Dear HR leader, Why can’t KRA be more meaningful?

Over the weekend, I was discussing with my friends how critical it is to define goals in the organization. The discussion became more meaningful as in few organizations where my friends are working , mid- year goal defining exercise has started. And every time goal setting and performance activity come up, this entire exercise seems to be meaningless and wastage of efforts.

KRA-KPI-OKR

Employee

Our discussion became more intense when we started seeing specific goals & KRA’s assigned to them in their organization.

One of the friends who is working in one of the top 5 IT MNC highlighted that following KRA’s are assigned to him :-

  1. Help delivery managers in selling services to clients

  2. Focus on retention of existing clients

  3. Enhance CSAT score

  4. Enhance quality of technical solutions

One of the friend who was working in a software product development company highlighted following KRA’s:-

    1. Deliver excellent quality in deliverables

    2. On time delivery

    3. Contribute in innovation at organization level

Another friend was working with a manufacturing organization has following ones:-

  1. Meet quality targets on monthly basis

  2. Regularly check the physical quality of the raw material

  3. Enhance supplier relationships

And one friend was working in a consulting organization has following KRA’s:-

  1. Develop and inspire people by sharing experience and insights

  2. Enhance operational efficiency by managing timelines and profitability

  3. Contribute in business growth by spending time about industry trends and competitor movements

  4. Achieve high CSAT score by developing new methodologies and processes.

There are 3 major problems with the above defined KRA’s:-

  1. These are NOT KRA’s, but parameters on which employees should be assessed.Throughout the year, employees are involved in different engagements . In the case of ITES, Software product development and consulting organization, they are involved in different projects and consulting assignments.Their actual goal should be those projects and those consulting assignments. And probably when these assignments are over, they should be evaluated on parameters currently defined as KRA’s:-
  • “How much they have contributed in consulter delight”(Rating on the scale of five)
  • “Have they done deliverables in-time, on-time or delayed those”, or
  • “Have they done any innovate in this assignment”
  • “Did she contributed towards process improvements while executing these goals”
  1. For employees, it’s difficult to give data points against above defined goals that how they have performed on these KRA’s.

Think from employee perspective that if you have to enter details about what you have done throughout the years to achieve these goals, what all points you will enter? And will you be able to collect all those data points which will justify that you have performed well in achieving those ? This is precisely the reason employees give them highest scale when putting data against their achievement against goals which are not defined properly.

     3. For manager, it doesn’t enable them to evaluate and give feedback to employees properly .

Consider this, as an employee if I have worked on two assignment through the year, I will keep mentioning same points in above KRA’s. Will this give enough data points to the manager about how his team member has performed with respect to that KRA. Will it give manager enough data on which things she should recognize the employee or coach the employee on for her better performance. Again employee will be evaluated on the basis on perceptions and not on actual data.

Every problem has a solution. Here’s what I think few solutions for the above problems:-

  1. Define KRA’s and KPI’s which employees are able to correlated with their day to day work. Or why can’t the KRA’s be same as project or assignments which employees get involved in. These KRA’s should push employees to aim high. When aiming high, even failed goals tend to result in substantial advancements.
  2. Left the exercise of defining KRA between manager and employee. As an HR leader, you should focus on enabling the team on defining the relevant KRA’s. Off course, you need to keep an eye on whether KRA defined are relevant or not from organization respective and within defined boundaries or not. Leaving these exercise between manager and employee will also enhance the employee engagement.
  3. Use a proper tool to automate the entire process of defining KRA,KPI. And monitor the progress on those in real time basis.

Goal setting and defining KRA impacts talent engagement the highest level, as it impact how employees should perform their jobs and are evaluated. Making KRA more meaningful will NOT only help engage employees but will impact overall organization growth.

When starting again, things to take care

This is what I have written and shared internally with other co-founders, when we were starting with qilo. Learning came from previous start-ups I was part off. Thought of sharing this with larger audience

1) Biggest learning is either start developing a product with long term vision to create and build a sustainable business out of it, OR do not start it.
2) Hiring a technical delivery team or technical partners for product development doesn’t work. It’s required to have in-house core team which is aligned to long term vision from day one.
3) Focus on sales motivates technical team that what is created has now paying customers. At a same time, good product motivates Sales guys that product is good. But Sales driven approach is far better than product focused approach. With this I mean, let’s start selling from day one or at least when design print of product is ready. Why to wait for the product to get finished and then start discovering actual customers?
4) To reduce conflicts, precise roles need to be defined. This doesn’t mean that people are NOT going to wear multiple hats initially.

Why teams fail at execution

In all these years , I have been part of many projects and deliveries. Most of them succeeded, few of them failed. But in most cases,it’s been rare that execution has finished on time or even in time. Off course, in addition to poor planning, changing business condition was also part of the  problem. But let me put in bullets what are the exact reasons when projects got delayed or failed overall.

