i think kra is the set of activities on which our performances are rated.
actives which have impact on the bottom line of business.
suppose kra for an production executive will be
1. 100 % production
2. profit
3. customer satisfication
4. quality
5. keeping all standards ... etc
what will be the KRA for an HR executive
can anyone help me in gettting more details abt KRA and
KRA for an HR executive
regards
sankar
From India, Madras
actives which have impact on the bottom line of business.
suppose kra for an production executive will be
1. 100 % production
2. profit
3. customer satisfication
4. quality
5. keeping all standards ... etc
what will be the KRA for an HR executive
can anyone help me in gettting more details abt KRA and
KRA for an HR executive
regards
sankar
From India, Madras
HI,
I hope you will find it usefull.
JOB ID: HR GENERALIST
JOB CODE: HR/01/01
REPORTING TO: CEO
SCOPE:
JO1: Implement & monitor various HR initiatives and activities.
DELIVERABLES:
D01: Responsibility includes employment, compensation, labor laws and training and development.
D02: Interview job applicants, review applications/ resumes, evaluate applicant’s skill and make
recommendations regarding applicant’s qualifications.
D03: Develop and maintain relationship with employment agencies and other recruitment sources.
D04: Prepare and maintain job documentation, and job evaluation system in coordination with the respective department and the authority.
D05: Complete salary survey questionnaire.
D06: Prepare process and distribute payroll.
D07: Design and conduct the induction and employee orientation process.
D08: Administer and explain benefits to the employees.
D09: Recommend, develop and schedule training program and development courses.
D10: Provide advice, assistance and follow up on company policies, procedures and documentation.
D11: Coordinate the resolution of specifies policy related and procedural problems and enquiry.
D12: Recommend, develop and maintain human resource data base, computer system and manual filling systems.
D13: Rationalize manpower utilization & carryout appropriate rightsizing activities.
MEASUREMENT MATRIX [How to measure the deliverables]
INPUT – OUTPUT
M01
M02
COMPETENCIES INVOLVED
1. Building Good Relationships and contributes
2. Leadership skills in managing others and developing them.
3. Willingness to Learn and increase on self knowledge and maintains self motivation
4. Identifies customer needs and meets them.
5. Represents Integrity and promotes it.
6. Adaptable and can managing change
RANKINGS: As decided
INCENTIVE SCHMES:
CREDIT: As recorded by the superior
DEBIT: As recorded by the superior
REVISAL: As defined by the client / as per the business need.
From India, Mumbai
1856I hope you will find it usefull.
JOB ID: HR GENERALIST
JOB CODE: HR/01/01
REPORTING TO: CEO
SCOPE:
JO1: Implement & monitor various HR initiatives and activities.
DELIVERABLES:
D01: Responsibility includes employment, compensation, labor laws and training and development.
D02: Interview job applicants, review applications/ resumes, evaluate applicant’s skill and make
recommendations regarding applicant’s qualifications.
D03: Develop and maintain relationship with employment agencies and other recruitment sources.
D04: Prepare and maintain job documentation, and job evaluation system in coordination with the respective department and the authority.
D05: Complete salary survey questionnaire.
D06: Prepare process and distribute payroll.
D07: Design and conduct the induction and employee orientation process.
D08: Administer and explain benefits to the employees.
D09: Recommend, develop and schedule training program and development courses.
D10: Provide advice, assistance and follow up on company policies, procedures and documentation.
D11: Coordinate the resolution of specifies policy related and procedural problems and enquiry.
D12: Recommend, develop and maintain human resource data base, computer system and manual filling systems.
D13: Rationalize manpower utilization & carryout appropriate rightsizing activities.
MEASUREMENT MATRIX [How to measure the deliverables]
INPUT – OUTPUT
M01
M02
COMPETENCIES INVOLVED
1. Building Good Relationships and contributes
2. Leadership skills in managing others and developing them.
3. Willingness to Learn and increase on self knowledge and maintains self motivation
4. Identifies customer needs and meets them.
5. Represents Integrity and promotes it.
6. Adaptable and can managing change
RANKINGS: As decided
INCENTIVE SCHMES:
CREDIT: As recorded by the superior
DEBIT: As recorded by the superior
REVISAL: As defined by the client / as per the business need.
From India, Mumbai
Dear Sankar,
As you are already aware that KRA stands for Key Result Area. I feel what (Cite Contribution) has done and that too very efficiently and excellently is KPA of HR Exceutive (Key Performance Areas) which has to agreed upon by all concerned.
Actually in the true sense KRA is a concept which is usually very difficult to implement. How it works I will try to explain.
At first the BOD(Board of Directors) decides upon the Objectives of the company and set a period specific target.
This Target becomes the KRA of the CEO.
