MD cost per employee annually= 16000 RS]
============================================
KRA 8 - EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING

KPA 1- HRIS [ KPI = finalize the software . RS 1.2 million capital budget]



HERE ARE SOME COMMON EXAMPLES.

FOR EACH ELEMENT, YOU CAN SET YOUR OWN
THRESHHOLD, BASED ON YOUR COMPANY
STRATEGY/ HR STRATEGY.
================================================== =====
1.ABSENTEEISM PER EMPLOYEES [DAYS]

2.AVERAGE RECRUITMENT TIME [DAYS]

3.EMPLOYEE TURNOVER [ % ]

4.EMPLOYEE SATISFACTION [ LEVELS ]

5.AVERAGE EMPLOYEE TENURE [ YEARS]

6.INDUCTION TRAINING [ % OF NEW EMPLOYEES]

7. TRAINING WORKSHOP [ % ] CONDUCTED/PLANNED

8. TRAINING AT EXTERNAL COURSES [ %] ACTUAL / PLANNED

9.PERFORMANCE APPRAISALS [ NOS.] AGAINST TOTAL EMPLOYEES.
================================================== ===
HERE ARE SOME
PROBABLE HR METRICS IN COMPENSATION ONLY

1.ANNUAL TOTAL COMPENSATION INCREASE RATE [%] [this year vs last year]
2.ANNUAL TURNOVER RATE.[this year v s last year]
3.COMPENSATION &BENEFITS AS A % OF SALES.
4.COMPENSATION & BENEFITS AS A % OF OPERATING EXPENSES.
5.COMPENSATION & BENEFITS PER EMPLOYEE [ this year vs last year]
6.COMPENSATION & BENEFITS COMPETITIVENESS INDEX.
7.INCENTIVE PAYMENT AS A % OF TOTAL COMPENSATION & BENEFITS.
8.BENEFITS SPEND AS A % OF TOTAL COMPENSATION & BENEFITS
9.COMPENSATION & BENEFITS BY LEVELS OF STAFF
-senior mgnt/ executives/middle mgnt/ junior mgnt/supervisors/staff etc.
10.NEW COMERS COMPENSATION & BENEFITS AGAINST TOTAL FOR THE YEAR.
11.% OF EMPLOYEES SATISFIED WITH CURRENT SYSTEM [ SURVEY ]
12.MEDICAL BENEFITS EXPENSES TOTAL [ THIS YEAR VS LAST YEAR]
13.MEDICAL BENEFITS EXPENSES PER EMPLOYEE.
================================================== =====

HERE ARE SOME STANDARDS METRICS


1 HR UTILIZATION % TOTAL PAYROLL $ / TOTAL SALES $

2. HR PRODUCTIVITY % TOTAL EMPLOYMENT COST $/TOTAL
PRODUCTION VOLUME IN $ X 100

3. HR BUDGET % ACTUAL $ / BUDGET $ X 100

4'. ACCIDENT COSTS % CURRENT ACTUAL $ / LAST YEAR $ X 100

5'. ACCIDENT SAFETY % CURRENT ACTUAL $ / LAST YEAR $ X 100
RATINGS

6'. EMPLOYEE % EMPLOYEE BENEFITS $ / TOTAL PAYROLL $ X100
BENEFITS

EMPLOYEE BENEFITS $ /TOTAL SALES $ X 100


7'. HR BUDGET % ACTUAL HR EXPENSES $ / TOTAL SALES $ X 100
sales effectiveness

8'. HR EXPENSES $ TOTAL HR EXPENSES $ / TOTAL NO. OF EMPLOYEES
per head

9'. HR EXPENSES % HR EXPENSES $ / TOTAL EXPENSES $ X 100
cost effectivenss

10'. NO.OF COURSES % ACTUAL CONDUCTED / PLANNED X 100
CONDUCTED

11. NO. OF SAFETY % ACTUAL CONDUCTED / PLANNED X 100
training programs

12. TRAINING DAYS % ACTUAL TRAINING DAYS / PLANNED X 100
EFFECTIVENESS

13. EMPLOYEES % ACTUAL TAKING PART / PLANNED X 100
involvement in train

14. SICK DAYS nos. TOTAL SICKDAYS TAKEN/ TOTAL EMPLOYEES
managemeent effectiveness

15. STAFF orientation % NO. OF NEW STAFF LEAVING IN THREE MONTHS/
EFFECTIVENESS TOTAL NO. OF NEW STAFF ORIENTED
X 100


16. TIME TO FILL AN NO.DAYS TOTAL NO OF DAYS / TOTAL NO positions filled
OPEN POSITION


17. TURNOVER BY % TURNOVER / TOTAL RECRUITMENTS X100
RECRUITING source
BY EACH SOURCE


18. TURNOVER BY % TURNOVER / TOTAL EMPLOYEES BY EACH
EACH JOB CATEGORY
CATEGORY X 100


19. WORKERS % ACTUAL $ / PLANNED BUDGET $ X 100
çompensation costs


20. HR STAFFING NO. TOTAL HR STAFF / TOTAL EMPLOYEES
EFFICIENCY


================================================
================================================== =======
================================================== ===============

-please review the job profile
-define the FUNCTIONAL role of the individuals
-then allocate KRAs, in consultation with THE BOSS.
-then the KPAs
-then the KPI

THE LEVELS ARE IMPORTANT BUT ALSO THE
FUNCTIONAL ROLE AS WELL THE COMPANY
OBJECTIVES/ STRATEGY IN DECIDING
-KRAs / KPAs / KPIs.



REGARDS

LEO LINGHAM
Posted 17th May 2007 From India, Mumbai






 
 
 
 







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