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All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
An ongoing area of accountability attached to a role, stable across quarters. It describes what a person is responsible for by virtue of the job they hold rather than what they are trying to change this period.
Not an OKR. An OKR is time-bound and ambitious; a KRA is continuous and role-bound. Appraisals go wrong when an organisation measures only one of the two.
KRAs are set at the start of the appraisal cycle, often April for companies on a financial year, and revisited if the role changes. The manager and employee agree three to six areas the role is accountable for, each with measures and a weight that together add up to the full score.
Example with illustrative figures: a branch manager might hold revenue at 40%, collections at 25%, team retention at 20% and audit findings at 15%. At year end, each area is rated against its measure and weighted, producing the score that feeds increment and bonus decisions.
The common mistake is copying last year's KRAs without checking whether the role changed, or writing them as activities such as attend meetings rather than outcomes. A mid-year review should adjust targets that became irrelevant. HRMagix lists goal and performance cycles among its published performance module features.
A Key Result Area: an ongoing area of accountability attached to a role.
No. They are stable across quarters.
An OKR is time-bound and ambitious; a KRA is continuous and role-bound.
Appraisals go wrong when an organisation measures only one of the two.
What a person is responsible for by virtue of the job they hold.
Not a period goal; it describes ongoing responsibility rather than what someone is trying to change this period.
They are attached to the role.
Yes, alongside OKRs, as the continuous side of what is assessed.
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