hello all, I wish to know how the HR can set measurable targets for different kinds of employees viz sales, accounts, IR officer in the organization in order to prepare a JOB PLANNING form. Please list out some the KRAs of the above mentioned professionals if you know.
thanks
shalini
From India, Mumbai
2thanks
shalini
From India, Mumbai
Hello Shalini. Can you please say what the JOB PLANNING form will be used for? Will it be used in employee performance appraisals?
I see you having two choices. One is to obtain generic KRAs for the various roles. The risk with this approach is that if you want to base decisions and action on these (e.g. performance appraisals, workforce planning), they may have little credibility with your managers and employees, especially if they do not relate well to people’s real jobs.
The other approach is to work with managers and employees to find out what performance managers expect of their various employees. This would involve sitting down with managers and/or employees and doing a task analysis and then asking for each task, what is the expected outcome. Once these are identified, the list can be prioritized and put in objectively measurable terms.
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
I see you having two choices. One is to obtain generic KRAs for the various roles. The risk with this approach is that if you want to base decisions and action on these (e.g. performance appraisals, workforce planning), they may have little credibility with your managers and employees, especially if they do not relate well to people’s real jobs.
The other approach is to work with managers and employees to find out what performance managers expect of their various employees. This would involve sitting down with managers and/or employees and doing a task analysis and then asking for each task, what is the expected outcome. Once these are identified, the list can be prioritized and put in objectively measurable terms.
Les Allan
Author: From Training to Enhanced Workplace Performance
http://www.businessperform.com
From Australia, Glen Waverley
Dear Shalini,
Allan is right. You would need to devise a form with KRAs/KPIs to draw out the job outline of employees in various departments. This is best acquired by discussions with them.
The job planning form is not understood well. I think, what is mean is measurable time-bound plans/targets/activities of individuals. This is also best acquired by sitting and discussing with employees or respective Heads of Departments and seeking their time-bound expectations from subordinates in quantifiable and qualitative terms.
Rahul Kumar
09968270580
From India, New Delhi
Allan is right. You would need to devise a form with KRAs/KPIs to draw out the job outline of employees in various departments. This is best acquired by discussions with them.
The job planning form is not understood well. I think, what is mean is measurable time-bound plans/targets/activities of individuals. This is also best acquired by sitting and discussing with employees or respective Heads of Departments and seeking their time-bound expectations from subordinates in quantifiable and qualitative terms.
Rahul Kumar
09968270580
From India, New Delhi
thanks to both of you for your suggestions. Job planning form will certainly help in performance appraisal of the employee but the problem is how can one set quantifiable targets for the job of secretaries or accounts people that is creating a problem.
thanks anyways
shalini
From India, Mumbai
thanks anyways
shalini
From India, Mumbai
The best way to define time-bound goals/targets for these positions are to solicit them from their respective bosses.
The simple stand of HR should be to advise them to fill up a 'Goal Setting' Form that will draw out time-bound goals. The goals must be substantial and not small, insignificant ones. Some routine/non-time-bound goals have to be quantified by HR by means of scores and weightages being assigned to them in collaboration with their superiors based on their importance/impact on the job/organization.
Illustrative examples are :
Secretaries : Complete projects given to them on dates given
Complete certain presentation material
Fulfill defined performance standards in routine tasks, etc.
Undergo/impart training on secretarial/computing skills to
some staff members
Accountant/Executive/Manager:
Completion of financial project analysis
Completion of trial balance/balance sheet by a fixed date
Updation of bank book, cash book, journal, ledger
Prepare monthly cash flows statement
Prepare monthly funds flow statement
Routine time-based bank reconciliation
Treasury management targets
Financial variance analysis on various business situations
Time-bound/accurate payables, billing and receivables
management
Percentage debt-collections on timely manner, etc.
The respective superior/boss of each of these positions must meaningfully set targets/goals on time bound manner, say a quarter/semi-annual or annual. HR can assist them do the job well and uniformly.
Scores and weightages, if required, to quantify the non-quantifiable/qualitative/routine goals must be devised by the HR department.
Rahul Kumar
09968270580
From India, New Delhi
The simple stand of HR should be to advise them to fill up a 'Goal Setting' Form that will draw out time-bound goals. The goals must be substantial and not small, insignificant ones. Some routine/non-time-bound goals have to be quantified by HR by means of scores and weightages being assigned to them in collaboration with their superiors based on their importance/impact on the job/organization.
Illustrative examples are :
Secretaries : Complete projects given to them on dates given
Complete certain presentation material
Fulfill defined performance standards in routine tasks, etc.
Undergo/impart training on secretarial/computing skills to
some staff members
Accountant/Executive/Manager:
Completion of financial project analysis
Completion of trial balance/balance sheet by a fixed date
Updation of bank book, cash book, journal, ledger
Prepare monthly cash flows statement
Prepare monthly funds flow statement
Routine time-based bank reconciliation
Treasury management targets
Financial variance analysis on various business situations
Time-bound/accurate payables, billing and receivables
management
Percentage debt-collections on timely manner, etc.
The respective superior/boss of each of these positions must meaningfully set targets/goals on time bound manner, say a quarter/semi-annual or annual. HR can assist them do the job well and uniformly.
Scores and weightages, if required, to quantify the non-quantifiable/qualitative/routine goals must be devised by the HR department.
Rahul Kumar
09968270580
From India, New Delhi
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Setting SMARt Targets.pdf
KRA.s setting.ppt