Struggling with KRA Development? Seeking Guidance on Formats and Best Practices

Can anyone let me know how a KRA needs to be done? Do we have any format for the same.

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Can anyone provide guidance on how to develop a KRA? Is there a specific format that should be followed?

Hi Cecilia,

I would like to brief you on your query regarding the format of KRA. Let me inform you that as of now, there is no standard format for KRA. KRAs arise as and when required in a specific job, for a specific period, for a specific sum/total value of a project/job/manpower, and so on. It depends on one's requirements of the above aspects, so it naturally varies from organization to organization, job to job, and project to project.

An HR professional has to identify/observe areas where the management feels they are required for further quality checks. It all depends on whether he/she has all the MIS reports regarding...

Hope I have clarified your query. Feel free to share your views at rajzeen@rediffmail.com.

Bye,
Raj

Dear Cecilia,

Key Result Areas (KRAs) are not something that can be designed by HR alone. Furthermore, there are no standard formats for KRAs. KRAs are crucial parts of the job description that may directly correlate with the performance of the individual in question. They represent areas of the job that can be measured to determine the employee's performance rating.

To determine the KRAs for any position, it is necessary to have brainstorming sessions with key individuals from the specific department, the employee in question, and the HR personnel to coordinate the session.

If you have any further queries, feel free to contact me.

Amit Goyal

Hello,

About KRA:
It has to be designed by the individual employee. He/She should be trained first to design his/her KRA. It should be a maximum of 5 to 6, not more than that.

How to design:
First, list down all the activities an employee does, including attending phone calls in between. Then, prioritize the tasks and pick out the activities that can be used to evaluate that person (most critical duties). This becomes his/her KRA. It should be time-bound and measurable, fixed for a year. The employee and the superior sit together to fix the KRA.

Would love to give more details.

With Best Regards,
Ashwini Kumar
09947086068
ash_achu@rediffmail.com

Hi Mary,

Regarding the KRA, we use the same for our performance appraisal. I have some of the job descriptions based on KRA; I'll send them over to you or put them up here.

Regards,
Deepti

Hey,

I'm putting up our position description. Let me know if it helped! Also, let me know how it is done in your organization.

Regards,
Deepti

Dear Mary,

I am attaching the KRA format I developed for my company. You can further work on it.

K. K. Tyagi

Hi Cecelia,

I have recently developed a KRA format for all our staff in India. I would appreciate it if you could review the format and provide your comments.

Please feel free to share your feedback on the format.

Regards, Hena

Hi Pooja,

Please find attached a format for KRA.

Regards,
Pooja

Friends,

Thank you all for your excellent support and advice. I would really work on this at my organization and collate all in one format. This is very useful and necessary information to me. Thank you all once again. I shall post it on the citehr once I am through with the format.

Goodbye,
Cecilia

Hi All,

Thank you very much for posting these sample KRA documents. They have been very helpful in my efforts to customize a KRA document for our company.

Regards,
Padmaja

Dear [Recipient],

I don't know whether this kind of format can be used in your organization or not, but I have started this in my unit on a monthly basis. You can get some hints from this.

Hello Mary,

KRA (Key Result Area) is described as some of the important functional areas where the functionality or the outcome of the process is fully dependent. These areas are fixed based on productivity, clients' requirements involving quality, numbers, time schedule, etc. They are chosen based on the weightage given to each and every subprocess built within a process.

For example, in an organization where employee turnover is high, the KRA set for HR Manager/Executive is the percentage of attrition arrested or the percentage of employees retained compared to the previous period, within a specified time frame.

There cannot be a specific format for KRA since it varies from process to process, department to department, and organization to organization. KRAs should be determined based on the importance assigned to a particular field in a process.

These KRAs should be limited to a minimum number, ideally between 3 to 8. The evaluation process would resemble a Performance Appraisal, and the importance of the specific function cannot be overlooked.

Regards,

Elamurugu