Human Resource And Industrial Relations
Consultancy_hr & Ir
Hr Consulting ,trainer -creative Thinking
Sr Project Manager
Sanath Kumar T S
Job Descriptions provide expectations of performance in terms of subjects, areas etc. KRAs (Key Result Areas) are those elements of your job, which if done well, account for good performance of the total job!
Not all elements of your job are critical to comprehensive performance, but the Key Results Area, as the name indicates critical contents of the job.
For example, for a Sales job, there could be included innumerable items and issues ib the job description, but the KRAs could be things like:
Development of subordinates etc.
While the job descriptions may remain constant over a period of time, the KRAs may and usually do change in tune with the anual targets of the function.
Is the issue clear?
October 3, 2005
3rd October 2005 From India, Pune
No question is stupid at all!!..it's better that we try to know ourselves well rather than pretend to know everything..no can proclaim to know everything!! So keep asking questions...even Socrates asked questions as well..he felt that if one stopped asking questions..it was the end of his learning...
Thanks to Samvedan for lucid explanation...
KRAs is important subset of job description which determines your success indicators..
Many professionals suffer undue stress or lack enthusiasm if their work output is not appreciated by their bosses..can be pretty depressing..so KRAs is discussed mutually between the boss & subordinate..
How does it work?..
“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. KRAs are also known as key work outputs (KWOs).
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
• Make value-added decisions Description
Key result areas (KRAs) capture about 80% of a work role. The emainder 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). For example, “image of the organisation” is usually a very senior official’s key result area, but hopefully all employees contribute to this outcome.
Most roles include 3 to 5 key result areas. If individuals are accountable for more than this, they may be overloaded, or they may not be delegating effectively.
Key result areas are worded using as few terms as possible with no verbs (i.e., these are about results, not action) and no direction/measurement (e.g., words such as "good," "increased" or "decreased"). They simply describe the areas for which one is responsible for results.
Consider a hockey team. No player is responsible for "wins;" this is an
outcome for the entire team. Each player has specific KRAs to maintain. The goaltender has one primary KRA, “shots stopped” and a secondary KRA, “rebounds.” The defence position is primarily accountable for keeping the ball away from the net, and getting the ball out of the defensive zone.
These might be worded as the following KRAs:
“shots on net” and “defensive zone control.”
NOTE: Both defence players share these accountabilities. Forwards
are primarily responsible for scoring and keeping the ball in the offensive zone.
These might be worded as the following
KRAs: “goals scored” and “offensive zone control.” Note that this description refers only to general play, not powerplays or penalty-killing.
Individuals or lines may have additional KRAs under these circumstances.
For another example, consider a waiter in a restaurant. “Customer satisfaction” is not a key work output—everyone in the restaurant contributes to that aim.
However, “customer rapport” is a key work output of the waiter. Whether or not the food is good, on time, or hot, the waiter is expected to develop rapport with customers. Other key work outputs might include “paid bills” and “delivered food & beverages.”
Individuals undertake the following steps to determine the KRAs for their
1. They list their main day-to-day responsibilities/activities.
2. For each activity, they ask “Why do I do this?”
3. They review the answers to their “why” questions, looking for
common themes or areas.
4. They identify their KRAs from these themes.
5. They share their KRAs, preferably with those they report to, those they
work along with, and those who report to them.
Individuals who identify their KRAs typically:
• Work with those they report to, those they work along with, and those who report to them to identify their KRAs so all on a team have clarity
• Develop specific goals and objectives, and plans to reach them.
• Take control of their time/work management strategies
Hope this helps,
4th October 2005 From India, Pune
thanx a lot for ur inputs. it has cleared my confusion indeed.
now that i have my ideas clear, i am proceeding to do wat i was asked to.
i was asked to make a job description of the Branch Head of our branch. my organisation is into distribution.
i have tried to work out the KRA's ... which i have found are just the same like other sales ppl.
the KRA's come to - meeting top line targets, bottom line tragets, amount of overaged stocks, margins obtained.
the only difference is that sales ppl r concerned only with their product or account, whereas the Branch Head is concerned with the overall performance of the branch.
based on this if i try to make a job description it doesnt look right. it looks like KRA's written in sentence form.
could u plz help me, n show me how to go about it?
4th October 2005 From India, Pune
The attached document is imaginary in the sense it does not reflect any particuar organization's case. Yet it is realist as this is how the Job Profiles are to be made.
The document is a mere example for anyone to understand the process.
If you have further queries, shoot! And yes, don't worry about mentioneing/not mentioning names etc.
October 6, 2005
6th October 2005 From India, Pune
thanx for the file.
I really needed that info...
but am replying so late coz then it was just info ... now after a few months of being on the job ... it is really heplful n easy for me to understand.
i guess i have filled two performance appraisals for myself, so i know a little more. :)
Rajat i had sent you the mail, but it came back to me ... some prob with our network then ... n after that i was out of station .. so did not have to work further on the KRA part of it...
29th December 2005 From India, Pune