Hi everyone, Could you please help me in preparing key result areas and key performance indicators.
From India, Bangalore
Acknowledge(0)
Amend(0)
From India, Bangalore
Acknowledge(0)Amend(0)
Dear J,
For each post, there are certain outputs that are required. For example, the after-sales service person has to attend to and rectify service calls allotted to him. For this, you can keep indicators to know whether he has done his job correctly in terms of measurable meaningful values such as:
1. % number of calls completed in 2 days (or any "X" days)
2. % Repetitive calls of service already done (service rework)
These are meaningful to the organization as well as for the customer. Key Result Areas (KRAs) should be set in this manner: always attach to business results and ultimate outcomes expected and not intermediate outcomes like "number of purchase orders typed." Do not keep many KRAs for one post; keep it to not more than three.
There are many instances of organizations where the wrong setting of KRAs has resulted in demoralization and breakdown of teamwork, especially if it affects the variable pay. Do not set KRAs for activities but for outputs. For example, for a salesman, do not monitor "number of sales calls made" but monitor "sales achieved in terms of value." Let him keep the number of calls data in his daily report but not as KRA.
Another point is some departments may require Group KRAs where cooperation and teamwork are required. Sometimes KRAs may have to be across departments, i.e., for processes like "order execution" which may span across departments. If you have any doubts, please ask.
Regards,
Veera
From India, Thrissur
Acknowledge(0)Amend(0)
9For each post, there are certain outputs that are required. For example, the after-sales service person has to attend to and rectify service calls allotted to him. For this, you can keep indicators to know whether he has done his job correctly in terms of measurable meaningful values such as:
1. % number of calls completed in 2 days (or any "X" days)
2. % Repetitive calls of service already done (service rework)
These are meaningful to the organization as well as for the customer. Key Result Areas (KRAs) should be set in this manner: always attach to business results and ultimate outcomes expected and not intermediate outcomes like "number of purchase orders typed." Do not keep many KRAs for one post; keep it to not more than three.
There are many instances of organizations where the wrong setting of KRAs has resulted in demoralization and breakdown of teamwork, especially if it affects the variable pay. Do not set KRAs for activities but for outputs. For example, for a salesman, do not monitor "number of sales calls made" but monitor "sales achieved in terms of value." Let him keep the number of calls data in his daily report but not as KRA.
Another point is some departments may require Group KRAs where cooperation and teamwork are required. Sometimes KRAs may have to be across departments, i.e., for processes like "order execution" which may span across departments. If you have any doubts, please ask.
Regards,
Veera
From India, Thrissur
Acknowledge(0)Amend(0)Gathering data for an AI comment.... Sending emails to relevant members...
Join Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
Cpm - Key Performance Indicators - D Parmenter (John Wiley & Sons) - 2007 [0470095881]-1. pdf
Key performance indicators (KPI).doc
Key indicators.ppt