Setting Goals and KRAs for Business Success
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It is that time of the year, where in your KRA's are set, your KPI's are defined and things get set as "Target" for the year. Why do you need to set an yearly goal? This presentation, tries to answer this question. And let us discuss the behavioural aspects of setting and working towards a set KRA/KPI
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Setting Goals and KRAs for Business Success
- 1. Setting yearly goals and KRA’s A basic primer (101) Manuswath K.B This Photo by Unknown Author is licensed under CC BY-SA https://in.linkedin.com/in/manuswath
- 3. What is a KRA all about ACHIEVING GOALS THAT ENABLE A BUSINESS|UNIT. KEEPING AN EYE ON CONTINUOUS MEASUREMENTS AND TRACKING. IMPROVING YOY AND QOQ COMMUNICATION https://in.linkedin.com/in/manuswath
- 4. What will happen Get folks to assume greater responsibility and provide support rather than control. https://in.linkedin.com/in/manuswath
- 5. Biases while rating|setting KRA’s Halo Effect Horn Effect Cultural Effect Confirmational Effect Contrast Effect Primacy Effect Leniency Effect Strictness Effect Recency Effect Central Tendency Effect Similar to Me Effect Idiosyncratic Effect https://in.linkedin.com/in/manuswath
- 6. Importance of defining a Role Helps give Clarity around the matter. Identify who the decision maker is. Identify who is responsible for Delivery. Lack of Role Clarity could lead to failure in a task. https://in.linkedin.com/in/manuswath
- 8. High Level goals while setting a KRA Engineering Objectives Process & Procedure Objectives Stakeholder management Objectives Learning objectives https://in.linkedin.com/in/manuswath
- 9. Engineering Objectives While defining engineering objectives make sure they include: • What results needs to be achieved. (Reqts, Design, Dev, Bugs, Demo’s) (Role and Responsibility) • How the customer will be benefited (customer - centric) • How the individual could go about making decisions • Displaying interpersonal effectiveness, team contribution and uplifting, individual resilience, keeping ethics and integrity high. https://in.linkedin.com/in/manuswath
- 10. Process & Procedure Objectives Strictly follow set guidelines /procedures that: • Involve task creation, • configuration management, • Ticket updation as per workflow defined • Bug testing and fixing life cycle • Discuss application and implication of improvements to processes, procedures and policies. • Customer Support Ticket Fixing Lifecycle https://in.linkedin.com/in/manuswath
- 11. Stakeholder Management Objectives Adhere to: • Communication goals and frequencies, • Keeping team informed, • Work Breakdown Structure and updating. • Handling slips and impediments • Demonstrate respect and build effective working relationship. • Resolving conflicts amicably https://in.linkedin.com/in/manuswath
- 12. Learning Objectives One key pillar for YoY growth: • Identify Learning path. (What they want to become) • Target Learning in line with business objectives. • QoQ working towards identified learning path. • Training of org with what has been learnt. https://in.linkedin.com/in/manuswath
- 13. What extra for mgr/architect Building Trust, orientation towards Results Inclusive communication Must know about the end-user Must know about the customer. Discussions and inclusion of performance, scalability, HA, DR, etc, Evangalist. Handling change management. Holistic view of the system Understand the current design of the system. https://in.linkedin.com/in/manuswath
- 14. Taking Action Asses the situation of each individual (Cover People, Technology and Process) Determine where the teammate should be ideally to help the business. Determine if there are any differences between Actual and Ideal situation. Plan a set of Action items. Use plain English and refine it as it goes. https://in.linkedin.com/in/manuswath
- 15. Good and Bad Examples Food for thought https://in.linkedin.com/in/manuswath
- 16. Example Engineering: Launch a fully responsive user portal specifically the home -page by the end of Q2 Scale the web server that is able to sustain 500 concurrent users Complete 90% of your sprint story points or user stories on time this quarter 5% conversion rate from customers using the website to the mobile app Improving the customer experience on mobile devices that results in average wait time for page load by 25% Achieving 82% code coverage in all modules developed. Including all methods and classes. Increase productivity to release 7 story points per sprint Write test cases to capture all production failures, resulting in 0 unknown defects discovered in production Fix production issues by improving mean time for repair by 20% Support team members to improve upon defect rates of releases by 20% lesser defects identified Complete dev-cycle with less than 10% variance of estimate given Building a Adminstrator Portal website to meet WCAG 2.1 AA standards by Q3 Keep cyclomatic complexity to <12 Design review and code review should not uncover more than 12 review comments. Refactor 2 code -area’s that you did not author. Identify Root cause of Production Exceptions and fix root cause of atleast 1 production exception a month Identify Un -acknowledged Message bus events and fix root cause of atleast 1 such item per quarter. https://in.linkedin.com/in/manuswath