  1. Multiple managers for the team :-You always want to utilize most of their resources . But somewhere during this utilization, you stop thinking about how to organization teams for faster and better execution. Putting two managers means no one is responsible. Each of them will wait for other to perform.
  2. Not selecting team members carefully :- How many times managers evaluate people skills carefully before inducing them into team. Or worst, how many times manager provide adequate training to people before the execution starts.
  3. Team manager giving more importance to specific team member(s):-  Manager might be primarily doing it because he/she want to play safe. But then not giving enough opportunity to everyone will demotivate other team member and will impact the team dynamics.
  4. Not focusing on building trust but execution from day one:- Execution will happen if you take care of softer part of team building. Building trust within team member will enable them to execution in a more collaborative way.They will discuss their problems with each other more freely by putting aside their insecurities.
  5.  Not taking complex problem upfront :- Focusing on the easy part of problems leads to delay at the end when complex problem start getting more complex.
  6. Doing more meeting with team members with no specific agenda:- Managers love to stand in front of whiteboard and talk about things which are not specific and actionable. Stop doing that and stop getting status updates in meeting. You can use 10,000 tools out there for that. Decide agenda and stick to time limit of meeting.
  7. Team fails to execute because of manager:- I firmly believe in this. Projects or deliveries fail if you are not on top of your execution. It will fail if you are INTO the execution , but not ONTO the execution. It will fail if you keep working with people who are not performing even after giving number of chances. It will fail if you as leader don’t appreciate team members efforts or put yourself first as compare to your team.

Best of luck for your next execution!!!

Yin and Yang in organization

Have you heard about terms called Yin and Yan? In Chinese philosophy, yin and yang describe two halves that together complete wholeness. “Yin” & “Yang” is the concept of duality forming a whole. We encounter examples of Yin and Yang every day. As examples: night (Yin) and day (Yang), female (Yin) and male (Yang).

From the organization perspective, Yin can be aligned to the softer side of the organization. It means:-
• How leadership is communicating with employees, and enabling employees to communicate with each other.
• How your organization is taking care of the employees.
• How your organization understands employees problem, and offer help in resolving them.
• How managers and leadership recognize employee efforts and reward them.
• How organization identifies employee skills, strength and enables them to be more competent.

Yang can be aligned to execution side of the organization. It means:-
• How you can align organizational goals with employee day to day work and help them perform better.
• How you can priorities employees day to day work to help the organization achieve its long-term mission and vision.
• How you can enable managers to understand and manage their team members in a better way.
• How you can enable employees to work as better team members and
• How you can bring the sense of purpose to employees in the organization.

Focusing on “Yin” will enable your workforce get clarity on leadership thought process and style of working. Leader who focused on the “Yin” were manage to transform their organization. HCL is one of the largest IT/ITES service provides from India. At one stage HCL was struggling was missing required revenue targets. Then Vineet Nayar, CEO of organization shifted focus from customers to employees. He started connecting with employees at various levels, started listing to their ideas and problem, enabled and pushed senior leadership to listen to their tem member. From a time where HCL was lagging behind from competitors in 2000 to 2005, Vineet transformed HCL with a 35% growth in revenue per employee and a sector-leading 25% compound annual growth rate (CAGR) through the 2008 to 2010 recession.

Focusing on “Yang” will help your organization achieve required operational excellence. Your employees should have crystal clear agenda on “items to work on” when they are coming to office in the morning. They should know how their day to day work impacts organization at larger. And as leader, you have to enable your execution managers to facilitate this agenda to your workforce. And make manager accountable for lack or delay in execution. The minute your employee don’t see impact of their work or your managers see lack to willingness in leadership to enable them to facilitate execution, they will leave.
Now sit for a while and think is your organization “Yin” or “Yang” focused? Or you are struggling to find which side of Chinese philosophy you are taking care right now. Let’ analyze this in more detail by plot a graph with “Yin” and “Yang”:-

 

pic for blog

As an organization, if you focus more on “Yin” and less on “Yang”, you end up creating a workforce which is motivated but directionless. If you focus more on “Yang” and less on “Yin”, you end up creating a workforce who knows what and how to execute but are not motivated enough for the same. Taking care of “Yin” and “Yang” can help the leadership of organization achieve wholeness in employee engagement.

Manager matters

“You will leave your job because of bad manager”, this is what you hear most of the time in job world. And that’s 200% correct too. Manager matter in your initial career life . Its very critical to work under a manager or boss from whom you can learn :-

  1. How you can improve core skill of your domain
  2. Personal management
  3. How to communicate well
  4. How to manage teams

And this is what exactly billionaire founder of Alibaba ,  Jack ma suggests. Watch this video and listener carefully for at least 1 min.

