Dear Seniors,
I am managing HR dept. in a company dealing in trade of Capital Equipments. The Company has been in existence since last 3 years employing around 100-125 employees. So far we have been working on traditional concepts. No JD, KRA, Appraisal nothing. We have designations and departments like Accounts , Sales Coordinators, Import/Export manager, etc. But there are no SOPs/KRAs nothing. Increments happen every year for everyone but the decision is in the hands of Directors.
I have been trying to convince our Management to set a system in place for Increments /Appraisals, define job roles, etc. They have finally agreed to give it a try.
I need guidance and help of you seniors as to how do I start this process. Should SOPs be prepared first or KRAs. Also, are there any Consultants who take this as a project and help with the set up.
Hoping for your comments and guidance.
Thanks & Regards,
Garima
Mumbai
From India, Pune
14I am managing HR dept. in a company dealing in trade of Capital Equipments. The Company has been in existence since last 3 years employing around 100-125 employees. So far we have been working on traditional concepts. No JD, KRA, Appraisal nothing. We have designations and departments like Accounts , Sales Coordinators, Import/Export manager, etc. But there are no SOPs/KRAs nothing. Increments happen every year for everyone but the decision is in the hands of Directors.
I have been trying to convince our Management to set a system in place for Increments /Appraisals, define job roles, etc. They have finally agreed to give it a try.
I need guidance and help of you seniors as to how do I start this process. Should SOPs be prepared first or KRAs. Also, are there any Consultants who take this as a project and help with the set up.
Hoping for your comments and guidance.
Thanks & Regards,
Garima
Mumbai
From India, Pune
Dear Garima,
What you need to do is establish proper Performance Management System (PMS) for your organisation. KRA or KPI is part of PMS. The system and procedure of implement of KRA/KPI is as below:
a) Design KPIs for every single department
b) Train your managers on KPIs of their respective department. Fix the KRAs based on the KPIs.
c) Fix a date of measurement of the performance.
d) Conduct the supplementary training to managers on "How to Conduct Performance Appraisal".
e) Conduct the Performance appraisal. Again fix KRAs for the next financial year.
f) Assess the suitability of PA process. Do some changes if required.
g) Let the cycle go on.
Recently, there was very good discussion titled "PMS for workers". It was more or less related to this topic. Click here to read it. You will find my two comments in the thread.
By the way, I conduct training on Performance Management through KPI/KRA. If you wish, I will do the following for you:
h) Framing policy on Employee Performance
i) Conducting training on what is KPI or KRA
j) Conducting training on how to handle PA, how to give feedback etc. You will get draft policy on "Performance Appraisal" also
To make you aware of my training activities, I have attached my Training e-Brochure to this post. It would be my pleasure to provide consulting and training services to your company.
Thanks,
Dinesh V Divekar
Limit of your words is limit of your world.
From India, Bangalore
What you need to do is establish proper Performance Management System (PMS) for your organisation. KRA or KPI is part of PMS. The system and procedure of implement of KRA/KPI is as below:
a) Design KPIs for every single department
b) Train your managers on KPIs of their respective department. Fix the KRAs based on the KPIs.
c) Fix a date of measurement of the performance.
d) Conduct the supplementary training to managers on "How to Conduct Performance Appraisal".
e) Conduct the Performance appraisal. Again fix KRAs for the next financial year.
f) Assess the suitability of PA process. Do some changes if required.
g) Let the cycle go on.
Recently, there was very good discussion titled "PMS for workers". It was more or less related to this topic. Click here to read it. You will find my two comments in the thread.
By the way, I conduct training on Performance Management through KPI/KRA. If you wish, I will do the following for you:
h) Framing policy on Employee Performance
i) Conducting training on what is KPI or KRA
j) Conducting training on how to handle PA, how to give feedback etc. You will get draft policy on "Performance Appraisal" also
To make you aware of my training activities, I have attached my Training e-Brochure to this post. It would be my pleasure to provide consulting and training services to your company.
Thanks,
Dinesh V Divekar
Limit of your words is limit of your world.
From India, Bangalore
Start point of any such exercise is the top - down 'Organization Structure'. Once you define that & get it approved by your CEO, a clarity sets in about the reporting & reviewing channels. Also you come to know about various job positions in the organization. You may have 125 employees, but only 30 job positions. For example, one such Job Position may be 'Business Development Executive (BDE)' & your organization has 12 BDEs, reporting to 3 different B D Managers (Job Position - B D Manager). Thus you have accounted for 15 employees in the Org Structure, but have only two discreet Job Positions.
