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Ral
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
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
From India, Mumbai
Hi friends, Can somebody tell where to get the Key Performance Indicators for various positions - any site? regards, Sangi
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
From India, Mumbai
Dear Friend, Please send me the KRA’s for the Software Engineer. currently i am working on the same. Regards, Nilesh

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
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
From India, Mumbai
hey leo,
what u have sent here is of great help indeed but i was doing this project where i have to prepare a competency model at various levels,especially Associate Consultant,Consultant,Senior consultant and manager in an IT company for IT professionals.......do u have any info on the same?then mail it to me at or
From India, Khopoli
hi Leo, could you please guide me in setting the KPIs & KRAs of Quality Auditors, Quality Team Lead & Quality Manager for the call centre industry regards Danny
From India, Delhi
Dear Friend,
Although I am unable to give the exact information you require, Kindly click on the following link, it will give you some required information,
https://www.citehr.com/search_new.php?q=KRA
https://www.citehr.com/search_new.php?q=KPI
Pls let me know was this information useful,,
If not let me try out more & give information,,,,
An Instant & Easy way to get information is use Quick Search in the site,,
Type the keyword, for which you have a query, the answers will be displayed.
Still if you are unable to get the answer, then post it,,,
Please never loose patience once you have posted it,, give members time to reply,,,,
In CiteHR you will get A to Z information on HR…..
Regards
M. Peer Mohamed Sardhar
93831 93832

From India, Coimbatore
Hi All,

following are the sample KRAs of various key positions:

HR & Administration:

KRA 1: Recruitment & Selection
Recruitment: Reduce Average time taken to fill vacancies by 15%. Reduce Average cost per recruit by 10%
Selection: Finalize selection in 5 weeks for each individual position

KRA 2: Workplace Management
Labour Turnover: Reduce the labour turnover by 20%
Benchmark total HR costs externally.
Reduction in absenteeism per employees
Increase in employee satisfaction
Talent retention and turnover ratio.

KRA 3: Safety and Health Workplace
Workplace accidents
Reduce workplace accidents by 10%

KRA 4: Building capabilities and organizing learning
Training
All workforces below middle management should receive a minimum of 4 days training.
Maximize induction training. Maximize training workshops
Employees Development
Training needs analysis & Competencies development.

KRA 5: Performance Management
Performance Appraisal
Managing Employees through KRAs
Achieve 100% performance appraisals against total employees.

KRA 6: Reward Management

KRA 7: Effective HR management systems, support & monitoring

KRA 8: Monitoring employee deployment

KRA 9: Compensation and benefits.

KRA 10: Employee Relations
Employee satisfaction index

KRA 11: Statutory Compliance

KRA for Administration:

KRA 1: Records Management

KRA 2: Filing

KRA 3: Administrative Support

KRA 4: Internal Customer relations

KRA 5: Equipment maintenance

KRA 6: Scheduling

KRA 7: Project Support

KRA 8: Safety & Health Management

KRA 9: Vehicle Management

KRA 10: Visitor Protocol

KRAs for Manufacturing /Production:

KRA 1: Delivery
Minimize downtime. Timely completion of jobs.
Meet annual production target as per expected cycle time.

KRA 2: Resource Utilization / Review resource requirements
Maximizing quality of product, efficiency of production and maximize production rates. Compliance of corporate policy norms.
Maximize plant efficiency through teamwork and innovation

KRA 3: Operational costs.
Reduction in operating costs.
Minimize the inventory levels. Minimize the scarp level/wastage reduction. Control overhead expenditure. Stock Control.

KRA 4: Implementation of best manufacturing practices / quality control programmes, newer management techniques such as ISO, TQM, Six Sigma, etc. Application and acceptance of new technology. Shop floor improvements.

KRA 5: Customer Satisfaction

KRA 6: Good working conditions / House keeping / Safety – Health environment. People Management & Labour relations.

KRA 7: Product development.

KRA 8: Preventive maintenance of the plant.

KRA 9: Productivity: Improvement of process. Per Employee productivity increase initiatives.

KRA 10: Record Keeping.


KRAs for MMG (Purchase/Stores):

KRA 1: Reduce on-hand inventory to the lowest feasible levels consistent with customer service objectives. Planning delivery of indigenous and imports items to minimize the inventory cost like casting, fabrication, sub assembly, etc.

KRA 2: Reduce materials costs to the lowest levels consistent with quality objectives. Cost saving budgeting and targeting.

KRA 3: Develop statistical methods to estimate future materials requirements.
Assessing project material requirements and designing purchase schedule.

KRA 4: Purchasing policy and planning.
Development & implementation of key procurement strategies.
Formulating budget for timely procurement of spares & materials.

KRA 5: Outsourcing strategy / development / management

KRA 6: Zero production losses due to material shortages.
Timely delivery of goods at the respective sites.

KRA 7: Stock audit to ensure reconciliation of physical stocks.

