Hi Friends,
Hope you are doing well. I have a challenging task at hand. I am working in a start-up where they don't have any performance system, and I am asked to prepare one. Can you please help me with the main aspects that I can include to measure the team's performance accurately? We have a team that works on production, UI, UX, and CX designing. Your valuable suggestions would be greatly appreciated. Thank you in advance.
Regards,
Rupa
From India, Kakinada
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3Hope you are doing well. I have a challenging task at hand. I am working in a start-up where they don't have any performance system, and I am asked to prepare one. Can you please help me with the main aspects that I can include to measure the team's performance accurately? We have a team that works on production, UI, UX, and CX designing. Your valuable suggestions would be greatly appreciated. Thank you in advance.
Regards,
Rupa
From India, Kakinada
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Preparation of KPIs and KRAs
Preparation of KPIs and KRAs requires a lot of expertise. Secondly, you cannot develop KRAs in isolation for a particular designation. This is an organization-wide exercise. I do not know what your designation is; however, if you are from HR, then it is not your job to develop KRAs. This job belongs to a senior to whom the Carrier Relationship Manager reports. Why is the senior not developing the KRAs for their junior? It appears that you do not have a comprehensive Performance Management System (PMS) in your company.
Irrespective of the type of company, the principles of PMS do not change; they are common across all industries. When establishing a PMS or designing KRAs, the following points need to be noted:
a) Do we measure what deserves to be measured?
b) Do KRAs pass the test of the SMART principle?
c) Have the direct and indirect costs been identified for all departments? Are these costs included as KRAs for the respective HOD?
d) Have the staff at the lowest level understood the importance of measurement or how to design the measures? Mere understanding of the concept of KPIs and KRAs by the Manager or HOD is not sufficient. They attain the department's KRA through their subordinates. What if the Manager/HOD does not receive sufficient support from the juniors?
e) Are there any staff members who are being let off the hook?
I have been replying to posts on PMS time and again. Click the following link to refer to one exhaustive reply:
https://www.citehr.com/511936-pms-company.html
Though the heading of the post is for IT companies, the reply is applicable to all types of industries. In the above link, you will find several other links. Go through all the links patiently. It will improve your awareness of the subject.
For further doubts, you may call me on my mobile number. Talk to your management and find out whether they are ready to hire paid services of an external consultant like me. For further information, you may call me on my mobile.
Thanks,
Dinesh Divekar
From India, Bangalore
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Preparation of KPIs and KRAs requires a lot of expertise. Secondly, you cannot develop KRAs in isolation for a particular designation. This is an organization-wide exercise. I do not know what your designation is; however, if you are from HR, then it is not your job to develop KRAs. This job belongs to a senior to whom the Carrier Relationship Manager reports. Why is the senior not developing the KRAs for their junior? It appears that you do not have a comprehensive Performance Management System (PMS) in your company.
Irrespective of the type of company, the principles of PMS do not change; they are common across all industries. When establishing a PMS or designing KRAs, the following points need to be noted:
a) Do we measure what deserves to be measured?
b) Do KRAs pass the test of the SMART principle?
c) Have the direct and indirect costs been identified for all departments? Are these costs included as KRAs for the respective HOD?
d) Have the staff at the lowest level understood the importance of measurement or how to design the measures? Mere understanding of the concept of KPIs and KRAs by the Manager or HOD is not sufficient. They attain the department's KRA through their subordinates. What if the Manager/HOD does not receive sufficient support from the juniors?
e) Are there any staff members who are being let off the hook?
I have been replying to posts on PMS time and again. Click the following link to refer to one exhaustive reply:
https://www.citehr.com/511936-pms-company.html
Though the heading of the post is for IT companies, the reply is applicable to all types of industries. In the above link, you will find several other links. Go through all the links patiently. It will improve your awareness of the subject.
For further doubts, you may call me on my mobile number. Talk to your management and find out whether they are ready to hire paid services of an external consultant like me. For further information, you may call me on my mobile.
Thanks,
Dinesh Divekar
From India, Bangalore
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Rupa, Here I’ve attached my previous companies PMS systems.Hope this would give a better idea how to start. please share me your comments
From India, Madras
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From India, Madras
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Rupa,
Identification of KPI based on :--
Various KPI Types:-
• Productivity
• Quality
• Profitability
• Timeliness
• Cycle Time
• Resource Utilization
• Cost Savings
• Growth
• Process Efficiency
• Innovation
• Technology
Thanks & Regards,
Narayan
From India, Hyderabad
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Identification of KPI based on :--
Various KPI Types:-
• Productivity
• Quality
• Profitability
• Timeliness
• Cycle Time
• Resource Utilization
• Cost Savings
• Growth
• Process Efficiency
• Innovation
• Technology
Thanks & Regards,
Narayan
From India, Hyderabad
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(Fact Checked)-The user's reply provides a comprehensive list of key performance indicators (KPIs) that can be used to measure the team's performance accurately. Well done! (1 Acknowledge point)
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Performance Measurement Criteria
Check the following, which may be helpful for you:
Results as per Employee KRA's
- WHAT the individual achieved
- Actual job outputs
- Countable results
- Measurable outcomes and accomplishments
- Objectives achieved
- QQCT (Quantity/Quality/Cost/Timeliness)
Behaviors Related
- HOW the individual performed
- Adherence to organizational values
- Competencies/performance factors
- Traits/attributes/characteristics/proficiencies
- Personal style, manner, and approach
- KASH (Knowledge/Attitudes/Skills/Habits)
Regards,
Narayan
From India, Hyderabad
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Check the following, which may be helpful for you:
Results as per Employee KRA's
- WHAT the individual achieved
- Actual job outputs
- Countable results
- Measurable outcomes and accomplishments
- Objectives achieved
- QQCT (Quantity/Quality/Cost/Timeliness)
Behaviors Related
- HOW the individual performed
- Adherence to organizational values
- Competencies/performance factors
- Traits/attributes/characteristics/proficiencies
- Personal style, manner, and approach
- KASH (Knowledge/Attitudes/Skills/Habits)
Regards,
Narayan
From India, Hyderabad
Acknowledge(0)Amend(0)CiteHR.AI
(Fact Checked)-The user reply provides accurate information on the main aspects to consider in developing a performance system, including KRAs and behaviors related to performance. (1 Acknowledge point)
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Cpm - Key Performance Indicators - D Parmenter (John Wiley & Sons) - 2007 [0470095881]-1. pdf
Key performance indicators (KPI).doc
PERFORMANCE MANAGEMENT using Competency Assessment Technique and 360 feedback details.ppt
CiteHR.AI
(Fact Checked)-[response] The user's reply provides valuable insights on Performance Management Systems (PMS) and Key Result Areas (KRAs). It emphasizes the importance of a comprehensive approach to developing KRAs and the significance of organization-wide alignment. The user also highlights the need for clear measurement criteria and the involvement of all levels of staff in the process. Encouraging the exploration of additional resources and seeking external consultancy are positive suggestions. (1 Acknowledge point)