Hi, Recently i joined an IT company as HR Executive. Here total employees are about 15-20. I don\'t know how to make there KRA for company. Please help.
From India, Delhi
From India, Delhi
Hi You may like to read this post Writing SMART Goals (also called KRAs) from Job Descriptions. Hope its useful to you. Regards Ujeli
From India, New Delhi
From India, New Delhi
Hi Tanyswtu,
Please find the information below -
KRA referes to Key Result Area which mean the area that can be monitored for performance results and can be seen as personal objectives on the ways to achieving a longer term goal.
Key Result Analysis is the process by which KRA job descriptions are produced and is the essential first step in establishing a range of results-driven management systems.
KRA job descriptions are dynamically and constantly subject to change. Their content must, continuously, reflect changes in departmental, divisional and corporate aims and structure.
Launching A KRA Project
If you decide to introduce a Key Result Areas’ system, there are a number of elements that you need to include in you Project action plan.
(1) Decision. Do not embark on a KRA Project if an existing system is working effectively. However, give it serious consideration if you don’t have an existing system or the benefits offered by a new KRA system are clearly better than at present.
(2) If a KRA Project is to succeed, managers must see it in a very positive light. Accordingly, it is better to launch a KRA Project with a less controversial application like ‘Management Training’ than say ‘Job Evaluation’. Confidence will grow as managers, progressively, see the benefits of the system. Deal with any questions and concerns at the time that they are raised.
Appoint and train a team of Project Coordinators. They can be members of your own team or nominees from the various departments/divisions within the organisation .Their role is to oversee the preparation and agreement of all the KRA job descriptions within a defined constituency - department, division, sales force etc. It also includes helping managers in the completion of job descriptions and arranging agreement with line managers.
(3) The Project should be launched with a series of departmental briefing meeting. The departmental manager introduces the Project Coordinator, who outlines the purpose of the Project; describe his/her role; presents the Project timetable; circulates and explains the paperwork; resolves misunderstandings and deals with any questions.
Above all, the results of the Project must be portrayed as a benefit to everyone concerned.
(4) Have a clear system in place for processing job descriptions at every stage.
(5) Hold regular update meetings with your team of Coordinators.
(6) Never (but never!) just send out bits of paper to managers within scope of the Project. Always transact any communication through your coordinating team.
(7) Keep all those within scope of the Project up-to-date on Project progress, changes, questions asked and answers etc.
Organizations are urged to undertake a Key Result Analysis Project for all those management jobs defined by the question. At first, it might seem daunting but:
(1) With coaching, managers can complete their own job descriptions.
(2) One job description can apply to a group of managers in the same category.
(3) Once completed, job descriptions are subject to individual amendment only when business environmental and organisational changes occur.
The benefits of completing a KRA project are far reachinf. It provides the source data to introduce or update a range of management systems -
(1) Recruitment & Selection:
KRA job description provides the information to produce 'people' specifications for recruitment and selection process.
(2) Objective-setting, Action-planning & Review:
Individual objectives and action plans can be agreed with each manager within the context of his/her KRA. They are based on th the objectives that have been set at corporate, divisional and departmental levels.
(3) Management Training & Development:
Through performae review and appraisal, individual training needs can be determined by identifying the shortfaill between expected performance against objectives and actual performance. T&D can be planned accordingly.
(4) Organizational Structuring:
The information, from KRA ensures that the management structure is approporiate to the needs of the organization. The case for establishing new departmental functions can only be justfied by comparing existing human resources to emerging organizational needs. The undesirable 'dotted line' relationships can also be avoided. It enables the organization to 'hunt lean'.
(5) Succession Planning:
Managers cn be targeted towards more senior jobs, resulting in a viable management succession plan for the whole organization.
(6) Job Evaluation:
KRA job description provide the information to implement a system for evaluating manager's remuneration. A comparision approach can be immediately adopted from the data produced. Alternatively, the job descriptions can be suitably extended to facilitate one of the more commentary-based job evaluation systems.
You can read some definitions on -
http://www.goaltrak.com/files/kra_org09.pdf
From India, Mumbai
737Please find the information below -
KRA referes to Key Result Area which mean the area that can be monitored for performance results and can be seen as personal objectives on the ways to achieving a longer term goal.
Key Result Analysis is the process by which KRA job descriptions are produced and is the essential first step in establishing a range of results-driven management systems.
KRA job descriptions are dynamically and constantly subject to change. Their content must, continuously, reflect changes in departmental, divisional and corporate aims and structure.
Launching A KRA Project
If you decide to introduce a Key Result Areas’ system, there are a number of elements that you need to include in you Project action plan.
(1) Decision. Do not embark on a KRA Project if an existing system is working effectively. However, give it serious consideration if you don’t have an existing system or the benefits offered by a new KRA system are clearly better than at present.
