Professional Documents
Culture Documents
RAO,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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THE KRA IS DEVELOPED FROM
1.JOB DESCRIPTION.
THE KPi for each KRA
COMES FROM THE CORPORATE OBJECTIVES.
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"Key Result Areas" or KRAs refer to general areas of outcomes or outputs for which
the department's role is responsible. A typical role targets three to five KRA.
Value of KRAs.
Identifying KRAs helps individuals: Clarify their roles Align their roles to
the organisations business or strategic plan Focus on results rather than
activities Communicate their roles purposes to others Set goals and objectives
Prioritize their activities, and therefore improve their time/work management
Make value-added decisions
Description of KRAs
Key result areas (KRAs) capture about 80% of the department's work role. The
remainder of the role is usually devoted to areas of shared responsibility (e.g.,
helping team members, participating in activities for the good of the
organisation).
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KEY PERFORMANCE AREAS.[KPA]
When the key results area is large,
it is broken into manageable areas for managing/ evaluation.
these sub-sections of KRAs are called KPA
example
KRA = RECRUITMENT/ SELECTION
KPA 1= RECRUITMENT
KPA 2 = SELECTION
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KEY PERFORMANCE INDICATORS [ KPi]
To manage each KRA/ KPAs, a set of KPI are set .
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
THEN THE
HR DEPARTMENT'S OBJECTIVE IS
-Achieve high productivity level in all activities [ say by 10%]
WHICH MEANS
"Key Result Areas" or KRAs refer to general areas of outcomes or outputs for which
the department's role is responsible. A typical role targets five KRA.
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STRENGTHS OF KRAs
Specific accountabilities
Formulate and administer approved general accounting practices throughout the
company to ensure accounting, financial and operating reports accurately reflect
the conditions of the business and provide reliable information for control and
management purposes.
Participate in or direct the development of accounting methods and administer
approved accounting procedures.
Review financial and operating statements of divisions and subsidiary organisations
and prepare reports for management review.
Supervise the maintenance of company general ledgers; prepare departmental,
divisional and consolidated operating and financial statements.
Oversee maintenance of the accounts payable ledger and, as required, supervise
banking and cashiering activities. Responsibility may extend to cost accounting,
maintenance of accounts receivable ledgers and preparation of invoices, sales
statistics and stock records.
Maintain pre-paid and accrued insurance, check insurance invoices, review tax
records.
Provide functional supervision over divisional branch accounting, including
material stores accounting if relevant.
Ensure all accounting and office staff are trained and competent to achieve
position objectives and demonstrate initiative in the conduct of assignments.
Co-operate with and assist external auditors as required.
Control the selection and training of accounting and clerical staff.
Prepare special accounting reports and cost statements as required.
Ensure activities related to the function comply with relevant Acts, legal demands
and ethical standards.
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KRAs FOR ACCOUNTS MANAGER
KRA 1. MANAGEMENT OF ACCOUNTS
budget management
Maintaining financial and accounting standards, principles, and practices
Development of appropriate management and other reports for internal and external
customers
undertaking research and analysis.
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KRA 2. LEADERSHIP MANAGEMENT
Formulation business/operational strategy consistent with organisational vision,
purpose and business objectives;
Lead and manage people;
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