If you are not working under a manager who is not self motivated, who is not aspirational towards his career, who is not passionate about what he is doing, who is not able to manage himself well…change your manager or change your job.But what are the traits of a good manager:-

  1. He personally takes interest in your career development.
  2. He treats every team member equally.
  3. He manages the execution well and knows what needs to be done. And who can do what.
  4. He pushes you and pushes you very hard. This is where most of the time reportee’s get dis-engaged with manager. Believe me a manager who pushes hard is the one interested in getting things delivered fast. And that’s how knowingly or unknowingly you will improve you skills or ability to manage yourself.
  5. He accept your mistakes and encourages you to improve.

And at the end as a reportee if you can contribute towards your managers career success, you will also succeed.

Are you a good or bad programmer?

This is the mail I have shared internally with product engineers working on the product.  But later though of sharing it with larger audience.

Hey Team,

Though we are working hard on product and trying to meet timelines, I thought of sharing what are expected from you guys as product engineers in Qilo/Qlique. But rather then verbally telling you every day what needs to be done, I thought of sharing it with you through this mail.

Why its required:- because we should not do same mistakes which we had done in last 45 days.

Attributes of Good Programmer

1)      Their first priority is to understand what needs to be done from business perspective. And try to visualize and understand all business cases before starting with coding.

2)      They declare variable names, function name, file name which are meaning full. They avoid declaring variable with name “i” or ”j”.

3)      They prefer code re-usability.

4)      They write optimized code. Every server side API written should give results in less than 1 second. Every UI page should be rendered in max 3 seconds.

5)      They Unit test code properly before confirming to manager that functionality is done from their side.

6)      They are focused on writing code which other programmer can understand.

7)      They communicate and discuss with fellow programmers before updating their code.

8)      They are always focused on learning new ways of writing better code. They read a lot on software architectures, blogs of successful programmers. They remember which code of their was written poorly or needs improvement and do required improvements.

9)      When functionality/code they have worked on is NOT working, they do NOT blame fellow team-mates or say it’s working on my local environment.

10)   They are always focused on how they can improve their productivity. Which tools can help them in achieving that or at what time of day they are productive? Remember, coding need a lot of focus.

Attributes of Bad Programmer

  1. They write code which needs rework again and again to achieve the desired functionality.
  2. They DO NOT unit test the code properly.
  3. They write code which takes minutes to load UI page or API to respond.
  4. They don’t think while writing code that what will happen when my code will be used by 10 thousand, 1 lakh or 5 lakh people.
  5. They write same lines of code in every file. I mean they duplicate code.
  6. They keep thinking about how to achieving the functionality rather than just getting their hand dirty with coding.
  7. They expect some 100 page document on required before starting with coding. Waterfall model days of development are over. Product needs to be shipped fast to customers.
  8. They are not good team players. By this I mean they don’t talk before editing code of fellow programmers. They avoid talking to manager about the problems they face. They want to solve all complex problems on their own rather then discussing and taking help from fellow team-mate.
  9. They give estimates on new feature or enhancement without properly understanding how it will be achieved or in what shape current code is.
  10. They become arrogant and egoistic once they master one skill/programming language. They start believing that organization or company is running because of code they have written. They stop learning.

Cheers,

Vikram

How start-up winning team looks like

Team is one of the most important aspect and reason of start-up success and failure. Many founders fail to find right team members or start-up team parts away after working 3 to 6 months. At a same time many founders start their entrepreneurial journey by assuming that they can do everything and they don’t needs other people to succeed. This is a completely flawed assumption at your end. It’s a complete team game and not an individual show.

Per my experience working with-in start-ups, following are the attributes of a winning team:-

  • They have a clear leader: – Though 3 to 4 people have started working together, there should be one leader. Leader’s responsibility is to take all of them along in this long journey. He communicates with each team members continuously. Leader looks at points which can lead to conflicts within team and resolve them. Leader communicates and discuss long term vision to each founding team member day in and out and how possibility they will reach their.
  • They all respect and trust each other: – Building trust and respect with each other takes time. And special efforts are required from each of the founding team members to enhance the trust. Talking frequently, spending more and more time with each other helps in enhancing the trust.
  • They all have complementary skills: – When complementary skills are there in the team, each of the team member’s knows what they are responsible for. This leads to lesser conflicts within the team and brings in more focus.
  • Everyone willing to share the pie of wealth with others (if at all its generated down the line). Winning team members understand that sharing wealth will lead to creating a larger impact for themselves, for society and world.
  • There is no one who is bossy or dictator: – Many founders are inspired by Steve Jobs thinking that being bossy help in getting success. Understand that you are not Steve but you should be learning from Steve Jobs. Being bossy turn off people and creative negative work environment. Be humble and be yourself.
  • Every team member takes decision based on data rather than emotions or egos.
  • Team is focused on market need, customers and cash all the time:- Winning teams are always focused on what are the gaps in market, how they can fill that gap quickly , how they can reach out to early adopters/customers, how they can learn from customers what they want and how they can keep low cash outflow and can enhance revenue inflow.
  • Sense of urgency is missing is either of team members: – Start-up is all about executing and executing it fast enough. If any of the team member don’t understand this, your are best candidate to get listed in list of failed start-ups.