How Do You Create a KRA Format That Works for All Management Levels?

I attach a sample KRA format that can be used from junior-level to senior-level management.

You have not mentioned the weight for each Key Result Area (KRA). How can every KRA have equal weight? It is the weight that determines the degree of importance of the KRA.

Categorizing KRAs

Secondly, you need to categorize KRAs into three categories: Vital, Essential, and Desirable. Under each category, you can have 2-3 KRAs with different weights assigned to each KRA. The total of the weights in each category should be 100.

Ok...

Regards,
Dinesh V Divekar

Thank you for your suggestion. Could you please send a sample Key Result Area (KRA)? In our organization, the KRA formats are provided to us, and we are asked to fill them and send them back. The weightage marks and the ratings such as Good, Outstanding, Normal, etc., will be filled confidentially by the respective bosses.

Thank you.

Regards

In our organization, the weightage for each Key Result Area (KRA) should be agreed upon by the appraisee and the appraiser. The appraisal score at the year-end is determined through individual self-appraisal and appraisal by the appraiser, which is then reviewed by the boss's boss. Additionally, Leadership practices or Critical Success Factors (CSFs) need to be evaluated by both the individual and the appraiser and reviewed by the reviewer. The weightage for individual appraisal is 75%, and for CSFs, it is 25%.

Regards,
R. Sankar

According to me, the KRA should cover QCDPS (Quality, Cost, Delivery, Problem Solving, Special Task). This will give importance to overall performance, including the soft skills of the employee. It can be monitored effectively by superiors. This will also help the employee to focus on the developmental aspects of his/her personal career growth. The weightage can vary according to the organizational and departmental profile.

Regards,
Mahesh Kulkarni

My replies to the previous posts are as below:

@KVDP_69: You need to improvise the procedure. In the right context, filling the blank KRA is fine. However, weights have to be decided immediately. What is there to keep confidential in weights? Secondly, the rating has to be done in numbers. Lastly, the appraisal also has to be done in front of juniors. Doing the rating confidentially is government style and it does not motivate the juniors.

Please note that performance appraisal is not just for the individual. It is a major tool of organizational development as well.

@SANKAR R: You have corroborated what I have said; however, you mention that "Weightage for KRA should be agreed upon by appraisee and appraiser." What if both of them do not agree? The manager must have overriding powers. What is the use of being a manager if he/she is placed on equal footing with the subordinate?

@MASHIKAKA: In addition to QCDPS, you need to add "Quantity" and "Customer Satisfaction" as well. Though these are linked with quality and delivery, these attributes need to be mentioned explicitly. Secondly, how will you measure "problem-solving" and "special tasks"?

Last Comments: Any KRA, if it is not SMART (Specific, Measurable, Attainable, Realistic, and Time-bound), is not a KRA.

Thanks,

DVD

I only want to add one point to what Mr. Dinesh Divekar has stated in Post #6 above. In government, performance assessment was earlier considered confidential, and it was even called the 'Annual Confidential Report' (ACR). It is no longer so now. The position has changed. It is now open, and a copy is given to the person assessed. It is not called ACR now. It is called APAR (Annual Performance Assessment Report)! Times are indeed changing!

In KRA, you should be mentioned in:

1. AREAS
2. TARGET
3. WEIGHTAGE
4. ACHIEVEMENT

KRA and SMART Goals

KRA stands for SMART, meaning Specific, Measurable, Achievable, Realistic, and Time-limited.

Regards,
Sachin Kalyani

I want to know the KRA format for the order processing team and back-office team in a pharma company. I also need a detailed format mentioning the measurable and non-measurable points.

Dear All,

Please help me understand how to measure KRA. Please focus only on the 'measuring part'. We have a set format, but it is not measurable; hence, I am unable to comprehend how to specifically measure it. I am a management trainee with an HR generalist profile.