Dear All,
Can any body please explain me the difference between work Profile and KRA.
here is my understanding.
Work profile is something which you do on a regular basis.
KRA is the list of Specific Targets or Tasks which has been assigned to the individual to accomplish in a given period of time (say quarterly)
Can somebody please clarify
Rgds
Paamaran.
From India, Pondicherry
Can any body please explain me the difference between work Profile and KRA.
here is my understanding.
Work profile is something which you do on a regular basis.
KRA is the list of Specific Targets or Tasks which has been assigned to the individual to accomplish in a given period of time (say quarterly)
Can somebody please clarify
Rgds
Paamaran.
From India, Pondicherry
Hi,
What you have mentioned is right. As far as my knowledge is concerned,
Work Profile is more related to the Job Description of an employee and KRA to specific projects or assignments and the out put of which will be considered for hikes/promotions and assesed during Performance Appraisal.
Work Profile/Job Description is fixed across designations but KRA's are customised or Tailor Made according to individuals and they are basically drawn from Job Description.
Thanks,
Divya.
What you have mentioned is right. As far as my knowledge is concerned,
Work Profile is more related to the Job Description of an employee and KRA to specific projects or assignments and the out put of which will be considered for hikes/promotions and assesed during Performance Appraisal.
Work Profile/Job Description is fixed across designations but KRA's are customised or Tailor Made according to individuals and they are basically drawn from Job Description.
Thanks,
Divya.
WORK PROFILE AND KRAs
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their 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 and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ================
AS AN EXAMPLE, WE ALL KNOW THAT
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
================================================== ==================================
HERE IS AN EXPLANATION OF WORK PROFILE AND
A SAMPLE FORMAT.
MANY OF THE ELEMENTS MAY NOT BE APPLICABLE TO
INDIAN SITUATIONS.
YOU CAN MODIFY AND INSERT YOUR OWN COMPANY/
SITUATION NEEDS.
Employee Work Profile (EWP)
Introduction
The Employee Work Profile is a combined position description, performance plan, and performance evaluation instrument.
Sections at the beginning are written or reviewed by the supervisor and the employee at the beginning of the evaluation
cycle to determine work plans and development needs. Sections at the end are completed by the supervisor
at the end of the performance cycle according to the Performance Planning and Evaluation Policy.
Part I – Position Identification Information
1. Position Number: Enter assigned position number. If this is a new position, leave blank.
2. Department Name & Budget Code: Enter department name and budget code.
3. VP Code: Enter the Vice Presidential code.
4. Location & Code: Enter the location and code for the university .
5. Work Location Code: Enter location of work site. (city or county)
6. Occupational Family & Career Group: Enter the assigned occupational family and career group. If this is a new
position, leave blank.
7. Role Title & Code: Enter the position’s Role title and code. If this a new position, leave blank.
8. Working Title: Enter the employee’s working title if used.
9. SOC Title & Code: Enter the assigned SOC title and code.
10. EEO Code: Enter the appropriate EEO code.
11. Pay Band: Enter the pay band to which this role is assigned.
12. Level Indicator: Check the appropriate box for employee, supervisor, or manager.
13. Supervisor’s Position Number: Enter the supervisor’s assigned position number.
14. Supervisor’s Role Title & Code: Enter the supervisor’s classified role title and code if applicable.
15. FLSA Status: Check the appropriate box to designate the position as exempt or non-exempt under the Fair Labor
Standards Act.
16. Date: Enter the date the Employee Work Profile is effective (normally the date the position is established or that
changes are made to the work assignments).
Part II – Work Description & Performance Plan – When developing the Employee Work Profile, the sum of
Core Responsibilities/Major Job Functions, Special Assignments, and University/Departmental Objectives must equal a
minimum of 3, but no more than 10 elements total.
17. Chief Objective of the position: A brief description of the reason the position exists. This statement should link to
the organizational objective and capture the most important service or product expected from the employee in the
position. This statement gives the reader a good idea of the purpose of the position without going into detail.
18. Knowledge, skills, abilities, licenses, education, training and experience: A description of the expertise and
cognitive requirements necessary to successfully perform the work assigned to the employee. It may be used in
hiring new employees or to describe the competency or skill level of the incumbent. Enter the educational
background or training that would be required for entry into position. Also, list any occupational certifications or
licenses that the employee must hold.
