OKR training: the need
OKRs promise alignment and focus. Research on goal setting (Locke and Latham) shows that specific, challenging goals, accompanied by feedback, improve performance. But it only works if those leading the units can translate strategy into clear, measurable goals, and bring them into the teams' work through regular practices.
For HR the question becomes: how do you bring OKRs to many units and countries, with a consistent method, without taking too much time away from managers, while fostering a culture of accountability and participation?
How we worked: implementing OKRs in the company
We defined the implementation strategy and roadmap with the Board of a multinational services company and supported the adoption of OKRs by Management. For the heads of the units and for HR we designed an online training programme, built to keep the time taken away from work to a minimum. These are the advantages of how it is built:
- Little time, a lot of application. About five hours in total, between online sessions and individual work.
- Writing real OKRs, not examples. Guided by the trainer, each participant defines the objectives and key results of their own unit, linking them to the “sense of why” and to the company's priorities. The work done is already a usable result.
- From theory to measurement. The programme clarifies how to measure OKRs, the difference between OKRs and KPIs, how to monitor and update them, and how to have them adopted consistently at the different organisational levels.
- Practices that bring OKRs into the teams' work. Conversations, feedback and recognition, periodic check-ins and review meetings: participants assess which to adopt in their own context to support adoption.
- Ongoing support between sessions. A virtual group on a collaborative platform makes it possible to share doubts and reflections and to receive content and advice while applying the method.
- A handbook that stays. A complete, practical methodological guide, useful as a self-learning tool, as a manual during adoption and as a basis for involving many people through newsletters or the intranet, including those who did not attend the sessions.
The results of the OKR training
- OKR implementation strategy and roadmap defined with the Board.
- Training on the OKR method for the Managers of 8 organisational units, with support in defining each unit's OKRs.
- Managers made accountable for the adoption of OKRs by their units, to align everyone on the same priorities and encourage a cultural shift towards accountability and participation.