Then it get divided still it reaches the bottom most rung.
KRA of each person is linked and fulfillment of KRA will lead to fulfillment of objective set by BOD. Hence, if one person fail it will hamper the attainment of the desired result.
Let me give you an example:
The Company sells PCs
Suppose the objective decided by the Board is to make a profit of 500 crores in 3 years.
The KRA of CEO is to attain 500 crore profit in 3 years.
The CEO decides to attain this by making 400 crores by selling PCs, 50 Crores by Investing in Stocks and 50 Crores by improving productive cycle.
Now the KRA of Cheif Marketing Officer will be to sell PCs that will give the company 400 crore profit in 3 years. He will then set the KRAs for his subordinate in such a way that this target is achieved.
The Chief Operating Officer has KRA of improving the productivity cycle and producing PCs by which 400 crores can be achieved.
The Chief Finance Officer will as KRA have to look after investing in Stock and providing finance for purchase of raw materials, machinaries and others so that both Operation and Marketing can achieve their KRAs.
Chief People Officer (HR)[ Generally KRA are difficult or not done for HR since they are essentially support function, but in some cases it is done]
CPO as his KRA will have the following to provide for manpower and maintain harmonious industrial relationship so that there is no disruption in production or marketing. To provide for training for improving the skills to attain better productivity cycle, and to frame a compensation benefit structure by which the efficient employees can be retained.
The Chiefs than divide the KRA further to their subordinates. For Example the KRA of the Manager (Training) under CPO will have a KRA which will be to provide adequate training to the workforce. Hence, if Manager (Training) fails that will get reflected in the KRA of both CPO and COO and CEO. Simlarly, if the KRA of Asst. Manager (Training) is to locate the Training institutes which can impart quality training and he is not been able to achieve it. This will reflect in the KRA of Manager (Training), CPO, COO and CEO.
Suppose, if the Dy Manager (Training) is suppose to conduct the Training Programs, which could not be carried since funds for training which were supposed to be arranged by Dy. Manager(Finance) could not be arranged. Now, you can see this failure will reflect in the KRA of Dy. Manager (Fianace), Manager (Finance), CFO, Dy. Manager (Training), Manager (Training), and CPO, COO, and CEO.
Hope I have not confused you.
Kind Regards,
SC
From India, Thane
As you are already aware that KRA stands for Key Result Area. I feel what (Cite Contribution) has done and that too very efficiently and excellently is KPA of HR Exceutive (Key Performance Areas) which has to agreed upon by all concerned.
Actually in the true sense KRA is a concept which is usually very difficult to implement. How it works I will try to explain.
At first the BOD(Board of Directors) decides upon the Objectives of the company and set a period specific target.
This Target becomes the KRA of the CEO.
Then it get divided still it reaches the bottom most rung.
KRA of each person is linked and fulfillment of KRA will lead to fulfillment of objective set by BOD. Hence, if one person fail it will hamper the attainment of the desired result.
Let me give you an example:
The Company sells PCs
Suppose the objective decided by the Board is to make a profit of 500 crores in 3 years.
The KRA of CEO is to attain 500 crore profit in 3 years.
The CEO decides to attain this by making 400 crores by selling PCs, 50 Crores by Investing in Stocks and 50 Crores by improving productive cycle.
Now the KRA of Cheif Marketing Officer will be to sell PCs that will give the company 400 crore profit in 3 years. He will then set the KRAs for his subordinate in such a way that this target is achieved.
The Chief Operating Officer has KRA of improving the productivity cycle and producing PCs by which 400 crores can be achieved.
The Chief Finance Officer will as KRA have to look after investing in Stock and providing finance for purchase of raw materials, machinaries and others so that both Operation and Marketing can achieve their KRAs.
Chief People Officer (HR)[ Generally KRA are difficult or not done for HR since they are essentially support function, but in some cases it is done]
CPO as his KRA will have the following to provide for manpower and maintain harmonious industrial relationship so that there is no disruption in production or marketing. To provide for training for improving the skills to attain better productivity cycle, and to frame a compensation benefit structure by which the efficient employees can be retained.
The Chiefs than divide the KRA further to their subordinates. For Example the KRA of the Manager (Training) under CPO will have a KRA which will be to provide adequate training to the workforce. Hence, if Manager (Training) fails that will get reflected in the KRA of both CPO and COO and CEO. Simlarly, if the KRA of Asst. Manager (Training) is to locate the Training institutes which can impart quality training and he is not been able to achieve it. This will reflect in the KRA of Manager (Training), CPO, COO and CEO.
