Dear All, I have joined this Company which is into Networking and Video Conferencing solutions. At present, I am making JDs and KRAs for backend staff including the HR department. Key help me as to how can I make most of the JDs as measurable KRAs. How a person can be measured with their jobs. The negative impact here is senior people of the depts are saying as soon as we measure the customer query handling (for example), employees may manipulate the data to reach the target.
I just want to put the measurable terms in a little soft way so that it does not affect the work.
Would appreciate having quick replies.
From India, Delhi
2I just want to put the measurable terms in a little soft way so that it does not affect the work.
Would appreciate having quick replies.
From India, Delhi
Dear,
Before preparing the Jd's and KRA you have to prepare the Organisational objective, Departmental objective and positions wise key deliverables.
For every Org. objective there should be specific departmental obj. and than to achieve those dept. objective these should be position wise key deliverables.
I am also sending a format of JD.
If you need any help feel free to mail me at
Aashit Srivastava
From India, Mumbai
Before preparing the Jd's and KRA you have to prepare the Organisational objective, Departmental objective and positions wise key deliverables.
For every Org. objective there should be specific departmental obj. and than to achieve those dept. objective these should be position wise key deliverables.
I am also sending a format of JD.
If you need any help feel free to mail me at
Aashit Srivastava
From India, Mumbai
Dear Aashit,
Thank you for your response.
Though the company is having JDs of all posts, I am presently streamlining it and documenting it.
It is becoming little difficult to put the JDs into a measurable KRAs for backend staff like - Stores, Support, F&A, Admn etc.
Can you provide me a format of a KRA in measurable terms. It will be great if I get for HR also.
Regards,
mnc:idea:
From India, Delhi
Thank you for your response.
Though the company is having JDs of all posts, I am presently streamlining it and documenting it.
It is becoming little difficult to put the JDs into a measurable KRAs for backend staff like - Stores, Support, F&A, Admn etc.
Can you provide me a format of a KRA in measurable terms. It will be great if I get for HR also.
Regards,
mnc:idea:
From India, Delhi
Hi,
I would like to inform you that there are lots of difference between JD and KRA.
JD will give a broad picture of any JOB
But as far as KRA is concern it is very specific to organisation short term and present goal.
I can send you our KRA but it will not be helpful to you. I would suggest you that please prepare your KRA and send it to us. We would wet it and give.
If you do this this would be your good experience.
Thanks
Gopi.Kupparao
From India, Chandigarh
I would like to inform you that there are lots of difference between JD and KRA.
JD will give a broad picture of any JOB
But as far as KRA is concern it is very specific to organisation short term and present goal.
I can send you our KRA but it will not be helpful to you. I would suggest you that please prepare your KRA and send it to us. We would wet it and give.
If you do this this would be your good experience.
Thanks
Gopi.Kupparao
From India, Chandigarh
Hi :)
the below explanation may help you to determine the direction to be followed.
JOB ANALYSIS --JOB DESCRIPTION -- JOB EVALUATION
JOB ANALYSIS
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis:
1. Identification of major job requirements (MJRs) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description.
2. Identification of knowledge, skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed. Most job analyses deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. The goal of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled; they are most useful when they provide meaningful distinctions among qualified candidates. Source documents for KSAs may be the position description, HRM standard qualifications and job classification standards.
==========================================
FIRST STEP --CLASSIFY THE JOB
STANDARD OCCUPATIONAL CLASSIFICATIONS
THIS IS USA BASED . CHECK THE INDIAN SIC [ STANDARDS INDIAN CLASSIFICATIONS]
The Occupational Classification System manual was created for Bureau of STATISTICS field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations.
Major Occupational Groups (MOGs)
MOG A Professional, Technical and Related Occupations
MOG B Executive, Administrative, and Managerial Occupations
MOG C Sales Occupations
MOG D Administrative Support Occupations, Including Clerical
MOG E Precision Production, Craft, and Repair Occupations
MOG F Machine Operators, Assemblers, and Inspectors
MOG G Transportation and Material Moving Occupations
MOG H Handlers, Equipment Cleaners, Helpers, and Laborers
MOG K Service Occupations, Except Private Household
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:
charting a job-holder's sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be intrained as interviewers and not structure the interview as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
THIRD STEP ---ANALYSIS OF THE JOB.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
What is the job’s contribution toward the organization’s goals?
