1. OKRs should not be used as individual targets
It is almost always advised against using OKRs when setting individual targets and evaluating employees. I think this is a hasty conclusion and believe that this is different for each organization. OKRs are there to stimulate, align and focus on progress across the organization. Providing OKRs with high priorities can ensure that employees achieve goals.
Each OKR is assigned a team that is responsible for achieving the result. By giving this team individual targets that do not align with the OKRs, there is no focus anymore. You expect employees to work on achieving the OKRs and the individual targets at the same time. The fact that they are assessed on all these aspects, but are not involved in decision-making, can be frustrating. In order to maintain the balance, it is best in this case to align a large part of the individual targets with the OKRs.
Keep in mind that OKRs are meant to foster collaboration, not to create a sense of competition. Therefore, you should be careful that aligning OKRs
2. Use the associated tools
As soon as you type OKRs into Google, you will find a huge range of tools and software that help you implement OKRs in an organization. But the OKR framework is meant to be simple and clear. guatemala phone country code I believe that new tools actually make implementation harder. The point of implementing OKRs is to make them part of the employee workweek. It has to become a habit to regularly check the OKRs and evaluate the process. Having to learn how to use a brand new tool only makes the barrier to acceptance higher. Excel or Google Docs will suffice in the beginning.
Additionally, Excel and Google Docs offer the ability to customize each tab for a specific team or employee, giving you more flexibility to find a way that works for you. They’re also easy to share with everyone involved. So, get used to the concept of OKRs before you consider using a new online tool.
3. Define an equal amount of OKRs by both management and the rest of the organization
To avoid it becoming a management party, it is important to have a balance between OKRs defined by management and by the rest of the organization. For maximum impact, I definitely agree with this point. However, you should not strive for this in the beginning. Implementing OKRs can be an overwhelming process. Therefore, it is very important that the implementation is done gradually to avoid chaos.
Don’t implement OKRs across the entire organization at once. Start with the management team or a few departments, and then introduce them to the rest of the organization after the process has been fully optimized. Take your time to introduce it, and gradually reduce the percentage of OKRs defined by management.