This is in reference with the KRA setting for the employees as i am new to this generalist profile of HR wanted to understand in a much better way How To set KRA for The Employees?
is there any specific format we need to follow or its just we have to ask them to give to HR?
i have been asked to collect it from all & submitt within gthe stipulated time,
Suggestion & help Needed please Guide me!!!!
From India, Mumbai
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5is there any specific format we need to follow or its just we have to ask them to give to HR?
i have been asked to collect it from all & submitt within gthe stipulated time,
Suggestion & help Needed please Guide me!!!!
From India, Mumbai
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Dear Sony,
Based on Job description KRA can be set easly. Hence first you have to format the job description of each and every employees and select at least three main jobs which can be KRA of that employees.
Thanks
Arun
From India, Delhi
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Based on Job description KRA can be set easly. Hence first you have to format the job description of each and every employees and select at least three main jobs which can be KRA of that employees.
Thanks
Arun
From India, Delhi
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Hi, pls see if the template attached herewith is useful to you ! all the best, Vijender Ragidi, Hyderabad.
From India, Secunderabad
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From India, Secunderabad
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(Fact Check Failed/Partial)-The user reply does not address the query regarding setting KRA for employees. It only mentions a template without providing guidance on KRA setting.
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KRAs are the main responsibilities of any role/designation. They form the base to define the Performance Indicators which in turn are used for appraising and setting up development plans for each role/designation. Each element of the performance indicator has to have an explicitly defined measurement criteria and target deliverables in terms of time and delivery outcomes.
Every performance indicator is assigned Weightage based on the role/designation
Firstly start with the GOAL SETTING EXERCISE. KRA would depend on Designation and Competency. Also you will have to define a weightage for different competency and balance them according to the importance of each competency. Review frequency should be a part of KRA too
Example -
Designation - Associate – Review Frequency - Weekly
80% weightage -Objective work being Productivity, Quality, Service levels, Test Scores etc
20 % Hygiene Factors being Attendance, Company policy adherence, Attendance etc
Designation - Team Leader - Review Frequency - Weekly
40% Weightage Shift Level: Service level, Team Quality and Work distribution etc.
25% Weightage People Level: Team Attrition, Associate development, Absenteeism etc
25% Weightage Quality & Training: Key Process Improvements, Quality Evaluations, Calibrations, taking care of training needs etc
10% Weightage Group Level : Floor Etiquettes, Attendance enforcement etc.
You will also have to decide on Weightage Breakup. Example -
FACTOR- Attendance
10% Weightage -
Unplanned & Uninformed- Counted < 4 Hrs. = ZERO unplanned uninformed leaves allowed
Unplanned & Informed- Counted > 8 Hrs. = TWO unplanned informed leaves allowed
Planned & Approved > requested 7 days in advance
Reported sick during Shift
Counted working day > 50% of Shift time
Unplanned Informed < 50% of Shift time
Note :
Consensus from the Operations/ Delivery team is must...
Also do prepare ANNEXURE document for all KRA’s, involve the Operations/ Delivery Management team for the same. The Annexure document intends to clarify all parameters of the Key Result Areas (KRA) with respect to their measurement and inference criteria.
Regards
Adnan Subhani
From India, Hyderabad
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Every performance indicator is assigned Weightage based on the role/designation
Firstly start with the GOAL SETTING EXERCISE. KRA would depend on Designation and Competency. Also you will have to define a weightage for different competency and balance them according to the importance of each competency. Review frequency should be a part of KRA too
Example -
Designation - Associate – Review Frequency - Weekly
80% weightage -Objective work being Productivity, Quality, Service levels, Test Scores etc
20 % Hygiene Factors being Attendance, Company policy adherence, Attendance etc
Designation - Team Leader - Review Frequency - Weekly
40% Weightage Shift Level: Service level, Team Quality and Work distribution etc.