19. Preferred: A description of the preferred knowledge, skills, abilities, education, experience, licensure and
certification.
20. Core Responsibilities (A – I): Core responsibilities are defined as primary to the work performed and are written as
broad sets of major duties or functions. The core responsibilities must provide sufficient information to assign the
position to the proper Role, determine FLSA exemption status, and provide a basis for performance evaluation. List
the core responsibilities in order to their importance to the whole job. Within each job function/core responsibility
describe the work task or duty and the desired outcome or value.
Role Title
Working Title ( if applicable)
Position Number
Name of Incumbent
For each major job function/core responsibility provide:
- a percent of total working time spent on the function.
- An Americans with Disabilities Act (ADA) designation of essential (E) or marginal (M). A job function is essential if
removing the function would fundamentally change the job. (See American with Disabilities Act Essential Function
Guidelines for more information.)
- Statements should be brief and do not have to include every detail of the position’s activities.
- Performance management is preprinted and a required core responsibility for all positions that supervise classified
employees. Additional applicable measures, unique to department needs may be added.
21. Measures for Core Responsibilities (A - I): Identify the qualitative measures against which each responsibility will
be assessed.
22. Special Assignments (J – K): Special assignments are considered brief in nature and typically are not extended
beyond the performance period. Statements should be brief and do not have to include every detail of the
assignment.
23. Measures for Special Assignments (J – K): Identify the qualitative measures against which each assignment will
be assessed.
24. COMPANY /Departmental Objectives (L – N): Objectives are defined as strategic business objectives to achieve
goals set by the company or division/department. They also may include behavioral competencies that are critical to
the employee’s success. Identifying objectives and/or competencies on the work plan helps to support organizational
values and goals and reinforces each employee’s role in meeting those goals. Customer relations is preprinted and a
required company /Departmental Objective responsibility for all employees.
25. COMPANY/Departmental Objectives (L – N): Identify the qualitative measures against which each objective will be
assessed.
ADDENDUM – An Organization Chart and Physical Requirements Worksheet must be included with the Work
Description/Performance Plan. The organization chart should include the reporting relationship using the following format
for all positions in the organizational unit.
Part III – Employee Identification Information
26. Position Number: Enter assigned position number.
27. Department Name: Enter department name.
28. Employee Name: Enter the employee’s name.
29. Employee Social Security Number: Enter the employee’s social security number.
Part IV – Employee Development Plan (required as part of the performance plan)
30. Professional development goals: List any learning goals identified by the employee and/or the supervisor.
31. Steps to be taken by the supervisor: Indicate specific steps that need to be taken by the supervisor to accomplish
the learning goals. This may include training, coaching, or other learning methods.
32. Steps to be taken by the employee: Indicate specific steps that need to be taken by the employee to accomplish
the learning goals. This may include training, coaching, or other learning methods.
Part V – Review of Work Description/Performance Plan
33. Supervisor’s signature and date; Reviewer’s signature and date; Employee’s signature and date;
34. Confidentiality and Compliance Statement – Employee’s signature and date
Part VI – Performance Evaluation
35. Core Responsibilities – Rating Earned (A – I): Check the appropriate rating earned by the employee during the
performance cycle.
36. Core Responsibilities – Comments on Results Achieved (A – I): Describe the employee’s performance including
documentation to support the earned rating.
37. Special Assignments – Rating Earned (J – K): Check the appropriate rating earned by the employee.
38. Special Assignments – Comments on Results Achieved (J – K): Describe the employee’s performance including
documentation to support the earned rating.
39. COMPANY /Department Objectives – Rating Earned ( L – N): Check the appropriate rating earned by the
employee.
40. COMPANY /Department Objectives – Comments on Results Achieved (L – N): Describe the employee’s
performance including documentation to support the earned rating.
Part VII – Employee Development Evaluation
41. Professional Development Accomplishments: Summarize accomplishments related to the personal learning goals
that were set at the beginning of the cycle.
Part VIII – Overall Results Assessment and Rating Earned
42. Overall Summary: Summarize overall performance. Include significant improvements or declines in performance.
Comments regarding the effect that factors beyond the employee’s control had on overall performance should be
included in this section. Check the appropriate overall rating earned by the employee during the performance cycle.
