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mkands
2

Hi All
Greetings
I am working in a service industry for the past one year. Recently I have completed my performance appraisal system with our director and I have submitted full list of my achievement during the said year. [I have streamlined basic HR/IR activities]
Now my director asking my KRA/Plan for next year [i.e.2006-07]. In this regard I need
help from you.
As a HR Person what I have to write for my KRA for the coming year. Please guide me
Regards
MKS

From India, Madras
bus2perf
6

I presume you report directly to the Director. Your KRA/Plan should be the result of a dialog between you and your manager. It starts with looking at the strategic objectives of the company to find out what is important to the company for the coming year. A more detailed picture for your department should be in your department’s operational plan/department plan. This is the next place to look. Over the previous year, your Director will have had conversations with you about what he/she sees as important in your role and your tasks. Take these into consideration as well. Lastly, make a time with your Director to discuss what he/she sees as important for your role for the coming year.

On the basis of all of this, you can then draft your KRA/Plan. I don’t know whether you have a strategic or operational role, so I can’t guide you on what your KRAs could look like. But think about the key aspects of your role – record keeping, policy writing, counseling, planning, etc. Does your company have examples of KRAs that you can refer to, and does it have a KRA/Plan template? This will help you in structuring and formatting your KRA/Plan.

Vicki Heath

http://www.businessperform.com

From Australia, Melbourne
leolingham2000
260

Often, the role and scope of HR in service industries could be

varied. At this stage , I have no knowledge of your real role.

What I am suggesting is a general one .

Key Result Areas

“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible.

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

---------------------------------------------------------------------------------------------------------------------------------------------------------

CORE KRAs of HR DEPARTMENT

-RECRUITMENT/ SELECTION

-WORKFORCE PLANNING/

-DIVERSITY MANAGEMENT

-PERFORMANCE MANAGEMENT



-REWARD MANAGEMENT

-WORKPLACE MANAGEMENT

-INDUSTRIAL RELATIONS

-SAFETY AND HEALTH WORKPLACE



-BUILDING CAPABILITIES AND ORGANIZATION LEARNING

-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING

============================================-=======

KRAs [ KEY RESULT AREAS are managed by

-KPAs [ KEY PERFORMANCE AREAS]

-KPIs [KEY PERFORMANCE INDICATORS]

KEY PERFORMANCE AREAS

These are the areas within the HR DEPARTMENT, where an

individual or group, is logically responsible / accountable

for the results.

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

KRA and hence KPI is attributed to the department which

can have effect on the business results and is

self measured where applicable.

THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS

KRAs/KPAs/ KPIs ARE GUIDED BY THE



*VISION STATEMENT

*MISSION STATEMENT

*CORPORATE OBJECTIVES

*CORPORATE STRATEGY

*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.

FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.

---------------------------------------------------------------------------------------

SO FROM YOUR POINT, CHECK WITH YOUR BOSS

THE ABOVE LISTED 5 CORPORATE STATEMENTS,

WHICH WILL HELP YOU TO DEVELOP YOUR KRAs

for the next 12 months.

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

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

The evaluation of HR DEPARTMENT can have four levels of

perspective.

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

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

HERE IS SOME EXAMPLES, 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.

SO, NOW WHAT YOU HAVE TO DO IS,

-FIRST , CHECK WITH YOUR BOSS, THE CORPORATE

STATEMENTS

----------------------------------------------------------------

-SECOND, LIST THE KRAs - 10 of them as shown below

CORE KRAs of HR DEPARTMENT

-RECRUITMENT/ SELECTION

-WORKFORCE PLANNING/

-DIVERSITY MANAGEMENT

-PERFORMANCE MANAGEMENT



-REWARD MANAGEMENT

-WORKPLACE MANAGEMENT

-INDUSTRIAL RELATIONS

-SAFETY AND HEALTH WORKPLACE



-BUILDING CAPABILITIES AND ORGANIZATION LEARNING

-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING

------------------------------------------------------------------

-THIRD, FOR EACH KRA, indentify the KPA [ key performance areas]

THE SELECTION OF THESE KPAs will be guided by your

corporate objectives / strategies.

-------------------------------------------------------------------------

-FOURTH , DEVELOP KPI [key performance indicators]

for each KPAs.

THIS COMPLETE SET UP IS YOUR NEXT 12 MONTH

PERFORMANCE CRITERIA.

-----------------------------------------------------------------------------

IF YOU HAVE OTHER KRAs , OTHER THAN HR

EXAMPLE

-ADMINISTRATION

-OPERATION

-COMMUNICATION

-QUALITY

ETC ETC

YOU MUST INCLUDE THEM TOO.

HOPE THIS IS USEFUL TO YOU

REGARDS

LEO LINGHAM

From India, Mumbai
rubina.pinky
Dear Leo lingham, Can you provide me KRA for different departments like- Sales & Marketing IT Professionals, Finance, Admin etc. Regards, Rubina Ansari
From India, Delhi
leolingham2000
260

RUBINA,

HERE IS SOME USEFUL MATERIAL.

