Dear Padmini,
I was very curious when I read your question about "what systems are to be set" for monitoring key result areas. Systems must be driven by people and they must be coached and trained on executing unbiased performance reviews with employees on a regular basis.
Here are some systematic suggestions:
1. Don't wait for the formal performance appraisal interview to monitor KRAs. Performance reviews must be done regularly to avoid surprises.
2. Once you set KRAs, do not expect employees to deliver them without your continual support. You must maintain close contact with all your people and give them continual feedback on their job performance, while consistently measuring KRAs.
3. A big issue is the creation of KRAs for each job. Co-create KRAs with employees themselves. This leads to a heightened sense of committment to fulfill them.
4. Encourage employees to monitor their own KRAs as well so that come review time, management and employees can compare their results and identify any perceived gaps.
5. Don't forget to show appreciation and reward employees for fulfilling KRAs. This is important because KRAs will be monitored with more diligence by employees themselves.
Basically, my message would be to create an organizational culture where your systems involve employee input in terms of generating and measuring their jobs' key result areas.
Employees need to learn to take personal ownership and responsibility for the results they bring to the company, but this would only be possible if your organization has created a culture where employees are allowed to unleash their highest creative potential to realize key results.
Hope that helped.
Regards,
Mubeena Mohd
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