Part IX – Review of Performance Evaluation
43. Supervisor’s Comments, Signature, & Date; Reviewer’s Comments, Signature, & Date; Employee’s
Comments, Signature, & Date;
===========================================
SAMPLE FORMAT
www.hrs.virginia.edu/forms/ewp.doc
GOOD LUCK
REGARDS
LEO LINGHAM
From India, Mumbai
257Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: · Clarify their 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 and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation).
================================================== ================
AS AN EXAMPLE, WE ALL KNOW THAT
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
================================================== ==================================
HERE IS AN EXPLANATION OF WORK PROFILE AND
A SAMPLE FORMAT.
MANY OF THE ELEMENTS MAY NOT BE APPLICABLE TO
INDIAN SITUATIONS.
YOU CAN MODIFY AND INSERT YOUR OWN COMPANY/
SITUATION NEEDS.
Employee Work Profile (EWP)
Introduction
The Employee Work Profile is a combined position description, performance plan, and performance evaluation instrument.
Sections at the beginning are written or reviewed by the supervisor and the employee at the beginning of the evaluation
cycle to determine work plans and development needs. Sections at the end are completed by the supervisor
at the end of the performance cycle according to the Performance Planning and Evaluation Policy.
Part I – Position Identification Information
1. Position Number: Enter assigned position number. If this is a new position, leave blank.
2. Department Name & Budget Code: Enter department name and budget code.
3. VP Code: Enter the Vice Presidential code.
4. Location & Code: Enter the location and code for the university .
5. Work Location Code: Enter location of work site. (city or county)
6. Occupational Family & Career Group: Enter the assigned occupational family and career group. If this is a new
position, leave blank.
7. Role Title & Code: Enter the position’s Role title and code. If this a new position, leave blank.
8. Working Title: Enter the employee’s working title if used.
9. SOC Title & Code: Enter the assigned SOC title and code.
10. EEO Code: Enter the appropriate EEO code.
11. Pay Band: Enter the pay band to which this role is assigned.
12. Level Indicator: Check the appropriate box for employee, supervisor, or manager.
13. Supervisor’s Position Number: Enter the supervisor’s assigned position number.
14. Supervisor’s Role Title & Code: Enter the supervisor’s classified role title and code if applicable.
15. FLSA Status: Check the appropriate box to designate the position as exempt or non-exempt under the Fair Labor
Standards Act.
16. Date: Enter the date the Employee Work Profile is effective (normally the date the position is established or that
changes are made to the work assignments).
Part II – Work Description & Performance Plan – When developing the Employee Work Profile, the sum of
Core Responsibilities/Major Job Functions, Special Assignments, and University/Departmental Objectives must equal a
minimum of 3, but no more than 10 elements total.
17. Chief Objective of the position: A brief description of the reason the position exists. This statement should link to
the organizational objective and capture the most important service or product expected from the employee in the
position. This statement gives the reader a good idea of the purpose of the position without going into detail.
18. Knowledge, skills, abilities, licenses, education, training and experience: A description of the expertise and
cognitive requirements necessary to successfully perform the work assigned to the employee. It may be used in
hiring new employees or to describe the competency or skill level of the incumbent. Enter the educational
background or training that would be required for entry into position. Also, list any occupational certifications or
licenses that the employee must hold.
19. Preferred: A description of the preferred knowledge, skills, abilities, education, experience, licensure and
certification.
20. Core Responsibilities (A – I): Core responsibilities are defined as primary to the work performed and are written as
broad sets of major duties or functions. The core responsibilities must provide sufficient information to assign the
position to the proper Role, determine FLSA exemption status, and provide a basis for performance evaluation. List
the core responsibilities in order to their importance to the whole job. Within each job function/core responsibility
describe the work task or duty and the desired outcome or value.
Role Title
Working Title ( if applicable)
Position Number
Name of Incumbent
For each major job function/core responsibility provide:
- a percent of total working time spent on the function.
- An Americans with Disabilities Act (ADA) designation of essential (E) or marginal (M). A job function is essential if
removing the function would fundamentally change the job. (See American with Disabilities Act Essential Function
Guidelines for more information.)
- Statements should be brief and do not have to include every detail of the position’s activities.
