INTRODUCTION

• KRA's is the set of activities on which

performances are rated.
• KRA's are Key Result Areas which are the
main objectives of the employee in an
organization.
• Key Result Areas or KRA's refer to
general areas of outcomes or outputs for
which a role is responsible.
• KRA's are also known as key work outputs
(KWO's).
 Process
Individual determine the KRAs of their roles :

 They list their main day to day responsibilities/

__activities.
They review The answers To Their “why” quesTions,
__looking for common themes or areas.
 For each acTiviTy, They ask “why do i do This?”
They idenTiFy Their kra’s from these themes.
They share Their kra’s, preferably with those they
__report to, those they work along with, and those who
__report to them.
kra’s prepared should be
Specific – kra’s should be specific and should
make sense.

Measurable – kra’s should be measurable.

Achievable – kra’s framed should be

Achievable.

Related to Job – kra’s should be Related to

job.

Time Bound – kra’s framed should be DEFINED

FOR A SPECIFIC PERIOD. S
 Remember to focus on why the job
exists and not on what the person does

what WE do ?
(“i Fix machinery”)

BUT why our job exists, which is

the vital one
(“i keep The planT operaTing”)

what our job title is

(“i’m an engineer”)

FOCUS : why our job exists

 kra’s distribution ….
20% are

80% shared
responsibilities

kra’s are
20% like

 Helping team members.

80%
Of work role
 Image of the organization.
 Activities good for the
organization.

Most roles include 3 to 5 key result areas. If individuals

are accountable for more than this, they may be
overloaded
 VALUE
• Identifying KRAs helps individuals
• Clarify their roles.
• Set goals and objectives.
• Focus on results rather than activities.
• align Their roles To The organizaTion’s
business or strategic plan.
• Prioritize their activities, and therefore
improve their time/work management
• communicaTe Their role’s purposes To
others
• Make value-added decisions
 Implementation
Individuals :
• Develop specific goals and objectives, and
plans to reach them.
• Take control of their time/work management
strategies
• Work with those they report to, those they
work along with, and those who report to
Them To idenTiFy Their kra’s so all on a
team have clarity regarding outputs.
 Scope
• Deliverables.
• Measurement Matrix.
• Performance Revisal.
• Acceptance.
• KRA really help to get HR thinking
strategically.