The process may seek to obtain information about the:
work
worker
context within which the job exists
=================================================
FOURTH STEP - DEVELOPING JOB DESCRIPTORS
Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS
There are as many different formats for job descriptions as there are jobs, but there are some basic pieces of information that most job descriptions have. Include them in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in more detail elsewhere in the description. A summary shouldn't be more than a few sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties involved and separates the essential functions of the job from the incidental job functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least important is a good way to convey this information since the task that consumes the most time is not necessarily the most important task. You can rank on a scale of one to 10, for example.
When and how often the tasks are performed. You might want to mention that certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation and job satisfaction. For example, it's a good idea to include in job descriptions factors like the fact that the work is done off-premises, or mention the existence of hazards, noises, physical proximity of other employees, and opportunities to communicate with other employees. Including these factors in the job description helps job applicants better understand the requirements of the job and helps you select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line communication 3]others.
Competencies.
KRA [ Key responsible areas]
KPA [ Key performance areas]
KPI [ Key performance indicators]
KPC [ Key performance criteria]
================================================== ==========
JOB EVALUATION
The aim of job evaluation is to provide a systematic and consistent approach to defining the relative worth of jobs within a workplace, single plant or multiple site organisation. It is a process whereby jobs are placed in a rank order according to overall demands placed upon the job holder. It therefore provides a basis for a fair and orderly grading structure.
Job evaluation does not determine actual pay. That is a separate operation, normally the subject of negotiation between management and employees or their trade union representatives. Only the job is evaluated, not the person doing it. It is a technique of job analysis, assessment and comparison and it is concerned with the demands of the job, such as the experience and the responsibility required to carry out the job. It is not concerned with the total volume of work, the number of people required to do it, the scheduling of work, or the ability of the job holder.
Several techniques of job evaluation have developed, varying in approach. Some involve an examination of jobs according to criteria such as skill, responsibility and working conditions. Others are less complex.
Why introduce job evaluation?
Key Points: -
* It can be beneficial when the existing grading structure is in need of review
* It can help establish or maintain the credibility and acceptability of a grading system
* Job evaluation facilitates the accommodation of new or revised jobs into the grading structure
* It can be used by organisations as a basis for job matching and external pay comparisons
Job evaluation is used for all types of jobs both blue collar as well white collar . The concern for unit labour costs makes it vitally important for organisations, operating in highly competitive markets, to ensure that the grading level of their employees accurately reflects the relative importance of their jobs to the organisation.
Properly introduced and maintained, job evaluation can help lay the foundation of fair and orderly pay structures and thus improve relationships. Job evaluation may therefore be appropriate in the circumstances.
Anomalies in the pay system/need for a pay structure
Job evaluation can help remove any anomalies or inequities in an organisation's payment system where the existing grading structure is thought to place jobs in an arbitrary order with no justifiable or logical reason. Job evaluation would help remedy this by providing a more structured basis for deciding grading levels. However, job evaluation should not be introduced if the main reason is unrelated to the basic grading structure, for example because a bonus and incentive scheme has fallen into disrepute.
Changes in the job content
Work restructuring within organisations may result in companies having fewer manual employees often with a greater range of duties. In addition, new 'high tech' machinery may have altered traditional roles and blurred the differences between 'operating' and 'craft' skills. All this may have the following effects on existing grading systems:
• they may not be able to cope with the introduction of new jobs or new skills, with a likely increase in the number of grievances about grading
• they may not be able to cope with any 'grade drift', with lower grades having less to do, while other jobs may have drifted upwards, and
• there may be leap-frogging to catch up with pay rates elsewhere in the company, or outside.
Grading grievances
Frequent grievances or disputes over grading or pay may indicate that the existing grading structure is no longer appropriate. If unresolved, such dissatisfaction could result in consequential pay claims, the gradual erosion of differentials between grades, increased costs and deteriorating morale and employment relations. A job evaluation scheme, properly designed and installed with an appeals procedure, can help maintain the credibility and acceptability of a grading structure.
