Respected Members, I am working as an HR Manager for an Urban Cooperative Bank. I am on the lookout to create KRAs for bank staff. i.e. Branch Managers, Accounts officer, Passing officer, Clerks, Loans/Credits Manager, Etc. Kindly assist with inputs.
From India, Pune

You may first collect and collate data about the jobs/tasks involved in respect of all cadres of staff.
This will be helpful to you for framing their JDs.
Once JD is prepared, you can create KRAs of each category of personnel, for the purpose of their
annual performance appraisal & review.

From India, Aizawl
Dear Jaydeep Das,

To design the KRAs, one has to study the systems and processes of the company or that department. While studying the systems and processes, one has to understand what is input for that department and what is the output. The drivers for KRAs are quality, quantity, cost, customer satisfaction, capacity utilisation, delivery time or turnaround time and so on. One has to design the KRAs on these drivers.

However, designing the KRAs is the job of a Business Head or even MD of the company. As an HR Manager, your job is to ensure that the process of the Performance Appraisal (PA) is implemented meticulously.

For Mr RK Nair: - You have suggested designing the KRAs based on the Job Description (JD). However, designing the KRAs is different expertise altogether. One has to be a measurement expert. Not all HR Managers have that expertise. During my consulting services on PMS, I have seen that those who spent their lifetime in a particular department could not design the KRAs even after the training also.

For example, how many HR Managers from the manufacturing sector are assigning Inventory Turnover Ratio (ITR) as KRA to their purchase or sales managers is a point to moot. Keeping aside the assigning this KRA, how many even understand what is ITR itself is a point to moot. Therefore, it is better to hire an external consultant.

By the way, KRAs can be designed from the JDs. However, in this method, there is a risk of putting the focus on the persons rather than systems and processes. What if we end up in rewarding the people at the cost of the organisation? Who will be responsible for that?


Dinesh Divekar

From India, Bangalore

I once again respond to the query raised by the poster and the advice/suggestion given by

Mr. Dinesh Divekar, our learned expert in the field. While many of his suggestions are based on management principles we need to make suggestions based on today's scenario followed by Establishments, practically. I do agree with Mr. Divekar that framing of KRAs are based on

'quality, quantity, cost, customer satisfaction, capacity utilisation, delivery time or turnaround time and so on' .To further add, efficiency rate, Resource utilization rate, Time study, motion study etc.

But in a typical organization, all these areas are followed, studied and reported by

Industrial Engineering people.

In the above given scenario, that is in Bank, Bank Manager, Credit Officers/Managers, Accounts officers need not have to go in detail into this.

As Mr.Divekar will appreciate, the purpose of framing KRAs (or KPAs) are to measure the performance of the staff, what are the major achievements by him during the period of review, what are the short falls/short comings, etc. It is based on KRAs and performance measurement based on KRAs, TNI (Training Need Identification ) will be made and processed and accordingly training is imparted to the required employees.

From India, Aizawl

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