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Performance Management: Defining Kras

Performance management involves defining key result areas (KRAs) and setting SMART objectives. To define KRAs, managers should ask employees what the most important parts of their job are and how they and others will know if those areas are achieved. Objectives should be specific, measurable, achievable, relevant, and time-bound. When setting objectives, managers should use an objective-setting checklist to ensure objectives are clearly defined, challenging yet attainable, support team and organizational goals, and have plans to measure completion.

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44 views

Performance Management: Defining Kras

Performance management involves defining key result areas (KRAs) and setting SMART objectives. To define KRAs, managers should ask employees what the most important parts of their job are and how they and others will know if those areas are achieved. Objectives should be specific, measurable, achievable, relevant, and time-bound. When setting objectives, managers should use an objective-setting checklist to ensure objectives are clearly defined, challenging yet attainable, support team and organizational goals, and have plans to measure completion.

Uploaded by

dhruva.verma
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Performance Management

Defining KRAs

To define key result areas individuals should be asked by their manager to


answer questions such as:

• What do you think are the most important things you have to do?
• What do you believe you are expected to achieve in each of these areas?
• How will you – or anyone else – know whether or not you have achieved them?
Understand what people need to know and be able to do, to perform
effectively:

• To perform this role effectively, what has the role holder to be able to do with
regard to each of the key result areas?
• What knowledge and skills in terms of qualifications, technical and procedural
knowledge, problem-solving, planning and communication skills etc do role
holders need to carry out the role effectively?
• How will anyone know when the role has been carried out well?
Many organizations use the following ‘SMART’ mnemonic to
summarize the characteristics of good objectives:

S = Specific/stretching – clear, unambiguous, straightforward,


understandable and challenging.
M= Measurable – quantity, quality, time, money.
A = Achievable – challenging but within the reach of a competent
and committed person.
R = Relevant – relevant to the objectives of the organization so that
the goal of the individual is aligned to corporate goals.
T = Time framed – to be completed within an agreed timescale.
Objective-setting checklist
1. Has the objective-setting process been based on an agreed and up-todate role
profile that sets out key result areas?
2. Has objective setting been carried out jointly with your manager?
3. Are your standards and targets clearly related to the key result areas in your
role profile?
4. Do your objectives clearly and specifically support the achievement of your
team and functional objectives and, ultimately, corporate objectives. If so, how?
5. Are your objectives specific?
6. Do they provide some challenge to you?
7. Are they realistic and attainable?
8. Has a time limit for their achievement been agreed?
9. How will you know that your objectives have been achieved?
10. Have any problems you may meet in attaining your objectives been identified
and has action to overcome these problems been agreed?

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