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KRA For HR Executive

This document discusses Key Result Areas (KRAs) and provides examples of KRAs for a human resources department. Identifying KRAs helps clarify roles, align roles with organizational goals, focus on results, communicate purposes, set goals and priorities, and improve time management. The document then lists several KRAs for a human resources department, including reducing time to fill vacancies, providing training to employees, reviewing HR policies, reducing workplace accidents, managing performance reviews, analyzing compensation, and reducing employee turnover. Each KRA includes targets for improvement.

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Chintan Shet
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16K views4 pages

KRA For HR Executive

This document discusses Key Result Areas (KRAs) and provides examples of KRAs for a human resources department. Identifying KRAs helps clarify roles, align roles with organizational goals, focus on results, communicate purposes, set goals and priorities, and improve time management. The document then lists several KRAs for a human resources department, including reducing time to fill vacancies, providing training to employees, reviewing HR policies, reducing workplace accidents, managing performance reviews, analyzing compensation, and reducing employee turnover. Each KRA includes targets for improvement.

Uploaded by

Chintan Shet
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 PPTX, PDF, TXT or read online on Scribd
  • Introduction to KRAs: Introduces the concept of Key Responsibility Areas (KRAs) and their significance for HR Executives.
  • Value of KRAs: Explains the benefits of KRAs in aligning roles with organizational goals and improving decision-making processes.
  • Identifying and Weighting KRAs: Details specific KRAs for HR, including recruitment and staff development, with measurable objectives and weightage assigned.
  • Further KRA Descriptions: Continues to describe KRAs regarding safety monitoring, performance management, and employee relations, including their measurable goals.

Y 

÷ ÷  


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ë DzKey Result Areasdz or KRAs refer to general areas of


outcomes or outputs for which the departmentǯs role is
responsible.

Õ ÷ 

ë dentifying KRAs helps individuals:


ë Clarify their roles
ë Align their roles to the organisationǯs business or strategic
plan
ë Focus on results rather than activities
ë Communicate their roleǯs purposes to others
ë Set goals and objectives
ë Prioritize their activities, and therefore improve their
time/work management
ë Make value-added decisions
÷  
  

Identify staff vacancies and ëpeduce Average time taken to 20%


recruit, interview and select fill vacancies by 15%.
applicants. ëpeduce Average cost per
recruit by 10% & Finalize
selection in 5 weeks for each
individual position

Identify training needs & ëAll workforces below middle 20%


provide development management should receive a
minimum of 4 days training.

ëMaximize training workshops


for Middle level management
& Top management(monthly)

Coordinates in planning , peview on Quarterly basis the 20%


developing and directing organisation's policies
Human pesource policies (every 3 months )
÷  
  

Monitors safety and health peduce workplace accidents 10%


workplace accidents by 10%

Manages and appraises Perform appraisals on 10%


subordinatesǯ performance monthly basis & reward the
and their career performers & motivate the
advancement underperformers

Analyze and modify peview & revise the 10%


compensation and benefits compensation model half
policies yearly

Serve as a link between peduce the turnover by 3% 10%


management and employees & create better working
helping resolve work-related environment
problems.

Y
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