Having done that, work out (in consultation with the reporting managers) the job deliverables/ KRAs for the Job Positions accountable to different managers as per the org structure. It is better to start with the direct reports of the CEO since KRAs ought to be aligned to meet the organizational objectives. You don't have to innovate since J Ds, for similar Job Positions in other organizations, are available through Google search. Once KRAs are identified for all job positions, through active involvement of managers, you have already set rolling employee accountability plans. In a Job Description, you do have some job responsibilities which are routine & are described qualitatively. Please remember to pick up only such responsibilities which are quantifiable & can be marked as KRAs, for which the performance can be tracked throughout the year. Tracking will be possible if you can define the key performance indicators (KPIs). Having completed that, in about a months time for 30 job positions, you are ready to roll out the performance plan of the organization in the form of a 'Goal Sheet' for each white collar employee. Only check you need to carry out before rolling out the plan is to see that KRAs of subordinates are in line with the KRAs of their managers.
If you are able to convince your management to go in, from the very beginning, for an automated Goals & Performance tracking software, you would have institutionalized a process in your organization. It may be noted that managing the Goal Sheets of so many employees manually is a difficult task, which often loses its drive in most of the organizations. This occasionally results in the failure of a well conceived process when you don't have the right tools to manage it.
Well, Garima, start your initiative to drive an accountable hierarchy to meet the organizational objectives. We are there to guide you.
From India, Delhi
Having done that, work out (in consultation with the reporting managers) the job deliverables/ KRAs for the Job Positions accountable to different managers as per the org structure. It is better to start with the direct reports of the CEO since KRAs ought to be aligned to meet the organizational objectives. You don't have to innovate since J Ds, for similar Job Positions in other organizations, are available through Google search. Once KRAs are identified for all job positions, through active involvement of managers, you have already set rolling employee accountability plans. In a Job Description, you do have some job responsibilities which are routine & are described qualitatively. Please remember to pick up only such responsibilities which are quantifiable & can be marked as KRAs, for which the performance can be tracked throughout the year. Tracking will be possible if you can define the key performance indicators (KPIs). Having completed that, in about a months time for 30 job positions, you are ready to roll out the performance plan of the organization in the form of a 'Goal Sheet' for each white collar employee. Only check you need to carry out before rolling out the plan is to see that KRAs of subordinates are in line with the KRAs of their managers.
If you are able to convince your management to go in, from the very beginning, for an automated Goals & Performance tracking software, you would have institutionalized a process in your organization. It may be noted that managing the Goal Sheets of so many employees manually is a difficult task, which often loses its drive in most of the organizations. This occasionally results in the failure of a well conceived process when you don't have the right tools to manage it.
Well, Garima, start your initiative to drive an accountable hierarchy to meet the organizational objectives. We are there to guide you.
From India, Delhi
Thanks for everyone's guidance. I would specially like to appreciate Mr. Govind's clogs. Its gives perfect understanding with examples for HR people like me who dont have hands on experience about PMS. Truly appreciate the detailed and thorough explanation shared by you.
Thanks a ton.
Garima
From India, Pune
Thanks a ton.
Garima
From India, Pune
Dear Garima
We are consulting firm with over 10 years of experiance in the file and we would be able to help you with the requirement. Please visit our website <link no longer exists - removed> for more details. We have helped many starup firms in building SOP/Process documentation and assisted in defining and setting up KRAs. Please feel free to write to us if you need any further information.
Regards
Rashmi
From India, Bangalore
We are consulting firm with over 10 years of experiance in the file and we would be able to help you with the requirement. Please visit our website <link no longer exists - removed> for more details. We have helped many starup firms in building SOP/Process documentation and assisted in defining and setting up KRAs. Please feel free to write to us if you need any further information.
Regards
Rashmi
From India, Bangalore
Dear Garima,
Greetings from Team Kapgrow!!
We are a corporate consulting organization based at New Delhi.
We specialise in Change Management, OD and OB interventions. We would be pleased to help you in professionalizing your 'traditional" set-up.
We have hands-on experience of handling such assignments and have delivered exponential growth to our clients.
Please feel free to touch base to discuss your requirements further,
Thanks,
Kind Regards,
Avika Kapoor
Vice President - Operations
Website: Kapgrow
From India, New Delhi
Greetings from Team Kapgrow!!
We are a corporate consulting organization based at New Delhi.
We specialise in Change Management, OD and OB interventions. We would be pleased to help you in professionalizing your 'traditional" set-up.
We have hands-on experience of handling such assignments and have delivered exponential growth to our clients.
Please feel free to touch base to discuss your requirements further,
Thanks,
Kind Regards,
Avika Kapoor
Vice President - Operations
Website: Kapgrow
From India, New Delhi
Hi Garima,
We are already doing similar work with a capital goods/OEM manufacturing company in mumbai.We have designed their entire HR framework including competency framework ,PMS ,JD's and SOP's.We are based in mumbai and can meet you to take it further.Please let me know your contact details
Regards,
hema
hema(at)dimenzion3(dot)com
From India, Mumbai
We are already doing similar work with a capital goods/OEM manufacturing company in mumbai.We have designed their entire HR framework including competency framework ,PMS ,JD's and SOP's.We are based in mumbai and can meet you to take it further.Please let me know your contact details
Regards,
hema
hema(at)dimenzion3(dot)com
From India, Mumbai
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