REGARDS

LEO LINGHAM

“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.

-------------------------------------------------

Value of KRAs.

Identifying KRAs helps individuals: ·

- Clarify their roles

-· Align their roles to the organisation’s business or strategic plan

-· Focus on results rather than activities

-· Communicate their role’s purposes to others

-· Set goals and objectives

-· Prioritize their activities,

-and therefore improve their time/work management

-· Make value-added decisions

--------------------------------------------------------------------------

Description of KRAs

Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).

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

BEFORE YOU DEVELOP ''KRAs'', you must review the current the corporate

*VISION STATEMENT

*MISSION STATEMENT

THEN YOU MUST REVIEW

The senior management team's , based on the vision/ mission

*CORPORATE OBJECTIVES

*CORPORATE STRATEGY

THEN YOU MUST REVIEW THE RESPECTIVE DEPARTMENT'S

OBJECTIVES / STRATEGIES which are based on the established

*CORPORATE OBJECTIVES

*CORPORATE 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.

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

BEFORE YOU DEVELOP INDIVIDUAL'S KRAs

YOU MUST WRITE DOWN THE JOB DESCRIPTIONS.

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

FROM THE JOB DESCRIPTIONS / DEPARTMENT OBJECTIVES

WE DEVELOP

KRA AND KPA

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

HERE ARE TWO EXAMPLES

Position: HRM

Position reports to:

Chief Executive

Primary objective

Plan, develop and direct Human Resource policies for the organisation and implement procedures to achieve the most effective use of human resources to acl‑iieve profitability and business objectives.

Specific accountabilities/ responsibilities

Plan, make recommendations and devise personnel and industrial relations policy, in consultation with other senior management.

Establish and direct the organisation's HR procedures and strategies, taking account of the operating environment.

Develop, and direct the setting of performance targets, and participate in business planning and strategy determinations to ensure HR specifications meet the business objectives. Prepare budgets, and other management plans.

Monitor industrial relations developments to prevent and settle disputes. Direct negotiations with unions, industry groups and industrial authorities to determine agreements and minimise the possibility of industrial dispute.

Control and co‑ordinate activities such as personnel administration, staff selection and training, employee relations, wage and salary administration, security, health and safety, employee benefits and remuneration strategy.

Direct and maintain a corporate workforce plan and initiate appropriate action in relation to the organisation's use and development of employees.

Represent and direct the organisation in dealings with other organisations, employer groups, industry associations, unions, government authorities and other relevant bodies as required.

Control the collection, maintenance and interpretation of management information and records to monitor performance, control the preparation of reports (including Affirmative Action) and authorise the release of information.

Ensure the organisation's training activities are planned to meet current and future organisation and employee needs, and satisfv

government training requirements.

Review regularly the organisation's remuneration policy, including its market competitiveness, benefit and reward structures, and internal relativity and equity.

Make policy decisions as appropriate, and accept responsibility for operations, performance of staff, achievement of objectives and adherence to budgets.

Establish lines of control and delegate responsibilities to subordinate staff; control the selection and training of staff. May train and advise other managers in Human Resources or industrial relations matters.

Ensure all activities undertaken by Human Resource department employees comply with relevant Acts, legal demands and ethical standards.

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

THE KRAs for HR [ weightage of importance %]

1.RECRUITMENT/ SELECTION [ 20%]

2.WORKFORCE PLANNING/ DIVERSITY [ 20%]

3.PERFORMANCE MANAGEMENT [ 25%]

4.REWARD MANAGEMENT [20%]

5.WORKPLACE MANAGEMENT AND RELATIONS [ 10%]

6.BUILDING CAPABILITIES AND ORGANIZATION LEARNING [ 5%]

TOTAL [ 100% ]

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

THE KPI OF HR [ 2007 ]

KRA 1 -RECRUITMENT/ SELECTION

[KPI= average time taken per employee 2 months MAXIMUM]

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

KRA 2 - WORKFORCE PLANNING/ DIVERSITY

ABSENTEEISM [ KPI =maintain absent rate at 5%]

TURNOVER [ KPI = control turnover rate at 7%]

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

KRA 3- PERFORMANCE MANAGEMENT

PERFORMANCE APPRAISALS [KPI = all staff to be appraised at least once annually]

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

KRA 4 - REWARD MANAGEMENT

MARKET ORIENTED SALARY STRUCTURING [ KPI = total compensation to sales 12%]

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

KRA 5 - WORKPLACE MANAGEMENT AND RELATIONS

JOB EVALUATIONS [ KPI = 600 lower staff , below grade 4 to be evaluated]

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

KRA 6 - BUILDING CAPABILITIES AND ORGANIZATION LEARNING

TRAINING [ KPI = average training hours per employee annually= 3 days or 24 hours]

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

################################################## ##########

Position: Marketing Manager

Position reports to:

Chief Executive

Primary objective

Develop, direct and control the orgardsation's marketing business strategies and activities to achieve revenue, sales and profit targets.

