“Nobody is clear what they are accountable for.”
KPIs, KRAs and OKRs that make accountability clear
Measures should tell each person what success looks like and tell leaders where to act. Too often they are copied from templates, ignored after appraisal and disconnected from the business plan.
Does this sound familiar?
The signs
- Roles have no measurable outcomes, or too many
- KRAs describe activities rather than results
- Measures are reviewed once a year
- Teams optimise their own numbers at the expense of the company
- Nobody can explain how their KPIs connect to company goals
What it costs
The price of waiting
Accountability that depends on who is asking
Effort spent on the wrong measures
Unfair or inconsistent performance ratings
Slow correction when performance slips
Where it comes from
It is rarely the problem it looks like
An Alignment constraint: business priorities are not translated into a small set of role-level measures and a rhythm that leads to action.
How Manobal solves it
From diagnosis to measurable change
01
Diagnose
Review current measures against business priorities and actual decisions.
02
Design
Write three to five KRAs and KPIs per critical role, linked to company goals.
03
Enable
Train managers to review measures monthly and act on them.
04
Measure
Retire measures nobody uses; refine the rest after two review cycles.
What you get
- KRA and KPI sets for critical roles
- Goal-to-role linkage map
- OKR framework where appropriate
- Monthly review template
- Manager training
Frequently asked questions
What is the difference between a KRA and a KPI?
A KRA (key result area) defines what a role is accountable for; a KPI (key performance indicator) measures how well it is delivered. Good roles have both.
How many KPIs should a role have?
Usually three to five. More than that dilutes focus.
Do OKRs replace KPIs?
No. OKRs set ambitious change goals; KPIs track ongoing performance. Many organisations use both.
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