Does it bother you at work

The key performance disconnects with the target. During the implementation, employees only immerse themselves in their key performance while ignoring the target itself, resulting in employees’ eyes stopping in front of them and their work floating on the surface.

The execution and achievement of goals is often unclear, controversial, cross-team collaboration is difficult, and departments are walled.

It is difficult to track and control the progress of target execution. Once the business is complicated, the team starts to scramble, and it is difficult to focus, identify risks in advance, and adjust in time.

The beauty of OKR’s value

In order to solve the contradictions in management work and adapt to the further improvement of the company’s management system and new ideas, the Objective management tool OKR (Objective and Key Results method) founded by Intel has gradually penetrated into China, and measures the process through Results. Promote the positive collaboration between staff and team, help the organization to achieve goal management, promote execution and collaboration.

OKR is significantly more advanced than the KPIs that have dominated over the past decade. At a macro level, KPI is the measurement within the framework, OKR is a strategic delivery framework, KPI is “what I am asked to do”, OKR is “what I am going to do”; In essence, KPI is the basis and basis for performance assessment of multiple organizations, while OKR is an initiative tool for employees to set goals, plan and manage themselves on the premise of thinking about the overall goals of the team.

CODING OKR helps enterprises to light new value

In order to meet the increasing management demands of enterprises, CODING has conducted in-depth research on the pain points of management by objectives of domestic enterprises. After layer upon layer of polishing, CODING has now launched a new OKR function. The new version of CODING OKR will better help enterprises focus on organizational goals, optimize collaborative experience, stimulate team drive, and promote the full implementation of enterprise management goals.

Flexible period setting

The first step in the launching stage of OKR is to build the OKR special implementation team and determine the implementation process of OKR, and set the cycle according to the business type and pace of the team. Through CODING OKR, the target cycle can be flexibly set and managed. Reasonable cycle will make the target more challenging and better adapt to the changes of the enterprise and market environment.

Precise target focus

The formulation of OKR takes business growth as the goal and company strategy as the direction. It is the result of joint planning by management and employees, and is a combination of top-down and bottom-up.

In the writing stage of CODING OKR, after the management aligns the objectives, it will set clear team objectives according to the overall objectives of the company, create corresponding KR and assign responsible persons and members, and set the weight according to the importance and priority of each KR.

From output to completion, CODING OKR can track the whole process, and the completion degree of tasks becomes data and three-dimensional.Employees can arrange the work according to the weight and priority of the task, while managers can arrange the work according to the weight and priority of the taskTask completion situation is clear at a glance, easily grasp the target progress.

Mission transparency

In accordance with OKR’s principle of openness and transparency, employees, management, and CEO can check the OKR of any member of the company on CODING OKR. Vertically, employees can align themselves upward and think about and make their own personal goals in combination with their superiors’ OKR. Horizontally, employees can know the work tasks of colleagues in departments and across departments, reduce repetitive work, promote and support each other, and thus improve the efficiency of collaboration and communication.

Multilevel target association

Individual goals of CODING OKR can not only be written by members according to team goals, but also assigned by department heads according to the KR of a certain team, so as to achieve a close combination of team KR and individual goals.

Follow up closely

In the follow-up stage, taking CODING as an example, employees will align with the team and direct leadership in the form of weekly meetings, centering on OKR progress, problems and risks, and priority weight. Management, on the other hand, tracks management’s OKR progress in monthly meetings.

Through close progress tracking and timely communication, CODING OKR can help organizations, teams, and individuals maintain consistency, focus on core goals, and build team strength even if there is adjustment of execution strategies. At the same time, OKR’s flexible management by objectives mechanism helps employees to maximize their creativity and initiative in the execution process, and promote the realization of the final goal and the overall progress of the organization.

At the end of each OKR, all staff should review in a timely manner. Through CODING OKR, the achievement of preset goals can be summarized, and corporate managers can clearly view the efforts made by different teams to achieve goals through team goal management.