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    Kra

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    Nitin Jain
    Key result areas (KRAs) refer to the general outcomes or outputs that a role is responsible for achieving. Roles typically have 3-5 KRAs. KRAs are described without verbs or measurements to simply capture the areas of responsibility. Identifying KRAs helps individuals clarify their roles, align with organizational strategy, focus on results, and set goals. The document provides examples of KRAs for positions on a hockey team and a restaurant server to illustrate how KRAs are identified without shared responsibilities.

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    Kra

    Uploaded by

    Nitin Jain
    132 views2 pages
    Key result areas (KRAs) refer to the general outcomes or outputs that a role is responsible for achieving. Roles typically have 3-5 KRAs. KRAs are described without verbs or measurements to simply capture the areas of responsibility. Identifying KRAs helps individuals clarify their roles, align with organizational strategy, focus on results, and set goals. The document provides examples of KRAs for positions on a hockey team and a restaurant server to illustrate how KRAs are identified without shared responsibilities.

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    KRA

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    Key result areas (KRAs) refer to the general outcomes or outputs that a role is responsible for achieving. Roles typically have 3-5 KRAs. KRAs are described without verbs or measurements to simply capture the areas of responsibility. Identifying KRAs helps individuals clarify their roles, align with organizational strategy, focus on results, and set goals. The document provides examples of KRAs for positions on a hockey team and a restaurant server to illustrate how KRAs are identified without shared responsibilities.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    132 views2 pages

    Kra

    Uploaded by

    Nitin Jain
    Key result areas (KRAs) refer to the general outcomes or outputs that a role is responsible for achieving. Roles typically have 3-5 KRAs. KRAs are described without verbs or measurements to simply capture the areas of responsibility. Identifying KRAs helps individuals clarify their roles, align with organizational strategy, focus on results, and set goals. The document provides examples of KRAs for positions on a hockey team and a restaurant server to illustrate how KRAs are identified without shared responsibilities.

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    Highlight: Key Result Areas

    or they may not be delegating


    Sum mary effectively.
    “Key Result Areas” or KRAs refer to
    general areas of outcomes or outputs for Key result areas are worded using as few
    which a role is responsible. A typical terms as possible with no verbs (i.e.,
    role targets three to five KRA. KRAs these are about results, not action) and
    are also known as key work outputs no direction/measurement (e.g., words
    (KWOs). such as "good," "increased" or
    "decreased"). They simply describe the
    Value areas for which one is responsible for
    results.
    Identifying KRAs helps individuals:
    · Clarify their roles Example
    · Align their roles to the
    Consider a hockey team. No player is
    organisation’s business or strategic
    responsible for "wins;" this is an
    plan
    outcome for the entire team. Each player
    · Focus on results rather than
    has specific KRAs to maintain. The
    activities
    goaltender has one primary KRA, “shots
    · Communicate their role’s purposes stopped” and a secondary KRA,
    to others “rebounds.” The defence position is
    · Set goals and objectives primarily accountable for keeping the
    · Prioritize their activities, and puck away from the net, and getting the
    therefore improve their time/work puck out of the defensive zone. These
    management might be worded as the following KRAs:
    · Make value-added decisions “shots on net” and “defensive zone
    control.” NOTE: Both defence players
    Description share these accountabilities. Forwards
    Key result areas (KRAs) capture about are primarily responsible for scoring and
    80% of a work role. The remainder of keeping the puck in the offensive zone.
    the role is usually devoted to areas of These might be worded as the following
    shared responsibility (e.g., helping team KRAs: “goals scored” and “offensive
    members, participating in activities for zone control.” Note that this description
    the good of the organisation). For refers only to general play, not
    example, “image of the organisation” is powerplays or penalty-killing.
    usually a very senior official’s key result Individuals or lines may have additional
    area, but hopefully all employees KRAs under these circumstances.
    contribute to this outcome.
    For another example, consider a server
    Most roles include 3 to 5 key result in a restaurant. “Customer satisfaction”
    areas. If individuals are accountable for is not a key work output—everyone in
    more than this, they may be overloaded, the restaurant contributes to that aim.

    Life-Role Development Group, 2001


    However, “customer rapport” is a key
    work output of the server. Whether or
    not the food is good, on time, or hot, the
    server is expected to develop rapport
    with customers. Other key work outputs
    might include “paid bills” and “delivered
    food & beverages.”

    Process
    Individuals undertake the following
    steps to determine the KRAs for their
    roles:
    1. They list their main day-to-day
    responsibilities/activities.
    2. For each activity, they ask “Why do
    I do this?”
    3. They review the answers to their
    “why” questions, looking for
    common themes or areas.
    4. They identify their KRAs from
    these themes.
    5. They share their KRAs, preferably
    with those they report to, those they
    work along with, and those who
    report to them.

    Implementation
    Individuals who identify their KRAs
    typically:
    · Work with those they report to, those
    they work along with, and those who
    report to them to identify their KRAs
    so all on a team have clarity
    regarding outputs.
    · Develop specific goals and
    objectives, and plans to reach them.
    · Take control of their time/work
    management strategies

    Life-Role Development Group, 2001

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