Hi All
While making KRAs of employees, so many times we face the problem of "whose responsibility?".
I mean when HR wants to sit with the concerned employee alongwith his superior for the KRAs, the employees argue that it should be the responsibility of the HR to make them for the employees.
We really face lot of problem convincing them that who better than themselves can explain in detail what they are supposed to do and what they are doing.
Employees come up with all sorts of weird arguments such as, "HR should be knowing for what job did they hire the employees".
Since the profile of employees keep changing from time to time and they know better what they are presently doing; How can we explain things to them? What logic and reasonings should we give them for these questions of theirs?
Really tough to handle such issues. Please suggest how to go about it.
Rgds
Tania
From India, Gurgaon
2While making KRAs of employees, so many times we face the problem of "whose responsibility?".
I mean when HR wants to sit with the concerned employee alongwith his superior for the KRAs, the employees argue that it should be the responsibility of the HR to make them for the employees.
We really face lot of problem convincing them that who better than themselves can explain in detail what they are supposed to do and what they are doing.
Employees come up with all sorts of weird arguments such as, "HR should be knowing for what job did they hire the employees".
Since the profile of employees keep changing from time to time and they know better what they are presently doing; How can we explain things to them? What logic and reasonings should we give them for these questions of theirs?
Really tough to handle such issues. Please suggest how to go about it.
Rgds
Tania
From India, Gurgaon
Employees not wanting to partake in KRA discussions is but a symptom of low employee engagement – of employees doing only what they are asked to do and no more.
From the employees’ perspective where there is low job challenge, empowerment, feedback on performance, mutual goal-setting, etc, it makes perfect sense that "HR should be knowing for what job did they hire the employees". Although I would replace ‘HR” in some cases with “my supervisor”.
I don’t know the solution to your immediate problem because I am not familiar with all of the circumstances; however, a good place to start maybe is to get the supervisor to take the lead in the discussion with each employee. In this scenario, HR provide the KRA structure, process and templates and ongoing training and coaching for supervisors.
This may be a good place to start for supervisors to begin to engage their direct reports. Other practices include having regular meetings with staff, both individually and as a team and providing regular, timely and constructive feedback on employee performance. To find out more about these practices, you can download our ebook 2 Way Feedback at http://www.businessperform.com/html/...unication.html
The main point here is that employees not wanting to engage in KRA discussions may be just a symptom of a wider problem of low employee engagement.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
From the employees’ perspective where there is low job challenge, empowerment, feedback on performance, mutual goal-setting, etc, it makes perfect sense that "HR should be knowing for what job did they hire the employees". Although I would replace ‘HR” in some cases with “my supervisor”.
I don’t know the solution to your immediate problem because I am not familiar with all of the circumstances; however, a good place to start maybe is to get the supervisor to take the lead in the discussion with each employee. In this scenario, HR provide the KRA structure, process and templates and ongoing training and coaching for supervisors.
This may be a good place to start for supervisors to begin to engage their direct reports. Other practices include having regular meetings with staff, both individually and as a team and providing regular, timely and constructive feedback on employee performance. To find out more about these practices, you can download our ebook 2 Way Feedback at http://www.businessperform.com/html/...unication.html
The main point here is that employees not wanting to engage in KRA discussions may be just a symptom of a wider problem of low employee engagement.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
KRAs
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
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
why everybody is arguing about the responsibility of defining of KRAs is because of some valid reasons.
1.the job of the incumbent is not clearly defined. until unless the job and the tasks are clearly defined ,it is very difficult to define the KRAs in clear terms.
2.HR can act only as a facilitator but the real person who will define the KRAs is the superordinate and some how incumbent plays a role in it.
so the responsibility should not be passed leaving the main purpose behind.
1.the job of the incumbent is not clearly defined. until unless the job and the tasks are clearly defined ,it is very difficult to define the KRAs in clear terms.
2.HR can act only as a facilitator but the real person who will define the KRAs is the superordinate and some how incumbent plays a role in it.
so the responsibility should not be passed leaving the main purpose behind.
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
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
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
From Japan
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
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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