KRA 8: Developing & negotiating with suppliers for obtaining timely procurement of materials at favourable commercial items.

KRA 9: Assessment of performance of the vendors.

KRA 10: Logistics operations.

KRA 11: Introducing innovative initiatives in operations.


KRAs for Sales & Marketing:

KRA 1: Order booking & Target achievement
Revenue: Achieve & exceed revenue targets.

KRA 2: Net profitability by various products
Increasing the profit margin of company.
Pricing.

KRA 3: New Customer development / developing new markets
Increase market share from ___% to ____ %.
Increase market penetration from ___% to ____ %.
Increase customer satisfaction from ___% to ____%.
New Business acquisition

KRA 4: Customer service / diversification. Customer retention.
Retrieve customers, which have been lost by the company.

KRA 5: Plan and implement marketing strategy, including advertising and PR.
Monitor and report on market and competitor activities.
Organizing exhibitions and special sales promotion events.
Liaison with design agency for management and implementation of collateral / promotional objectives.
Promotional strategy – Innovative promotional techniques.

KRA 6: Reduce outstanding from x days/months to y days/month.
Reduce bed debts at least Rs._______.

KRA 7: Budget preparation / sales expenditure.

KRA 8: Oversee product marketing.

KRA 9: Territory Management.

KRA 10: Sales forecasting. Market research.

KRA 11: Agency Relations.

KRAs for F&A:

KRA 1: Costing: Cost of production, tooling costs, man hour rate

KRA 2: Recovery of outstanding
Credit control.

KRA 3: Standard Audit policy, Internal Audit.

KRA 4: Preparation / operation of budgets. Revenue / capital budget.

KRA 5: Statutory Company Administration (CS roll)
Statutory books. Regulatory reporting.

KRA 6: Manages the financial performance of each unit.
Funds management, working capital & cash management.
Financial Analysis

KRA 7: Direct and Indirect taxes.

KRA 8: Variance analysis to determine difference between budgeted figures & actual expenditure and implementing corrective actions.

KRA 9: Accounts & Finance: Physical verification and reconciliation of stock. Consolidation of RO / sites accounts in time.

KRA 10: Implementation of ERP systems.

KRA 11: Banking operations

KRA 12: Management Information

KRA 13: Cash flow forecasting

KRA 14: Financial records.

KRAs for Quality:

KRA 1: Minimization of rejection & rework.

KRA 2: Standardization for goods and work inspection.
Inspection activities within the reasonable time frame.

KRA 3: Customer’s acceptance.
Establish quality standards & implementing quality control requirements of the customers.
Complaint handling.

KRA 4: Develop and implement quality management strategy and plans.
Quality related business initiatives like ISO, Six Sigma, OSHAS, etc.
Implementation of quality plan for RM, WIP, FG, etc.
Develop quality plan for new products.

KRA 5: Validation of process, instruments, methods, etc.

KRA 6: Quality assurance for the projects and the manufacturing set up.

KRA 7: Evaluation of new suppliers and vendors.


KRAs for Site Engineering – Project Management:

KRA 1: Vendor Management

KRA 2: Contract Management

KRA 3: Managing Resources

KRA 4: Process engineering and service improvement.

KRA 5: Cost Control
Ensure targeted net profits on Projects.

KRA 6: Project implementation within set time and cost budget.
Deliver projects with the required quantity.

KRA 7: Planning of projects and evacuation infrastructure from concept to commissioning.

KRA 8: Detailed engineering and documentation for projects.

KRA 9: Customer relation.

KRA 10: Collections.


KRAs for Plant Head:

KRA 1: Production target optimizing man and machine.

KRA 2: New Project implementation.

KRA 3: Cost reduction

KRA 4: People & performance management

KRA 5: Review resource requirements

KRA 6: Increasing the market share and overall growth of the company.

KRA 7: Formulating annual business plan of the organization.

KRA 8: Development of new products / market.

KRA 9: Increase plant capacity.

KRA 10: Profitability accountability: achieving the set target and assuring profitability by managing sales, stock and increasing performance level.


KRA for R&D / Product development:

KRA 1: Minimize purchasing costs.

KRA 2: New Product development & Testing.

KRA 3: Value engineering & innovative solutions

KRA 4: Preparation of SOP’s. Authorize all documents for development of new product. Preparation of technical documentation and resolve product problems.

KRA 5: Define specifications of all the instruments & research materials for conducting the experiments.

KRA 6: Evaluate competitors offerings technically & commercially.

KRA 7: Working out on budget (manpower and machineries required for department).
Cost analysis.

KRA 8: Analysis of customer requirements.

KRA 9: Plan and estimate development activities. Hold reviews to validate designs & analysis.

KRA 10: Coordinate with the factory and suppliers for product development.


KRA for General Management:

KRA 1: Internal operations.

