Mr. Joshi,
First of all we must be clear as to what is KRA / KPA. KRA is Key Result Area. KPA is Key Performance Area. It is to our convenience we denote KPA or KRA.
KRA/KPA are not the routine ones. While setting KRA, it must address issues that bother the department/organization most. It should be set keeping in mind the concept SMART i.e. Specific, Measurable, Achievable, Realistic and Time bound.
1. For a Factory Personnel Manager, the KRA may be like this.
To reduce canteen expenses by 20% from the current level of 6 lacs per month by 31/03/2012
2. For an Electrical Manager in a manufacturing industry
To reduce Electricity consumption from 50.0 units per ton of cement to 45.0 units by 31/12/2011
When you look at the above KRAs, you would be able to understand, they are specically conveyed, it can be measured, it is realistic and achievable and more so, there is time limit for achieving this target.
On the other hand a bad KRA can be something like this
1. To motivate all employees (a KRA is set for a HR Manager)
2. To complete day to day job in time
In the above KRAs are vague and does not focus on the target and moreover tt is not measurable
Therefore, for every industry or department, the HOD must focus on the key issues that have repurcussions on the performance of the department and set as KRA for the team members. May be 3-4 KRA can be set for the the year and individual assessed. The HOD must review the progress of KRA perodically and understand as to how the individual is focussed on those KRA. Wherever and whenever the individual needs management's support, can be organized.
Therefore you think and apply the same logic in your industry. Probably, call an external faculty and conduct a workshop for all HODS.
Balaji