Specific accountabilities/responsibilities

Direct all marketing activities for the achievement of short and long term business objectives, increased profit, and market control.

Establish and co‑ordinate the marketing objectives, policies and programmes within the context of the overall corporate plan and, where appropriate, recommend standards and set targets and quotas.

Liaise with the sales group in the preparation of the reports, budgets, and forecasts and ensure they are compatible with support sales plans.

Appraise the activities of the staff according to overall marketing strategies. Monitor and evaluate the performance, and the efficiency of staff and procedures.

Co‑ordinate subordinate staff to optimise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.

Direct marketing activities by setting product mix.

Control and monitor marketing methods, key customer strategies and other arrangements.

Direct and control marketing by planning or co‑ordinating advertising campaigns and promotional activities, product management, market analysis and research and other consulting work.

Direct the development of initiatives such as new products, new marketing techniques, new advertising campaigns, incentive bonus schemes and the dropping of unprofitable products.

Maintain necessary contact with major suppliers, customers, industry associations and government representatives to achieve the objectives of marketing.

May direct merchandising methods and distribution policy.

Select, or approve the selection and training of senior staff. Establish lines of control and delegate responsibilities to staff.

Ensure all the activities of the sales and marketing group comply with relevant Acts, legal demands and ethical standards.

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

MARKETING KRAs [ weightage of importance %]

1.market share . [ 20% ]

2.new product launches success [ 25% ]

3.Gross profit contribution [ 20%]

4.Pricing [ 20%]

5.Promotions [15 %]



TOTAL [ 100 % ]

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

THE KPI OF MARKETING [ 2007]

KRA 1 - MARKET SHARE

[KPI= improve market share by 15% MINIMUM]

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

KRA 2 - NEW PRODUCT LAUNCHES

[ KPI =AT LEAST 3 NEW PRODUCTS]

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

KRA 3- GROSS PROFIT CONTRIBUTION

[KPI = IMPROVE GROSS PROFIT BY 20%]

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

KRA 4 - PRICING

MARKET ORIENTED PRICING [ KPI = INCREASE BY NET 12%]

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

KRA 5 - PROMOTIONS

EFFECTIVENESS [ KPI = improve effectiveness by 15%]

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

##################################################

Key Result Areas

Once the job purpose is clear, you can then identify five or six areas in which results must be

achieved if the job purpose is to be fulfilled. These are the broad areas within a job that change little

from year to year. Everyone’s job can be broken into key result areas.

1.MANAGEMENT TRAINER

key result areas could be:

Design of solutions

Delivery of solutions

Evaluation of solutions

Budgets

Client satisfaction

Innovation

----------------------------------------------------

2.HUMAN RESOURCE SPECIALIST

key result areas could be:

Employee relations

Employee development

Compensation planning and administration

Policy development

Benefits administration

Career development

Statutory compliance

Human Resource information systems

------------------------------------------------------------------

3.GENERAL MANAGER OR SENIOR MANAGER

KEY RESULT AREAS COULD BE:

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

------------------------------------------------

4.SALES

key result areas could be:

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

--------------------------------------------------

5. MANUFACTURING

Key result areas could be :

Stock control

Maintenance

Labour relations

Waste

Reworks

Productivity

Health and Safety

Quality control

Record keeping

---------------------------------------------------------

6.MARKETING

key result areas could be:

Advertising

Promotional strategy

Pricing

Market research

Field support

Marketing materials

Media relations

Sales support

Agency relations

-----------------------------------------

7. HUMAN RESOURCES

key result areas could be :

-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

------------------------------------------------------------------------------

8.GENERAL ADMINISTRATION

key result areas could include:

Correspondence

Filing

Records management

Administrative support

Internal customer relations

Equipment maintenance

Forms administration

Scheduling

Supply maintenance and purchasing

Telephone coverage

Project support

--------------------------------------------------------------

TRAINING AND DEVELOPMENT MANAGER

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 [ % ]

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

From India, Mumbai
rubina.pinky
Dear Leo,
I am really grateful to you. This is really very helpful to me.I expect the same from you in future that you will guide me as well as other people like this with your immense knowledge.
Regards,
Rubina Ansari

From India, Delhi
kady
Dear Leo, Will you be able to help me out wid the KRA’s for IT professionals..Like JAVA developer , Programmer, Tester etc... please add your thoughts.... Regards Kady
From China
vaibhav.tal
4

For service industry following are most commom KRAs for HR people:Recruitment 30%Training & Development 10%Admin & Legal compliances 30%Salary Management & Performance Management 10%Joining & Exit formalities 10%Retaining Employees / Counseling / Grievance Handling 10%
From India, Aurangabad
Debrishi
Dear Leo Lingham, Your article realy helped me to enhance my knowledge in KRA. Please provide me KRA for Production, Finance, Store & Maintanance. Thanks, Debrishi
From India, Mumbai
Debrishi
Dear Leo Lingham, Your article realy helped me to enhance my knowledge in KRA. Please provide me KRA for Production, Finance, Store & Maintanance. Thanks, Debrishi
From India, Mumbai
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