(2) If a KRA Project is to succeed, managers must see it in a very positive light. Accordingly, it is better to launch a KRA Project with a less controversial application like ‘Management Training’ than say ‘Job Evaluation’. Confidence will grow as managers, progressively, see the benefits of the system. Deal with any questions and concerns at the time that they are raised.
Appoint and train a team of Project Coordinators. They can be members of your own team or nominees from the various departments/divisions within the organisation .Their role is to oversee the preparation and agreement of all the KRA job descriptions within a defined constituency - department, division, sales force etc. It also includes helping managers in the completion of job descriptions and arranging agreement with line managers.
(3) The Project should be launched with a series of departmental briefing meeting. The departmental manager introduces the Project Coordinator, who outlines the purpose of the Project; describe his/her role; presents the Project timetable; circulates and explains the paperwork; resolves misunderstandings and deals with any questions.
Above all, the results of the Project must be portrayed as a benefit to everyone concerned.
(4) Have a clear system in place for processing job descriptions at every stage.
(5) Hold regular update meetings with your team of Coordinators.
(6) Never (but never!) just send out bits of paper to managers within scope of the Project. Always transact any communication through your coordinating team.
(7) Keep all those within scope of the Project up-to-date on Project progress, changes, questions asked and answers etc.
Organizations are urged to undertake a Key Result Analysis Project for all those management jobs defined by the question. At first, it might seem daunting but:
(1) With coaching, managers can complete their own job descriptions.
(2) One job description can apply to a group of managers in the same category.
(3) Once completed, job descriptions are subject to individual amendment only when business environmental and organisational changes occur.
The benefits of completing a KRA project are far reachinf. It provides the source data to introduce or update a range of management systems -
(1) Recruitment & Selection:
KRA job description provides the information to produce 'people' specifications for recruitment and selection process.
(2) Objective-setting, Action-planning & Review:
Individual objectives and action plans can be agreed with each manager within the context of his/her KRA. They are based on th the objectives that have been set at corporate, divisional and departmental levels.
(3) Management Training & Development:
Through performae review and appraisal, individual training needs can be determined by identifying the shortfaill between expected performance against objectives and actual performance. T&D can be planned accordingly.
(4) Organizational Structuring:
The information, from KRA ensures that the management structure is approporiate to the needs of the organization. The case for establishing new departmental functions can only be justfied by comparing existing human resources to emerging organizational needs. The undesirable 'dotted line' relationships can also be avoided. It enables the organization to 'hunt lean'.
(5) Succession Planning:
Managers cn be targeted towards more senior jobs, resulting in a viable management succession plan for the whole organization.
(6) Job Evaluation:
KRA job description provide the information to implement a system for evaluating manager's remuneration. A comparision approach can be immediately adopted from the data produced. Alternatively, the job descriptions can be suitably extended to facilitate one of the more commentary-based job evaluation systems.
You can read some definitions on -
http://www.goaltrak.com/files/kra_org09.pdf
From India, Mumbai
Wow,
Way to go... Seems like there is lot more to know about the HR sectors. But I doubt whether KRA also should be applied by HR departments or Project planning managements do take care of this works?
From United Kingdom, London
Way to go... Seems like there is lot more to know about the HR sectors. But I doubt whether KRA also should be applied by HR departments or Project planning managements do take care of this works?
From United Kingdom, London
dear tanuswtu
simply kra is the overview of the particuler job
mostly kra provide the performance evaluation of the employee during the job
as well as responcebility rises upon a n employee instead of wages
it is defined by brokem's "course of action to optimize the value of human resourses"
simply
performance of employee is evaluate as the duties are given
or
i can say it is a process to proper checking of performance of an employee
that he/she is working in proper manner within a effective way
example
a production manager in steel plant as given
maintain production at priorities 100%
forcasting production availability and heat status as per planing
giving direction to other dept. for planning about thair respocibilty
maintain all the log books keeping environment cool & positive
now we form a chart of actual work done or not
HOD is resposible for check it & hr team also work for it
50% marks are assigne to HOD
&
50% mark are assigne to HR Dept.
now the both will do the work audit of actual work done
go through performance apparisle
From India
simply kra is the overview of the particuler job
mostly kra provide the performance evaluation of the employee during the job
as well as responcebility rises upon a n employee instead of wages
it is defined by brokem's "course of action to optimize the value of human resourses"
simply
performance of employee is evaluate as the duties are given
or
i can say it is a process to proper checking of performance of an employee
that he/she is working in proper manner within a effective way
example
a production manager in steel plant as given
maintain production at priorities 100%
forcasting production availability and heat status as per planing
giving direction to other dept. for planning about thair respocibilty
maintain all the log books keeping environment cool & positive
now we form a chart of actual work done or not
HOD is resposible for check it & hr team also work for it
50% marks are assigne to HOD
&
50% mark are assigne to HR Dept.
now the both will do the work audit of actual work done
go through performance apparisle
From India
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