What the difference between these are - Key Performance Area / Key Performance Indicator / Key Result area?

Hi

I used to read this topic at human resources box of about.com.

You can use Google to search them.:icon1:

Rgs

Hi

I read some opinion in this topic. I do not agreed above ideal. We can find out some articles at citehr.com, I think that it is useful for our community.

Rgs

Hi

When you use internet explorer, pls pay attention to sidebar. You can see articles related, pdf or ppt file…you can find out your info.

Best regards

Hi, Mr. Leo,
Thanks for your detailed information! I come from Hong Kong, then now I have to set up a KPI about HRIS.
Can you tell me how to measure the effectiveness of using HRIS as an appropriate KPI?

JACKIESUEN,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
==================================
how to measure the effectiveness of using HRIS as an appropriate KPI.

FIRST,
-review the corporate policy
-review the corporate strategies.
-review the HR department policy
-review the HR department strategies.
---------------------------------------------------------
SECOND,
Based on the above reviews,
-you develop a list of key areas,
*where you plan to assess the performance.
*where you plan establish standards
*where you plan to develop KPi.
*where you plan to instal metrics.
THESE ARE LOADED ON YOUR HRIS.
-------------------------------------------------------
THIRD.
Based on the above two,
-you decide the frequencies of evaluation.
*weekly
*monthly
*quartely
*annually.
--------------------------------------------------
EXAMPLES

HRIS PROVIDES METRICS OFFER HELP AT four levels of
perspectives.

1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals.
EXAMPLES
-organization compensation and benefit package with respect market rate.
[annual evaluation]

-HR BUDGET / ACTUAL
[monthly / annual ]
--------------------------------------
2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization.

EXAMPLES
-time taken to fill vacancies
[quarterly / annually]
--------------------------------------
-cost per recruitment promotions
[quarterly / annually]
-----------------------------------
-absenteeism by job category
[quarterly / annually]
-----------------------------------
-training cost per employee
[monthly / annually]
--------------------------------
-training hours per employee
[monthly / annually]
--------------------------------------
-average employee tenure in the company
[ annually]
-------------------------------------
-no. of employees put through training.
[monthly /annual]
----------------------------------
-turnover rate
[annual ]
--------------------------
-attrition rate
[annual ]
etc
-------------------------------------------------
3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization.
---------------------------------------------------
EXAMPLES
-compensation and benefits per employee / budget
[annual]
---------------------------------
-cost of injuries
[quarterly / annual]
------------------------------
-HR expenses per employee
[quarterly / annual ]
----------------------------------
-turnove cost
[ quarterly / annual ]
-----------------------------------
etc
-------------------------------------------
4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met;
EXAMPLES
-employee perception of the HRM
[annual survey]
---------------------------------
-employee perception of the company , as an employer
[annual survey ]
--------------------------------------
etc
================================================== =====
HERE YOU CAN SET KPi FOR
1. QUANTITY --no. of reports on time [ +/- 2 days]
2.QUANTITY of reports [ planned/ actual]
3.QUANTITY [ACTUAL vs BUDGET ] performance of each element selected.
4.FEEDBACK FROM DEPARTMENTAL HEADS.
###################################

very precise and useful.The details are self explainatory and will drive to get the best fit KRI fro any organisation

Hi All,
I am doing my MBA in HR and have to design KRA for the professors of the institute.
Please help me make this.
Snahill

hi guys ,
i prepared an questionnaire on performance appraisal.please tell me does it require any changes and please give me some more questions.

Hi there,
I need to get professional helps on KPI, KRA and KPI. As the HR person, I am given the task to present to the management on KPI, KRA and KPA and how these 3 bring values to the company . I am in education industry specifically in medical, nursing and Allied Health Sciences. How do i go about in setting up the KRA, KPA and KPI for the company/department. Glad if there are ppt presentation for my reference.
Thank you.
Fatirah

thanks leo

how can i make my kRA from KPIs my kPIs Are

I will supervise the contractors and suppliers,to ensure that all works are carried out with strict adherence to the Zain Standards. I will measure this by the rate of execution of quality work within the specified period.

I will conduct site visits, carrying out Electrical works, checking and ensuring that Aviation and Security lights are functional, while escalating complex problems to supervisors. I will measure this by the number of sites in my region with acceptable electrical and lighting system.

I will carry out low level fault interventions, site power works, including mains connections. I will escalate complex problems to supervisors. I will measure this by the number of faults and number of power works done during the committed period.

I will carry out RF site acceptance, RF fault resolution and I will assist on resolving Microwave RF faults. I will measure this by the number of RF works completed in the committed period.