How Do You Define KRAs for HR Roles Like Generalists, Recruiters, and Trainers?

Hi, we are planning to incorporate a monthly evaluation process for our HR team. Can anyone advise me on defining the KRAs of the below-mentioned profiles:

a) HR Generalist and Recruiter [both Senior (QC role as well as Execution) and Junior (Execution only)]
b) Trainer
c) Admin

Any help is highly appreciated.

Thanks

The information that you have given is inadequate. To design the KRAs, one needs to understand the systems and processes of the entire department. Based on the systems and processes, we have to assign the KRAs to the various persons working in the department.

Recruitment Activity

As far as recruitment activity is concerned, it can be said that the position has to be filled within the specified turnaround time. This is the primary KRA. To bring clarity, you need to prepare the turnaround time chart for filling the various positions.

Trainer KRAs

For the trainer, nothing can be said as such because we do not know what kind of training that person conducts. The most important KRA for this position is ROI on the Training Programmes. But before assigning this KRA, it is important to know whether this KRA can be applied or not.

Admin Positions

Designing KRAs for the Admin positions is as such difficult. Most of the admin positions have less measurable activities.

Thanks,

Dinesh Divekar

The KRAs for any department are derived from the organizational goals. Once the organizational goals are set, they are cascaded to the different verticals and departments. Have you defined the Head of HR's KRAs?

Balanced Scorecard Methodology

The KRAs, as per the Balanced Scorecard methodology, are broad-based in four major categories: Cost Effectiveness, Internal Client Satisfaction, Operational Proficiency, and Upgradation of Skills, Development & Training, etc. Within each of these, you may define the relevant KPIs. For instance, for the first category—cost-effectiveness—a KPI like reduction in recruitment costs could be assigned to recruitment personnel. Similarly, work out the others. Apply your mind to each activity as is relevant to your organization and start writing down broad activities, then define sub-activities. I am sure you will be able to do so.

Regards