Defining KRAs and Performance Metrics for HR Roles: Insights and Best Practices

How do companies define KRAs for HR? What are the standard KRAs for an HR? Does it depend on the size of the company?

In organizations, Key Result Areas (KRAs) for HR professionals are typically defined based on the specific objectives and goals of the HR department. These KRAs often include areas such as recruitment, training and development, performance management, employee relations, and HR compliance.

The standard KRAs for an HR professional may vary depending on the size and scope of the company. For example, in a small company, an HR professional may be responsible for all aspects of HR, while in a larger organization, the HR department may be more specialized, with different HR professionals focusing on specific areas such as recruitment or employee relations.

Regardless of the size of the company, the primary goal of defining KRAs for HR is to ensure that HR professionals are aligned with the overall business objectives and are contributing to the success of the organization.

Hi Hema,

Did you check the following:

KRA 1: Recruitment, Workforce Planning, and Diversity
KRA 2: Performance Management and Reward
KRA 3: Workplace Management and Relations
KRA 4: A Safe and Healthy Workplace
KRA 5: An Inclusive and Equitable Workplace
KRA 6: Building Capabilities and Organizational Learning
KRA 7: Effective HR Management Systems, Support, and Monitoring

Reference: http://unisa.edu.au [<link updated to site home>]
A good document is also found there. I am attaching the same.

Regards

Hi,

Thanks for the quick input. However, I believe it is vague. This means that these are the general job descriptions of an HR position. When we discuss KRAs (Key Result Areas), we aim to comprehend the expected outputs, which should be both quantitative and measurable in terms of quality, cost, and time. Keeping these points in mind, what are your views?

You need to specify the measurable parameters. For example, a recruiting team may have two positions - sourcing and recruiting. The sourcing team sources the candidates, screens, and arranges for interviews. The recruiting team assesses/interviews and issues appointment letters.

In the first case, you need to quantify the resumes being scanned/processed and link to the conversion factor too. Else, this will be skewed, and the recruiting team's performance becomes low if the conversion is low. If you have a proper JDF (Job Description Form) for each position in your company, that helps in building the KRAs too.

Regards,

User input:

We are currently in the process of defining KRAs and KPIs for the entire organization. So, I would also like to know suggestions on Hema's quote.