- 17. Example Process and Procedure: Raising Dev tasks corresponding to every line item of WBS Making appropriate changes to Tool in accordance with changes inline with development/testing Ensuring no NC’s or CAPA’s are raised/found in your line of work. Update Design documents within 3 days of code -completion date. Revise and upgrade documentation of atleast 4 modules that you did not author. Accept meeting requests before attending meeting. Complete Regulatory training by {due -date} with 0 instances of non -adherence found Increase Unit test cases to test 90% of functionality. Create and check-in tools and software utilities that can help automate test of developed module. Stakeholder management: Taking up interviews with 0 cases of postponements after confirmation. Updating Leave tool before hand or as soon as knowing about leave. Improved communications resulting in 0 cases of stakeholder not being informed of CR or timelines Get more practically involved in estimation process, track the progress, communicate progress in weekly team meetings, Provide clear communication as to any delays or blockers in the way https://in.linkedin.com/in/manuswath
- 18. Example Learning Learn PowerPoint efficiently and practice using it by creating various presentations within the next 2 quarters Be able to incorporate graphs, and media effectively in presentations. Provide PowerPoint tutorials for whole company to use, 6 presentations in 6 months. Proactive nominate yourself to be a buddy/mentor and induct atleast 3 new teammates to the working of software and procedures within 2 weeks. Identify and implement 4 design patterns that uses lesser infrastructure and accommodates growth from 2K to 5K active users over the next year. Learn and implement PaaS based POC’s in the aeras of Database, MoM, Timer Services, Alert & Reminders services over the next 2 quarters https://in.linkedin.com/in/manuswath
- 19. On what angles could a person possibly not be able to stick to KRA’s Competency Resource Ability Methodology https://in.linkedin.com/in/manuswath
Editor's Notes
- Halo effect is “the name given to the phenomenon whereby evaluators tend to be influenced by their previous judgments of performance or personality.” The halo effect is the tendency for a single positive rating to cause raters to inflate all other ratings. Horn effect It is a phenomenon in which an observer's judgment of a person is adversely affected by the presence of (for the observer) an unfavorable aspect of this person. The horns effect is the tendency for a single negative attribute to cause raters to mark everything on the low end of the scale. Cultural Effect is the phenomenon of interpreting and judging phenomena by standards inherent to one's own culture. Cultural bias occurs when people of a culture make assumptions about conventions, including conventions of language, notation, proof and evidence. Confirmation Effect The tendency to search for or interpret new information in a way that confirms a person’s preexisting beliefs. Contrast Effect Comparisons can be helpful when making ratings. But the contrast effect is too much of this particular good thing – it causes raters to overuse comparisons when making their scores. Mike is very detail oriented, but slightly less detail oriented than his coworker Sharon. The contrast effect might cause Mike’s boss to rate him low because the boss can’t help comparing him to Sharon. The contrast effect can lead to overestimates or underestimates of a person’s abilities. Primacy Effect, managers focus on information learned early on in the relationship, like first impressions. The leniency Effect bias is exactly what it sounds like – it means the rater is lenient and is going “too easy” on the person they are rating. That means all scores will be very high. The leniency bias makes it challenging to know an employee’s true pattern of strengths and weaknesses. The strictness Effect bias i means the rater is going “too hard” on the person they are rating, causing all scores to be very low. Recency Effect creeps in when a recent event clouds memory of previous performance. The recency bias leads to overestimates if the person being rated had a recent “good streak.” On the other hand, it will lead to underestimates if the person being rated had a recent “bad streak.” Either way, it leads to inaccurate ratings The central Effect bias causes some raters to score every question on a scale near the center. A rating of “3” on a 5 point scale for every question is a clear example of the central tendency bias at play. The Similar to Me Effect people are prone to favor someone who are similar to them. Sometimes they also call it “Gender Bias” The Idiosyncratic Effect When managers evaluate skills they’re not good at, they rate others higher. Conversely, they rate others lower in things they’re great at.