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Key Result Areas Lecture Notes

Key Result Areas (KRAs) refer to the overall goals that guide how an individual, department, or organization performs their work. KRAs help define the scope of work and desired outcomes. They should be specific, measurable goals that are within the control of the individual or group and critical for success. Developing effective KRAs typically involves conversations between supervisors and employees to identify the most important goals and how they will be measured. The KRAs should then be documented in writing with a limited number of clear, measurable goals.

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49 views

Key Result Areas Lecture Notes

Key Result Areas (KRAs) refer to the overall goals that guide how an individual, department, or organization performs their work. KRAs help define the scope of work and desired outcomes. They should be specific, measurable goals that are within the control of the individual or group and critical for success. Developing effective KRAs typically involves conversations between supervisors and employees to identify the most important goals and how they will be measured. The KRAs should then be documented in writing with a limited number of clear, measurable goals.

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What Are Key Result Areas?

The term Key Result Areas (KRAs) refers to a short list of overall goals that guide how an individual does
their job, or general achievement and progress goals for an organization or one of its divisions.

KRAs help define the scope of a job or a department or an organization’s goals, and define the optimum
outcomes and results of daily work. KRAs are the items that are critical for an organization or employee
to be successful.

The Most Important Qualities of Key Result Areas

Key Result Areas will of course differ widely, depending on the role of an employee or the specific goals
of a department or an organization. However, there are some primary attributes that are important in
the development of any KRA.

Dan Montgomery

KRAs must be specific, clear, and measurable. Dan Montgomery, Founder and Managing Director of
Agile Strategies, a strategic planning firm, says that too often, organizations make lofty statements
about their goals. “But they’re actually weasel words — they’re very slippery,” Montgomery says. “You
can make something that sounds kind of meaningful, [but] you’re not really pinning down what success
is actually going to look like.”

That’s why it’s important that KRAs are specific and measurable, he explains. He adds, “You need to
have the discussion about how you’re going to measure them ahead of time — rather than arguing
about it after the fact.”

It’s also essential that KRAs involve tasks and work that’s under the control of the person or entity
they’re written for. They must also comprise an essential activity of the organization.

Why Is It Important to Identify Key Result Areas?

The Pareto principle says that 80 percent of the consequences or effects of something come from 20
percent of the causes. Applying that principle to how people (or departments and organizations) do
their jobs, this means that 80 percent of the value of your work will come from 20 percent of your work.

Therefore, it’s critical that you understand and identify the most important 20 percent of your work.
What is the relatively small portion of your work that brings the most value to your organization? Asking
this question will help you develop Key Result Areas.

How to Prepare Key Result Areas for an Individual

Developing Key Results Areas doesn’t have to be complicated. That said, there are some basics you need
to understand and key elements you must include. Here are some of those basics:

Begin with a Conversation: If you’re writing the Key Results Areas for a department or organization,
team members will want to convene to talk about and decide on them. If, as is often the case, the Key
Result Areas are being written for an employee’s position within the organization, the employee’s
supervisor will want to meet with the employee to consider and agree on appropriate Key Results Areas
for the position.
Dave Crenshaw

Dave Crenshaw, Management Expert and Author of the time management bestseller The Myth of
Multitasking, says that a conversation — or conversations — between supervisor and employee is
crucial.Employees can give their supervisors insights over what they can control; supervisors can give
employees insights over what’s most important to the organization’s goals. “That back and forth
conversation is going to lead to a clear understanding of what indicators are for appropriate KRAs,”
Crenshaw says.

Alternatively, Crenshaw adds, KRAs established by fiat from the supervisor may not seem reasonable or
credible to the employee, and often fail. “People need to care about it, and they need to see the value
of it,” Crenshaw explains. “We have to have a conversation about it and explain why we’re tracking it.”

Broadly Define the Job Profile: If the KRAs are being developed for a position, they should broadly define
that job and give the employee clarity in their role and mission within the organization. The KRAs likely
will include a list of functions and activities vital to success.

Ensure the KRAs Fit the Position: KRAs can require certain objectives from an employee only when the
employee has the ability within the organization’s structure to accomplish that objective.

Create SMART KRAs: Many experts believe that KRAs (for an employee, department or organization)
should be SMART (specific, measurable, aligned, relevant, and time-bound). Learn more about
S.M.A.R.T. criteria at “The Essential Guide to Writing S.M.A.R.T. Goals.

”Here is an example of a well-written KRA: Launch a public relations campaign by December 2019 to
improve your organization’s brand awareness.

Here is an example of a poor KRA: Build a brand for your organization.

Set a Limited and Realistic Number: KRAs should be the most important objectives. They seldom should
number more than a handful — no more than seven. Crenshaw suggests writing three to five. That
number applies to both KRAs for individuals and KRAs for departments or organizations.

“You need to allocate your resources to that which is the greatest value,” he says. “From an indicator
standpoint, there’s a lot of different things to track. But only a handful are the most valuable indicators.
It’s not helpful to track 10 or 15 different things because it’s just too much data.”

Tasks and Activities Grouped Together: Group tasks that are related to each other together.

Put It in Writing: KRAs must be in writing, reviewed by all relevant parties, agreed upon, and signed by
people involved — especially when the KRAs involve an employee’s role. The written format for KRAs
can be relatively simple. For an employee’s KRA, It should include the employee’s name, the department
and supervisor’s name, and a description of some of the most important duties of the employee’s role
and how it serves the organization’s strategic objectives. Then, you should include details on several
areas of expected performance. Those details should include metrics that can and will be measured to
assess the employee’s performance in those areas.

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