- Performance management is preprinted and a required core responsibility for all positions that supervise classified
employees. Additional applicable measures, unique to department needs may be added.
21. Measures for Core Responsibilities (A - I): Identify the qualitative measures against which each responsibility will
be assessed.
22. Special Assignments (J – K): Special assignments are considered brief in nature and typically are not extended
beyond the performance period. Statements should be brief and do not have to include every detail of the
assignment.
23. Measures for Special Assignments (J – K): Identify the qualitative measures against which each assignment will
be assessed.
24. COMPANY /Departmental Objectives (L – N): Objectives are defined as strategic business objectives to achieve
goals set by the company or division/department. They also may include behavioral competencies that are critical to
the employee’s success. Identifying objectives and/or competencies on the work plan helps to support organizational
values and goals and reinforces each employee’s role in meeting those goals. Customer relations is preprinted and a
required company /Departmental Objective responsibility for all employees.
25. COMPANY/Departmental Objectives (L – N): Identify the qualitative measures against which each objective will be
assessed.
ADDENDUM – An Organization Chart and Physical Requirements Worksheet must be included with the Work
Description/Performance Plan. The organization chart should include the reporting relationship using the following format
for all positions in the organizational unit.
Part III – Employee Identification Information
26. Position Number: Enter assigned position number.
27. Department Name: Enter department name.
28. Employee Name: Enter the employee’s name.
29. Employee Social Security Number: Enter the employee’s social security number.
Part IV – Employee Development Plan (required as part of the performance plan)
30. Professional development goals: List any learning goals identified by the employee and/or the supervisor.
31. Steps to be taken by the supervisor: Indicate specific steps that need to be taken by the supervisor to accomplish
the learning goals. This may include training, coaching, or other learning methods.
32. Steps to be taken by the employee: Indicate specific steps that need to be taken by the employee to accomplish
the learning goals. This may include training, coaching, or other learning methods.
Part V – Review of Work Description/Performance Plan
33. Supervisor’s signature and date; Reviewer’s signature and date; Employee’s signature and date;
34. Confidentiality and Compliance Statement – Employee’s signature and date
Part VI – Performance Evaluation
35. Core Responsibilities – Rating Earned (A – I): Check the appropriate rating earned by the employee during the
performance cycle.
36. Core Responsibilities – Comments on Results Achieved (A – I): Describe the employee’s performance including
documentation to support the earned rating.
37. Special Assignments – Rating Earned (J – K): Check the appropriate rating earned by the employee.
38. Special Assignments – Comments on Results Achieved (J – K): Describe the employee’s performance including
documentation to support the earned rating.
39. COMPANY /Department Objectives – Rating Earned ( L – N): Check the appropriate rating earned by the
employee.
40. COMPANY /Department Objectives – Comments on Results Achieved (L – N): Describe the employee’s
performance including documentation to support the earned rating.
Part VII – Employee Development Evaluation
41. Professional Development Accomplishments: Summarize accomplishments related to the personal learning goals
that were set at the beginning of the cycle.
Part VIII – Overall Results Assessment and Rating Earned
42. Overall Summary: Summarize overall performance. Include significant improvements or declines in performance.
Comments regarding the effect that factors beyond the employee’s control had on overall performance should be
included in this section. Check the appropriate overall rating earned by the employee during the performance cycle.
Part IX – Review of Performance Evaluation
43. Supervisor’s Comments, Signature, & Date; Reviewer’s Comments, Signature, & Date; Employee’s
Comments, Signature, & Date;
===========================================
SAMPLE FORMAT
www.hrs.virginia.edu/forms/ewp.doc
GOOD LUCK
REGARDS
LEO LINGHAM
From India, Mumbai
Dear Mr. Loelingham, The response by you to the question makes the distinction very clear. Regards, Pankaj Patodi
From India, New Delhi
From India, New Delhi
hello,
i would like to know the difference between the jobs and roles, as per my understanding jobs is what is to be dne and roles is how it is to be done,
does the role specifically mean the skills require to the job better.
just clear the clutter of jobs and roles.............
From India, Bhiwandi
i would like to know the difference between the jobs and roles, as per my understanding jobs is what is to be dne and roles is how it is to be done,
does the role specifically mean the skills require to the job better.
just clear the clutter of jobs and roles.............
From India, Bhiwandi
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