Key result areas for eight common roles, each with KPIs you can measure. Copy what fits, keep it to three to five per person, and change the numbers to suit your business.
By Muhammad Anas NS, Trainova BS, Trivandrum. Updated 3 November 2026.
A KRA (key result area) is what someone is responsible for. A KPI (key performance indicator) is the number showing how it’s going. So “collections” is a KRA, and “90% of invoices collected within 30 days” is a KPI.
All targets below are illustrative. Set yours from your own recent numbers.
| Role | KRA | Example KPI |
|---|---|---|
| Sales executive | New revenue | Monthly sales against target |
| Sales executive | Follow-up | Leads contacted within 2 hours: 90% |
| Telecaller | Conversations | Connected calls per day |
| Telecaller | Conversion | Leads moved to next stage: 15% |
| Customer care | Response | Enquiries answered within 2 hours: 90% |
| Customer care | Resolution | Complaints closed within 3 days: 95% |
| Accounts executive | Collections | Invoices collected within 30 days: 85% |
| Accounts executive | Accuracy | Books closed by the 5th of each month |
| Office administrator | Records | Any document found in 5 minutes |
| Office administrator | Coordination | Weekly report sent on time |
| Supervisor | Team output | Jobs completed on time: 95% |
| Supervisor | Quality | Rework under 3% of jobs |
| Store or branch manager | Sales and margin | Monthly sales and gross margin |
| Store or branch manager | Stock | Stock variance under 1% |
| HR or office manager | Hiring | Open roles filled within 30 days |
| HR or office manager | Retention | Staff leaving within 6 months of joining |
Want help with this? See KRA and KPI setting.
Common examples: sales revenue for a sales executive, complaint resolution for customer care, collections for accounts, on-time output for a supervisor. Each should have one to three measurable KPIs.
A KRA is what you’re responsible for. A KPI is the number that shows how you’re doing.
Three to five. More than that and nothing’s really a priority.
Team output, team quality, developing people and keeping good staff. For example: jobs done on time, rework rate, one person trained for each critical job, and staff retention.
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