========================================
From India, Mumbai
the below explanation may help you to determine the direction to be followed.
JOB ANALYSIS --JOB DESCRIPTION -- JOB EVALUATION
JOB ANALYSIS
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgements are made about data collected on a job.
There are two key elements of a job analysis:
1. Identification of major job requirements (MJRs) which are the most important duties and responsibilities of the position to be filled. They are the main purpose or primary reasons the position exists. The primary source of MJRs is the most current, official position description.
2. Identification of knowledge, skills and abilities (KSAs) required to accomplish each MJR and the quality level and amount of the KSAs needed. Most job analyses deal with KSAs that are measurable, that can be documented, and produce meaningful differences between candidates. Typically, possession of KSAs is demonstrated by experience, education, or training. The goal of KSAs is to identify those candidates who are potentially best qualified to perform the position to be filled; they are most useful when they provide meaningful distinctions among qualified candidates. Source documents for KSAs may be the position description, HRM standard qualifications and job classification standards.
==========================================
FIRST STEP --CLASSIFY THE JOB
STANDARD OCCUPATIONAL CLASSIFICATIONS
THIS IS USA BASED . CHECK THE INDIAN SIC [ STANDARDS INDIAN CLASSIFICATIONS]
The Occupational Classification System manual was created for Bureau of STATISTICS field economists to help ensure correct occupational matches when collecting compensation data. Available to the public, this manual allows the user to lookup job descriptions for occupations and is used by field economists in the classification of thousands of occupations.
Major Occupational Groups (MOGs)
MOG A Professional, Technical and Related Occupations
MOG B Executive, Administrative, and Managerial Occupations
MOG C Sales Occupations
MOG D Administrative Support Occupations, Including Clerical
MOG E Precision Production, Craft, and Repair Occupations
MOG F Machine Operators, Assemblers, and Inspectors
MOG G Transportation and Material Moving Occupations
MOG H Handlers, Equipment Cleaners, Helpers, and Laborers
MOG K Service Occupations, Except Private Household
================================================
SECOND STEP- CONDUCTING INTERVIEWS
Interview Methods
Structured Interviews A structured interview may assume a definite format involving:
charting a job-holder's sequence of activities in performance
an inventory or questionnaire may be used
Care is needed to set up such interactions. A specialist analyst is not involved and participants need to know what they are doing, why and what is expected as a result. They may be intrained as interviewers and not structure the interview as recommended. Notes and records may be needed for subsequent analysis.
A structured interview may be akin to a staff appraisal or job evaluation interview carried out by a manager with a subordinate. The manager is the analyst.
Interview Outcomes
Interviewing is a flexible method for all levels and types of job. An interview may focus on what a hypothetical job might involve.
Interviews generate descriptive data and enable job-holders to interpret their activities. A good interviewer can probe sensitive areas in more depth. Structured questionnaires cannot easily do this. Jobholders can give overviews of their work and offer their perceptions and feelings about their job and the environment. Rigid questionnaires tend to be less effective where the more affective aspects of work are concerned.
However information from different interviews can be
hard to bring together
there is potential for interviewer bias
certain areas of the work may fail to be picked up
an interview may stress one area and neglect others.
there are problems in interpretation and analysis with the possibility of distorted impressions
the subjectivity of the data captured needs to be considered
Interviewing as the sole method of job analysis in any particular project has disadvantages. Interviews are time consuming and training is needed. Co-counselling may remove the analyst and enable jobholders to discuss work between themselves. Through inexperience however they may miss items and there is the natural problem of people not establishing and maintaining rapport with each other during an interview.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interview
supervisor/direct boss interviews
expert panels [ direct boss/HRM/ others]
structured questionnaires
task inventories
check lists
open-ended questionnaires
job observations
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
THIRD STEP ---ANALYSIS OF THE JOB.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
What does or should the person do?
What knowledge, skill, and abilities does it take to perform this job?
What is the result of the person performing the job?
How does this job fit in with other jobs in the organization?
What is the job’s contribution toward the organization’s goals?