Suppose, if the Dy Manager (Training) is suppose to conduct the Training Programs, which could not be carried since funds for training which were supposed to be arranged by Dy. Manager(Finance) could not be arranged. Now, you can see this failure will reflect in the KRA of Dy. Manager (Fianace), Manager (Finance), CFO, Dy. Manager (Training), Manager (Training), and CPO, COO, and CEO.
Hope I have not confused you.
Kind Regards,
SC
From India, Thane
Dear SC,
I appreciate your reply in KRA's. But I would like to know, KRA's can change/alter every year or it depends up on the target achieved ?
What is KPA's? How we will measure them?
Pl explain in detail.
Leela..
From India, Hyderabad
I appreciate your reply in KRA's. But I would like to know, KRA's can change/alter every year or it depends up on the target achieved ?
What is KPA's? How we will measure them?
Pl explain in detail.
Leela..
From India, Hyderabad
Dear Leela,
Yes, of course you can alter, modify or change KRAs. From the example I have given say the following changes takes place:
(i) Government exempt import duties on PCs
(ii) The Stock Market starts to fall and investment seems not productive
(iii) New Foreign Player with more advanced and cheaper model enters market.
(iv) Company acquires Competitor.
(v) The Stock Market goes for a bull run
(vi) The Government gives major allowances to PC manufacturer.
So, you can see that the target of 500 crore can be increased or decrease accordingly.
Two things you much remember:
(i) The KRAs must be agreed upon.
(ii) It aims at achieving a goal objectively with a view in efficiently handling the entire execution process. Hence, the ultimate aim is to maximise Stakeholders' wealth. It is not a fix target which you must aim, but is a achievable target which is set in agreement with all concerned on which direction the stakeholders want the Company to go.
Always remember the Goal of all Companies are to maximise their net worth. These are just various ways which will lead to this goal. Some follow KRA, some Balance Score Card, some MBOs and so on and so forth
As for KPAs, just see the previous post , it is extremely well done. As for the measurement. It is usually measured in percentage and the distribution is agreed upon by the employee and his reporting officer.
Regards,
SC
From India, Thane
Yes, of course you can alter, modify or change KRAs. From the example I have given say the following changes takes place:
(i) Government exempt import duties on PCs
(ii) The Stock Market starts to fall and investment seems not productive
(iii) New Foreign Player with more advanced and cheaper model enters market.
(iv) Company acquires Competitor.
(v) The Stock Market goes for a bull run
(vi) The Government gives major allowances to PC manufacturer.
So, you can see that the target of 500 crore can be increased or decrease accordingly.
Two things you much remember:
(i) The KRAs must be agreed upon.
(ii) It aims at achieving a goal objectively with a view in efficiently handling the entire execution process. Hence, the ultimate aim is to maximise Stakeholders' wealth. It is not a fix target which you must aim, but is a achievable target which is set in agreement with all concerned on which direction the stakeholders want the Company to go.
Always remember the Goal of all Companies are to maximise their net worth. These are just various ways which will lead to this goal. Some follow KRA, some Balance Score Card, some MBOs and so on and so forth
As for KPAs, just see the previous post , it is extremely well done. As for the measurement. It is usually measured in percentage and the distribution is agreed upon by the employee and his reporting officer.
Regards,
SC
From India, Thane
Dear Swatik, Weather KRA needs to be addressed in Job Descriptipn & Objectives needs to be preapered on the basis of KRA. Please explain. Rajendra Gehlot
From India, Pune
From India, Pune
Leela,
KRA's are to be set for a particular Appraisal Tenure.
KRA's are basically, what we call call parameters with certain weightages for the performance assessment.
So, with increase in responsibility and acccountability KRA's ought to be changed.
Warm Regards
Arvind
KRA's are to be set for a particular Appraisal Tenure.
KRA's are basically, what we call call parameters with certain weightages for the performance assessment.
So, with increase in responsibility and acccountability KRA's ought to be changed.
Warm Regards
Arvind
Dear all :
My job profile spans Administration, Secretarial and HR. I am working as Executive Secretary to my Managing Director and am incharge of Admin and HR as well. Swastik mentioned in one of the earlier mails that support functions may / maynot have KRAs. We are scheduled to have a strategic plan meeting wherein every manager is expected to make a presentation on his KRAs. What could be the KRAs of an Admin Dept. Can you pals throw some light ??
With regards
Venkat, Mumbai, India
From India, Mumbai
My job profile spans Administration, Secretarial and HR. I am working as Executive Secretary to my Managing Director and am incharge of Admin and HR as well. Swastik mentioned in one of the earlier mails that support functions may / maynot have KRAs. We are scheduled to have a strategic plan meeting wherein every manager is expected to make a presentation on his KRAs. What could be the KRAs of an Admin Dept. Can you pals throw some light ??
With regards
Venkat, Mumbai, India
From India, Mumbai
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