KRA 2: Market development

KRA 3: Profitability

KRA 4: Organizational structure

KRA 5: Assets & Liability management

KRA 6: Board of Directors relationship

KRA 7: Productivity

KRA 8: Financial Strategy

KRA 9: Business Development

KRA 10: Technology

KRA 11: Customer satisfaction

KRA 12: Community relations

KRA 13: Regulatory compliance


From India, Vadodara
Hi Leo,
It was a wonderful posting,can you please help me out for the KRA'S for Recruiters and Recruitment Managers.As i am working with US IT Recruitment company.Waiting for your assertive response.
Regards,
Nisha
From India, Hyderabad
Dear Leo,
Although it's late, I felt I should pen down my gratitude towards your contribution. I had browsed many sites but still the concept was vague, your explanations were simple yet powerful.
Thank you so much for taking time answer all the queries.
Regards,
Jessie J
From United Arab Emirates, Dubai
Category: Software Engineer/Senior Software EngineerGoalsMeasurement CriteriaCustomer ResultsExecuting Tasks on Time, Reporting Accurate Status, Provide, accurate Metrics Data Specified by CustomerActive Participation in reviews – adequate preparation upfront.Review Metrics (Coverage, time), As per Project PlansResolve all MRs/new features assigned on time 100% MRs fixed, As per Project PlansCustomer feedback on MRs/Issues/QueriesRating – Excellent/Good/Satisfactory, as per project planMR RejectionNo. of MRs <10%, as per project planAccurate Metrics data/Reporting accurate statusFeedback from CustomerOrganization ResultsAdhere to process in all tasks performedSE-75%; SSE-80% as per project planContributing to IS Process(Auditees,Auditor,Processes)NC-1 or 2 as per audit planAssisting for other committees – Library, Food committee, Training, Sports, Recruitment, Outings, Tech-talk co-ordination, Adventure club etcNo. of events organized on a generic scale, as per the event plansCreating web site-Development of productivity toolsOutput of tool, should be ready to use within time frameContributing to newsletterNo. of articles, measured by release of newsletterPeople ResultsEnsure RC (Goals) are completed as per schedule100% completionRamp up one engineer in the moduleKnowledge/Delivery of engineer Tech. Talks per yearQuality of presentation measured Half yearly
From India, Bangalore
Hello,
basically the same question raised from Ral on creating KPIs for myself and my team.
I work in demand planning and forecasting department for a direct sales company.
Other than customer satisfacion (my customers are actually the markets I work with) and forecast accuracy, I am trying to find some other performances indicators. Probably it would be interesting to have some links between forecast accuracy or forecast bias and working capital. Does anyone work on these fileds? suggestions for KPIs in forecasting and demand planning? Thanks a lot in advance,
Fed
From Sweden, Stockholm
Hi Leo, Please guide me on KRA for Desktop engineer,Helpdesk,Server engineer,Network engineer and team leader or site manager Thanks & Reagrads Sawan Sharma
From India, Bhopal
hi, Leo,

Kindly guid me that what will be the KRAs for the below job profile.
· Responsible for the complete marketing operations of the organization which includes
o Develop, plan and implement the Marketing Strategies (urban & rural).
o Advertising & Promotional activities.
o Research & Development.
§ Customized research as per the requirements of the company either undertaken internally or outsourced.
§ Syndicated research. Responsible for the analysis, presentation and dissemination of the data within the organization.
o Identifying, developing and launching of new products/brands.
o Direct Marketing including Customer Relationship Management (CRM).
Keeping abreast of the market scenario and developments.
· Mentoring and development of the marketing department’s personnel.
· Responsible for the development of the corporate communications material.
· Provide marketing inputs for special project proposals & responsible for the implementation of the same.
· Provide inputs for the corporate strategies, proposals that will unable in better management and development of the organization.
thanks
Pinki
From China
Hi every one, I need a little assistant here. Am looking for an full detailed guide ( Down loadable if possible ) for Performance Scorecard for trainers and trainees. My kind and warm regards,
From India, Chandigarh
Hi every body We can find this info by using search box in the top of website or use term: keywords site:abc.com at Google.com. Google is everything. Best regards
From Vietnam, Hanoi
HI guyz,
its really nice to meet ya all :)
I need some help with KPI templates and examples as i have to create those for myself. I am currently working as Product Manager in a pharmaceutical company. if you can help me creating KRA's and KPI's that would be really appreciated.
Thanks
Eman
From Egypt, Cairo
HI All , I Require KRA for my IT Support Manager / IT Help Desk / Desktop Engg / Server Engg
From India, Mumbai
Hi, I am working in a hospital with a day procedure or mini operating room. What will be a good KRA and KPI for such set ups.
From Philippines, Valenzuela
Hi Leo
Im a new team lead for a reservations dept for a cruise company. We are being asked to do KRA's for the team. Our team takes care of incoming and outgoing calls as well as emails and chat and voicemails. How is the best way to do the team's KRA's?
From Philippines, Pampanga



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