The process may seek to obtain information about the:
work
worker
context within which the job exists
=================================================
FOURTH STEP - DEVELOPING JOB DESCRIPTORS
Worker Functions. The relationship of the worker to data, people, and things.
Work Fields. The techniques used to complete the tasks of the job. Over 100 such fields have been identified. This descriptor also includes the machines, tools, equipment, and work aids that are used in the job.
Materials, Products, Subject Matter, and/or Services. The outcomes of the job or the purpose of performing the job.
Worker Traits. The aptitudes, educational and vocational training, and personal traits required of the worker.
Physical Demands. Job requirements such as strength, observation, and talking. This descriptor also includes the physical environment of the work.
skills
abilities
knowledge
tasks
work activities
work context
experience levels required
job interests
work values/needs
FIFTH STEP -- DEVELOPING JOB DESCRIPTIONS/JOB SPECIFICATIONS
There are as many different formats for job descriptions as there are jobs, but there are some basic pieces of information that most job descriptions have. Include them in yours, if you feel they are appropriate.
Job Scope . This section should contain a brief summary of the information found in more detail elsewhere in the description. A summary shouldn't be more than a few sentences long and should explain the main purposes and functions of the job.
Detailed duties and responsibilities. This is a more detailed description of the duties involved and separates the essential functions of the job from the incidental job functions for purposes of the ADA.
Accountabilities. A list of outcomes, the position is responsible for.
Skills required to perform the job. This can include compensable factors such as education, experience, and abilities.
Importance of job duties and tasks. Ranking the duties from most important to least important is a good way to convey this information since the task that consumes the most time is not necessarily the most important task. You can rank on a scale of one to 10, for example.
When and how often the tasks are performed. You might want to mention that certain tasks are only done once a month, quarter, year etc.
Job environment. Job environments can impact significantly on workers' motivation and job satisfaction. For example, it's a good idea to include in job descriptions factors like the fact that the work is done off-premises, or mention the existence of hazards, noises, physical proximity of other employees, and opportunities to communicate with other employees. Including these factors in the job description helps job applicants better understand the requirements of the job and helps you select the best candidate for the position.
Working Relationship. should include 1] direct reporting 2] dotted line communication 3]others.
Competencies.
KRA [ Key responsible areas]
KPA [ Key performance areas]
KPI [ Key performance indicators]
KPC [ Key performance criteria]
================================================== ==========
JOB EVALUATION
The aim of job evaluation is to provide a systematic and consistent approach to defining the relative worth of jobs within a workplace, single plant or multiple site organisation. It is a process whereby jobs are placed in a rank order according to overall demands placed upon the job holder. It therefore provides a basis for a fair and orderly grading structure.
Job evaluation does not determine actual pay. That is a separate operation, normally the subject of negotiation between management and employees or their trade union representatives. Only the job is evaluated, not the person doing it. It is a technique of job analysis, assessment and comparison and it is concerned with the demands of the job, such as the experience and the responsibility required to carry out the job. It is not concerned with the total volume of work, the number of people required to do it, the scheduling of work, or the ability of the job holder.
Several techniques of job evaluation have developed, varying in approach. Some involve an examination of jobs according to criteria such as skill, responsibility and working conditions. Others are less complex.
Why introduce job evaluation?
Key Points: -
* It can be beneficial when the existing grading structure is in need of review
* It can help establish or maintain the credibility and acceptability of a grading system
* Job evaluation facilitates the accommodation of new or revised jobs into the grading structure
* It can be used by organisations as a basis for job matching and external pay comparisons
Job evaluation is used for all types of jobs both blue collar as well white collar . The concern for unit labour costs makes it vitally important for organisations, operating in highly competitive markets, to ensure that the grading level of their employees accurately reflects the relative importance of their jobs to the organisation.
Properly introduced and maintained, job evaluation can help lay the foundation of fair and orderly pay structures and thus improve relationships. Job evaluation may therefore be appropriate in the circumstances.