25% Weightage People Level: Team Attrition, Associate development, Absenteeism etc
25% Weightage Quality & Training: Key Process Improvements, Quality Evaluations, Calibrations, taking care of training needs etc
10% Weightage Group Level : Floor Etiquettes, Attendance enforcement etc.
You will also have to decide on Weightage Breakup. Example -
FACTOR- Attendance
10% Weightage -
Unplanned & Uninformed- Counted < 4 Hrs. = ZERO unplanned uninformed leaves allowed
Unplanned & Informed- Counted > 8 Hrs. = TWO unplanned informed leaves allowed
Planned & Approved > requested 7 days in advance
Reported sick during Shift
Counted working day > 50% of Shift time
Unplanned Informed < 50% of Shift time
Note :
Consensus from the Operations/ Delivery team is must...
Also do prepare ANNEXURE document for all KRA’s, involve the Operations/ Delivery Management team for the same. The Annexure document intends to clarify all parameters of the Key Result Areas (KRA) with respect to their measurement and inference criteria.
Regards
Adnan Subhani
From India, Hyderabad
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(Fact Checked)-The user's reply provides a comprehensive understanding of Key Result Areas (KRAs) and the process of setting goals and performance indicators for employees. The explanation on weightage assignment, example breakdowns for different roles, and the importance of consensus from the Operations/Delivery team are all well-covered. (1 Acknowledge point)
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Dear Sony, I have attached a basic format for KRA which may be useful to you. Regards Bhavan
From India, Bangalore
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(Fact Check Failed/Partial)-The response lacks the necessary details for setting KRA. It's crucial to provide comprehensive guidance on KRA setting, not just a format.
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Here is a sample format for KRA.
The same format also could be used for performance assessment.
Regards,
Shijit
QUOTE=sony pandey;599415]Dear All,
This is in reference with the KRA setting for the emloyees as i am new to this generalist profile of HR wanted to understand in a much better way How To set KRA for The Employees?
is there any specific format we need to follow or its just we have to ask them to give to HR?
i have been asked to collect it from all & submitt within gthe stipulated time,
Suggestion & help Needed please Guide me!!!![/QUOTE]
From India, Kochi
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The same format also could be used for performance assessment.
Regards,
Shijit
QUOTE=sony pandey;599415]Dear All,
This is in reference with the KRA setting for the emloyees as i am new to this generalist profile of HR wanted to understand in a much better way How To set KRA for The Employees?
is there any specific format we need to follow or its just we have to ask them to give to HR?
i have been asked to collect it from all & submitt within gthe stipulated time,
Suggestion & help Needed please Guide me!!!![/QUOTE]
From India, Kochi
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(Fact Checked)-The sample format provided for KRA is helpful. However, it's essential to tailor KRAs to each role and ensure they are specific, measurable, achievable, relevant, and time-bound (SMART). It's also crucial to involve employees in the process to enhance ownership and alignment with organizational goals. (1 Acknowledge point)
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Dear Sony,
I too had worked on KRA in past. this is what I had done to make KRA's more simpler.Hope this will be of some help.
Job Title: Production manager - Fabrications
Reporting to: Works Manager / General Manager Operations
JOB RESPONSIBILITIES:
KEY RESULT AREAS:
· To daily take rounds on shop-floor and check the safety measures on it.
· To carry out machine /production feeding as and when requirements come.
· To plan the work process and decide on which part is to be fabricated as per the order.
· To keep follow up of processed material like cutting, punching, notching, heal milling, stamping, bending etc. which is done on daily basis.
· To keep follow up of entire production process.
· Review of night reports on daily basis.
· To determine rectifiable/outright rejection and to see how to minimize rejections.
· To keep liasoning and track of work with Planning head, Works Manager and General Manager Officer.
· To look into fabrication of various accessories.
· To maintain daily process report
· To analyze the shortage of raw material.
· To design parts of assembly line and finalize it with help of planning department.
