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Key Result Areas

Key Result Areas

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Published by tps5970

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Categories:Types, Research
Published by: tps5970 on Dec 23, 2012
Copyright:Attribution Non-commercial


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Tel: 01604 810801 Fax: 01604 811439 Email: training@thedevco.com Website: www.thedevco.com
It is vital to spend some thinking time really appreciating what the individual has to do in their job.Make no assumptions at this stage; bear in mind that:i) You may know the appraisee’s job, you may have held the job yourself, but with the rate of change impacting on us all, you cannot make assumptions about what they find easy/hard and thesystems and constraints placed upon them.ii) Remember - they are not you and when you did their job you did not have youas a manager. You need to obtain feedback on your performance, also.
Job Purpose
Start by defining the purpose of the job. This is a concise definition of why the job exists at all. Anexample would be for a Management Trainer:
To develop all Middle Managers to competency level 3.
Remember to focus on
the job exists and not on
the person does. We often tell people
we do (“I fix machinery”) or 
our job title is (“I’m an Engineer”) but we do not state
our  job exists, which is the vital one (“I keep the plant operating”).
Key Result Areas
Once the job purpose is clear, you can then identify five or six areas in which results must beachieved if the job purpose is to be fulfilled. These are the broad areas within a job that change littlefrom year to year. Everyone’s job can be broken into key result areas.For the management trainer, key result areas could be:Design of solutionsDelivery of solutionsEvaluation of solutionsBudgetsClient satisfactionInnovationThe KRA approach has three main advantages:1. Areas such as innovation, client response time and staff development areincluded rather than being overlooked.2. It is the first stage of objective setting.3. It makes it easier to assess current performance.The key result areas of a
Human Resource Specialist
may be:StaffingEmployee relationsEmployee developmentCompensation planning and administration
Tel: 01604 810801 Fax: 01604 811439 Email: training@thedevco.com Website: www.thedevco.com
Policy developmentBenefits administrationCareer developmentStatutory complianceHuman Resource information systemsHere is a list of key result areas which may appear in various jobs from one organisation to another:
General Management or Senior Executive
Internal operationsMarket developmentProfitabilityOrganisational structureOrganisational vision and mission Asset and liability managementBoard of directors relationshipProductivityFinancial strategyBusiness developmentTechnologyCustomer satisfactionCommunity relationsRegulatory compliance
Finance and Accounting
Credit referencingManagement informationCapital expenditureSecurityFinancial analysisCost controlInternal auditRegulatory reportingCredit controlFinancial recordsPayrollCashflow forecastingBudgetingCosting
New business acquisitionTerritory managementCustomer careLead generationLead follow up (internal and external) Account managementCustomer retentionInterpersonal skillsNegotiating skillsProduct knowledgeSales forecasting
 Stock controlMaintenanceLabour relationsWaste
Tel: 01604 810801 Fax: 01604 811439 Email: training@thedevco.com Website: www.thedevco.com
ReworksProductivityHealth and SafetyQuality controlRecord keeping
  AdvertisingPromotional strategyPricingMarket researchField supportMarketing materialsMedia relationsSales support Agency relations
Secretarial, Clerical and Administrative
CorrespondenceFilingRecords management Administrative supportInternal customer relationsEquipment maintenanceForms administrationSchedulingSupply maintenance and purchasingTelephone coverageProject supportFinally, key result areas for everyone in an organisation are:Personal developmentProfessional developmentInternal and external customer satisfactionPublic relationsCommunication - oral and writtenInterdepartmental relationsProject managementOnce the key result areas have been established, you can then set specific objectives for anindividual within each accountability area.
How Should Goals and Targets be Agreed?
 A major part of an appraisal is the agreeing of goals and targets for the following period. The timespent before and during the review getting these right will ensure a better quality and more objectiveassessment process at the next and subsequent reviews. Ineffective or badly worded goals andtargets are a common problem in reviews and can lead to ambiguous expectations, unexpectedresults and quite costly inefficiencies within the organisation. The secret is to identify what it is thatneeds measuring and to state the measurement in "output" terms rather than in "input" terms. Thatmeans goals and targets should be about results not the processes and the procedures that need tobe followed in order to achieve those results. For instance requiring someone to attend six meetingsduring the year or visit twelve potential new customers per month are both specific targets but whereis the benefit to the business in those targets being met? Anyone can attend meetings or visit peoplebut what about the outcome of those meetings and visits?The value of objectives lies in making it clear what the staff member is to achieve during the reportingperiod. To ensure the objectives are clear, they should be:

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