Anomalies in the pay system/need for a pay structure
Job evaluation can help remove any anomalies or inequities in an organisation's payment system where the existing grading structure is thought to place jobs in an arbitrary order with no justifiable or logical reason. Job evaluation would help remedy this by providing a more structured basis for deciding grading levels. However, job evaluation should not be introduced if the main reason is unrelated to the basic grading structure, for example because a bonus and incentive scheme has fallen into disrepute.
Changes in the job content
Work restructuring within organisations may result in companies having fewer manual employees often with a greater range of duties. In addition, new 'high tech' machinery may have altered traditional roles and blurred the differences between 'operating' and 'craft' skills. All this may have the following effects on existing grading systems:
• they may not be able to cope with the introduction of new jobs or new skills, with a likely increase in the number of grievances about grading
• they may not be able to cope with any 'grade drift', with lower grades having less to do, while other jobs may have drifted upwards, and
• there may be leap-frogging to catch up with pay rates elsewhere in the company, or outside.
Grading grievances
Frequent grievances or disputes over grading or pay may indicate that the existing grading structure is no longer appropriate. If unresolved, such dissatisfaction could result in consequential pay claims, the gradual erosion of differentials between grades, increased costs and deteriorating morale and employment relations. A job evaluation scheme, properly designed and installed with an appeals procedure, can help maintain the credibility and acceptability of a grading structure.
========================================
From India, Mumbai
I think Gopi is right but JD and KRA should be measurable and achieveable.
J D will be prepared once for a specific position but you have to prepare the KRA every year or so as per your co’s appraisal system. You can include some points in your KRA as per given below
Stores - Zero down time due to materials/spares,Ensure 100 % accepted material to line (Supp PPM 0), No sorting at line, stock errors - 0%, Zero loss time due to materials/spares, Availability of Raw material before one week, Zero demage in transit, Zero handling damage, will ensure timely placement of orders against requisitions
Admn - Ensuring administrative arrangements for Interviewees - 24 hours before, Addressing Grievance related to Vehicle, Housekeeping, security, Inward-Outward mails, Xerox. Hospitality – Immediately, Timely processing of all bills related to outsourced agencies and Third party service providers - On due date, Periodic Audit of Administrative Cost - Vehicle, Canteen, Housekeeping, Gardening, Printing & Stationery, Hospitality, Xerox expense - Monthly
Aashit Srivastava
From India, Mumbai
J D will be prepared once for a specific position but you have to prepare the KRA every year or so as per your co’s appraisal system. You can include some points in your KRA as per given below
Stores - Zero down time due to materials/spares,Ensure 100 % accepted material to line (Supp PPM 0), No sorting at line, stock errors - 0%, Zero loss time due to materials/spares, Availability of Raw material before one week, Zero demage in transit, Zero handling damage, will ensure timely placement of orders against requisitions
Admn - Ensuring administrative arrangements for Interviewees - 24 hours before, Addressing Grievance related to Vehicle, Housekeeping, security, Inward-Outward mails, Xerox. Hospitality – Immediately, Timely processing of all bills related to outsourced agencies and Third party service providers - On due date, Periodic Audit of Administrative Cost - Vehicle, Canteen, Housekeeping, Gardening, Printing & Stationery, Hospitality, Xerox expense - Monthly
Aashit Srivastava
From India, Mumbai
Dear Friends,
Thanks for replying. The contents of all the replies will certainly help me.
Is in the process of drawing JDs of backend staff. Will draw few KRAs very soon (may be by end of this month) and will share with you.
By that time like Aashit, please help me if you get good stuff on drawing measurable KRAs for Commercial / purchase people.
Our Company is joint venture with number one companies of EPABX / Switching / Video Conferencing etc systems.
Thanks a lot.
:)
From India, Delhi
Thanks for replying. The contents of all the replies will certainly help me.
Is in the process of drawing JDs of backend staff. Will draw few KRAs very soon (may be by end of this month) and will share with you.
By that time like Aashit, please help me if you get good stuff on drawing measurable KRAs for Commercial / purchase people.
Our Company is joint venture with number one companies of EPABX / Switching / Video Conferencing etc systems.
Thanks a lot.
:)
From India, Delhi
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Nine resolutions to make you richer.pdf
MAKE IT A GREAT DAY!!.ppt