KRA#1
To reach target of 80-100 tonnes every day
KRA#2
Rejection below 0.02%
KRA#3
To monitor inspection record and follow up daily.
KRA#4
To daily check in housekeeping activities for safety purposes.
BASIC QUALIFICATION:
· Diploma in Mechanical/Production Engineer.
· Must have CNC knowledge.
· Autocad knowledge would be an added advantage
EXPERIENCE NEEDED:
· 8 to 10 years of experience in this field having knowledge of Fabrication, machine, drawing fundamentals.
KEY SKILLS REQUIRED:
· Communication skills
· Manpower handling skills
ORGANISATIONAL STRUCTURE:
From India, Mumbai
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I too had worked on KRA in past. this is what I had done to make KRA's more simpler.Hope this will be of some help.
JOB DESCRIPTION FOR PRODUCTION MANAGER
Job Title: Production manager - Fabrications
Reporting to: Works Manager / General Manager Operations
JOB RESPONSIBILITIES:
KEY RESULT AREAS:
· To daily take rounds on shop-floor and check the safety measures on it.
· To carry out machine /production feeding as and when requirements come.
· To plan the work process and decide on which part is to be fabricated as per the order.
· To keep follow up of processed material like cutting, punching, notching, heal milling, stamping, bending etc. which is done on daily basis.
· To keep follow up of entire production process.
· Review of night reports on daily basis.
· To determine rectifiable/outright rejection and to see how to minimize rejections.
· To keep liasoning and track of work with Planning head, Works Manager and General Manager Officer.
· To look into fabrication of various accessories.
· To maintain daily process report
· To analyze the shortage of raw material.
· To design parts of assembly line and finalize it with help of planning department.
KRA#1
To reach target of 80-100 tonnes every day
KRA#2
Rejection below 0.02%
KRA#3
To monitor inspection record and follow up daily.
KRA#4
To daily check in housekeeping activities for safety purposes.
BASIC QUALIFICATION:
· Diploma in Mechanical/Production Engineer.
· Must have CNC knowledge.
· Autocad knowledge would be an added advantage
EXPERIENCE NEEDED:
· 8 to 10 years of experience in this field having knowledge of Fabrication, machine, drawing fundamentals.
KEY SKILLS REQUIRED:
· Communication skills
· Manpower handling skills
ORGANISATIONAL STRUCTURE:
PRODUCTION
MANAGER- FABRICATION
ASSISTANT
(DATA OPERATOR)
SUPERVISORS/
ENGINEERS
From India, Mumbai
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(Fact Check Failed/Partial)-The user's reply provides a detailed job description for a Production Manager but does not specifically address the process of setting Key Result Areas (KRAs) for employees. An amendment is needed to address the original query regarding how to set KRAs for employees.
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DearAll, Can You Please Guide Me for Defining KRA and SOP For HR / SALEA/ACCOUNT And How It Will be Measure
From India, Pune
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From India, Pune
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(Fact Check Failed/Partial)-The user reply needs correction. KRA stands for Key Result Areas, not "Defining KRA." SOP means Standard Operating Procedures. They must be quantifiable and aligned with organizational goals.
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I need a KRA for Purchase and logistics manager
From India, Kolkata
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From India, Kolkata
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(Fact Checked)-The user reply needs to include specific Key Result Areas (KRAs) for the Purchase and Logistics Manager role. It would be beneficial to align these KRAs with the job responsibilities and performance expectations related to procurement, inventory management, supply chain, etc. (1 Acknowledge point)
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Kra-kpi_report_ 628.xls
HOW TO SET UP HR DEPT.doc
KRA for Asst Training Manager.pdf
CiteHR.AI
(Fact Check Failed/Partial)-The user's reply is partially correct. Key Result Areas (KRAs) should be aligned with business goals, not just job descriptions. It's essential to set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) KRAs for employees. Consider involving employees in the process for better commitment.