Hi all,
When creating Key Result Areas (KRAs) for employees, we often encounter the issue of "whose responsibility is it?" I mean, when HR wants to meet with the concerned employee and their superior to discuss KRAs, employees argue that it should be HR's responsibility to define them. We struggle to convince them that no one knows better than themselves what they are expected to do and what they are currently doing.
Employees present various odd arguments like, "HR should know the job they hired us for." As employee profiles change over time and they have a better understanding of their current roles, how can we effectively communicate with them? What logic and reasoning should we provide in response to their questions?
Dealing with these issues is truly challenging. Any suggestions on how to approach this would be appreciated.
Regards,
Tania
From India, Gurgaon
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2When creating Key Result Areas (KRAs) for employees, we often encounter the issue of "whose responsibility is it?" I mean, when HR wants to meet with the concerned employee and their superior to discuss KRAs, employees argue that it should be HR's responsibility to define them. We struggle to convince them that no one knows better than themselves what they are expected to do and what they are currently doing.
Employees present various odd arguments like, "HR should know the job they hired us for." As employee profiles change over time and they have a better understanding of their current roles, how can we effectively communicate with them? What logic and reasoning should we provide in response to their questions?
Dealing with these issues is truly challenging. Any suggestions on how to approach this would be appreciated.
Regards,
Tania
From India, Gurgaon
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KRAs are developed using the JOB DESCRIPTION / OTHER FACTORS as a base. JOB DESCRIPTIONS are signed/approved by the line manager/department manager. HR only facilitates the writing of the job description with their expertise. THE SAME APPLIES TO KRAs. KRAs for individuals are negotiated by the line manager/department manager taking into consideration =JOB DESCRIPTION -DEPARTMENTAL OBJECTIVES -DEPARTMENT STRATEGY -CORPORATE OBJECTIVES/STRATEGIES. ONCE AGAIN HR FACILITATES THE WRITING OF KRAs.
Hope this is useful to you.
Regards,
LEO LINGHAM
From India, Mumbai
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Hope this is useful to you.
Regards,
LEO LINGHAM
From India, Mumbai
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Why everybody is arguing about the responsibility of defining KRAs is because of some valid reasons.
The job of the incumbent is not clearly defined. Until the job and the tasks are clearly defined, it is very difficult to define the KRAs in clear terms.
HR can only act as a facilitator, but the real person who will define the KRAs is the superordinate, and somehow the incumbent plays a role in it. So, the responsibility should not be passed, leaving the main purpose behind.
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The job of the incumbent is not clearly defined. Until the job and the tasks are clearly defined, it is very difficult to define the KRAs in clear terms.
HR can only act as a facilitator, but the real person who will define the KRAs is the superordinate, and somehow the incumbent plays a role in it. So, the responsibility should not be passed, leaving the main purpose behind.
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Thank you so much, Vicki, Leo, and Tapas. I really appreciate the views you all have put forward.
What I've gathered is that HR is the facilitator. Yes, who else but the employee himself can better define his responsibilities.
Thanks again,
Tania
From India, Gurgaon
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What I've gathered is that HR is the facilitator. Yes, who else but the employee himself can better define his responsibilities.
Thanks again,
Tania
From India, Gurgaon
Acknowledge(0)Amend(0)
Can anyone please give me an analysis of KRAs using the S.W.O.T. Analysis Method. I would really appreciate all your help. Thank you very much and have a nice day.
From Japan
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From Japan
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KRA AND KPA
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which a role is responsible. A typical role targets three to five KRA. KRAs are also known as key work outputs (KWOs).
================================================== ============
1.STRENGTHS OF KRA
-Identifying KRAs helps individuals: ·
- Clarify the individual roles ·
- Align their roles to the organisation's business or strategic plan ·
- Focus on results rather than activities ·
- Communicate their role's purposes to others
- Set goals
-helps to set objectives ·
- Prioritize their activities, and therefore improve their time/work management ·
- Make value-added decisions
-KRA IS GUIDED / LINKED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
-KRAs ARE BREAKABLE INTO WORKABLE UNITS
*KPAs --KEY PERFORMANCE AREAS
-KRAs/ KPAs helps to define/ set up
*KPIs -- KEY PERFORMANCE INDICATORS
===========================================
AS AN EXAMPLE
HUMAN RESOURCE [ KRAs]
CORE KRAs OF HR
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/ DIVERSITY
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT AND RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
.
KRAs, KPAs and KPI [shown in brackets ] for HR.
KRA 1 -RECRUITMENT/ SELECTION
KPA 1- RECRUITMENT
[KPI= average time taken per employee 2 months]
KPA 2 -SELECTION
[ KPI = average cost per new employee RS 10,000]
===============================================
2.WEAKNESSES OF KRA
-highly selective, and hence some areas could be neglected.
-too focused, less development of other areas.
-normally, it only makes 80% of the total job.
-less emphasis on process.
====================================
3. OPPORTUNITIES OF KRA
-increased focus on the outcomes
-improve the competencies of KEY RESULT AREAS.
-FOCUSED RESPONSIBILITES
-BEING MADE ACCOUNTABLE
-RESPONSIBLE FOR THE DELIVERABLES
-FINE TUNING OF THE MEASURABLES MORE EFFECTIVELY
==========================================
4. THREATS OF KRA
-POORLY DEFINED JOB DESCRIPTION
-MULTI ROLE JOB
-REPORTING TO TWO BOSSES
-ROLE AMBIQUITY
=========================================
REGARDS
LEO LINGHAM
From India, Mumbai
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Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which a role is responsible. A typical role targets three to five KRA. KRAs are also known as key work outputs (KWOs).
================================================== ============
1.STRENGTHS OF KRA
-Identifying KRAs helps individuals: ·
- Clarify the individual roles ·
- Align their roles to the organisation's business or strategic plan ·
- Focus on results rather than activities ·
- Communicate their role's purposes to others
- Set goals
-helps to set objectives ·
- Prioritize their activities, and therefore improve their time/work management ·
- Make value-added decisions
-KRA IS GUIDED / LINKED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
-KRAs ARE BREAKABLE INTO WORKABLE UNITS
*KPAs --KEY PERFORMANCE AREAS
-KRAs/ KPAs helps to define/ set up
*KPIs -- KEY PERFORMANCE INDICATORS
===========================================
AS AN EXAMPLE
HUMAN RESOURCE [ KRAs]
CORE KRAs OF HR
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/ DIVERSITY
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT AND RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
.
KRAs, KPAs and KPI [shown in brackets ] for HR.
KRA 1 -RECRUITMENT/ SELECTION
KPA 1- RECRUITMENT
[KPI= average time taken per employee 2 months]
KPA 2 -SELECTION
[ KPI = average cost per new employee RS 10,000]
===============================================
2.WEAKNESSES OF KRA
-highly selective, and hence some areas could be neglected.
-too focused, less development of other areas.
-normally, it only makes 80% of the total job.
-less emphasis on process.
====================================
3. OPPORTUNITIES OF KRA
-increased focus on the outcomes
-improve the competencies of KEY RESULT AREAS.
-FOCUSED RESPONSIBILITES
-BEING MADE ACCOUNTABLE
-RESPONSIBLE FOR THE DELIVERABLES
-FINE TUNING OF THE MEASURABLES MORE EFFECTIVELY
==========================================
4. THREATS OF KRA
-POORLY DEFINED JOB DESCRIPTION
-MULTI ROLE JOB
-REPORTING TO TWO BOSSES
-ROLE AMBIQUITY
=========================================
REGARDS
LEO LINGHAM
From India, Mumbai
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