Performance management for jewellery showrooms

KRAs for the counter

Pick goals the executive can move and measure them from billing and stock records. Grams sold and diamond value sold show selling; making charges collected against the list rate show discount control; conversion of walk-ins to bills shows skill with families; zero variance at the closing count shows discipline. Weight selling goals high, but never so high that stock discipline stops mattering, because one shortage can wipe out a month of good selling.

• Grams or value sold against target
• Making charges held against the list rate
• Walk-in to bill conversion
• Gold scheme enrolments and renewals
• Counter variance at closing counts
• Customer feedback and repeat buyers

KRAs behind the counter and in the workshop

Stock controllers are measured on daily tally accuracy, audit findings, trays issued and returned on time, and tag and label accuracy. Cashiers are measured on billing errors, cash variance and complete customer records on high-value bills. Karigars are measured on pieces finished against plan, rework or rejection rate, and metal loss within the limit agreed for each type of work, while the workshop head carries delivery dates on bridal orders. These numbers come from the stock register and the workshop register, not from sales reports.

A weighted example

Each goal in ZeniaHR gets a weight and one of five types, KPI, OKR, KRA, competency or task, and weighted progress is calculated per person from those weights. For a sales executive: grams sold 35, making charges held 20, conversion 15, scheme enrolments 10 and counter variance 20. If she fully meets grams sold and counter variance, reaches 70 percent on making charges, 80 percent on conversion and 50 percent on enrolments, her weighted progress is 35 + 14 + 12 + 5 + 20 = 86 percent. The review then turns to discounting, where she gave away more than the list allowed.

Review rhythm and recognition

Run a monthly cycle for sales staff and compare each festival month with the same festival last year, not with the month before it. A quarterly cycle suits managers and the workshop head. Increments follow the annual cycle, while joiners pass through a probation cycle, scored from 1 to 5 by the showroom manager before confirmation. Praise matters too: a Customer first badge for the executive who spent two hours helping a bride's family choose a set, with the monthly leaderboard shared across showrooms.

How to set it up in ZeniaHR

1. Create monthly cycles for sales staff, quarterly cycles for managers and the workshop head, and an annual cycle, each on a rating scale.
2. Add weighted goals per person: grams sold, making charges held and counter variance for executives, rework and metal loss for karigars.
3. At each cycle close, read every employee's weighted progress along with the cycle summary.
4. Send each joiner's probation review to the showroom manager in My Team for a 1 to 5 rating.
5. Give praise badges for service moments, and share the monthly leaderboard with every showroom.

Read more about performance in ZeniaHR.

Roles this applies to

Frequently asked questions