Clara Cyntiarini Wijayanti

What are OKRs?

Objective Where to we need to go? Start with Verb Something that we want to achieve
 What are OKRs?

Objective Where to we need to go? Start with Verb Something that we want to achieve

How will you know you’re Something that we can measure if

Key Result Contains Measures
getting there? our objective is achieved or not

Value-based (measure the outcome of

A V V
activities)

Activity-based (measure the completion of

V A A
tasks & activities)

V
 What are OKRs?

Objective Where to we need to go? Start with Verb Something that we want to achieve

How will you know you’re Something that we can measure if

Key Result Contains Measures
getting there? our objective is achieved or not

Value-based (measure the outcome of

A V V
activities)

Activity-based (measure the completion of

V A A
tasks & activities)

What will you do to get Describe the work required to

Initiatives Start with Noun
there? achieve the KRs
Stretched Goals
 OKRs vs KPIs

OKRs KPIs
Based on discussion/personal interests (bottom-up) Based on assignment/upper level & JD (top-down)
Changed quarterly (easy to change) Changed only if required (hard to change)
Reviewed bi-weekly Reviewed quarterly
Has 3-5 KR per Objective Has 2-3 KPI per Objective
Designed to be stretched, ambitious, innovative Designed to be realistic
60 – 70% achievement is good 100% achievement is possible & encouraged
Transparent for all employee Not transparent
Focus on end result/outcome Focus on process/activity
Encourage collaborating target Not encourage collaborating target
Motivation tool (goal management framework) Performance evaluation tool
Growth oriented Output oriented
OKRs and KPIs Integration
 Hybrid System Implementation

Drivers from top management Drivers from employee

OKRs KPIs

KPIs OKRs
 OKRs vs MBO

OKRs MBO
Reviewed bi-weekly/quarterly Reviewed yearly
Transparent for all employee (public) Not transparent (private)
Bottom-up/sideways approach Top down approach
60 – 70% achievement is good 100% achievement is possible & encouraged
Not linked to compensation Linked to compensation
 OKR Hierarchy
Mission &
Vision

Corporate Corporate
Objective Objective

Initiatives
Key Result Key Result
Initiatives

Department
Objective

Initiatives
Key Result Key Result
Initiatives

Employee
Objective

Initiatives
Key Result Key Result
Initiatives
 OKR Hierarchy
Mission & Maximum 5
Vision Objectives;
Should be stretched

Corporate Corporate
Objective Objective

Initiatives
Key Result Key Result
Initiatives

Department
Objective

Initiatives
Key Result Key Result
Initiatives

Employee
Objective

Initiatives
Key Result Key Result
Initiatives
 OKR Hierarchy
Mission & Maximum 5
Vision Objectives;
Should be stretched

Corporate Corporate
Objective Objective

Initiatives
Key Result Key Result
Initiatives

Department 3-5 KRs;

Objective Should be measurable &
reflect the outcome

Initiatives
Key Result Key Result
Initiatives

Employee
Objective

Initiatives
Key Result Key Result
Initiatives
 OKR Hierarchy
Mission & Maximum 5
Vision Objectives;
Should be stretched

Corporate Corporate
Objective Objective

Initiatives
Key Result Key Result OKR results can be
Initiatives
based on:
Department
Objective
3-5 KRs;
Should be measurable &
• Growth
reflect the outcome • Performance
• Revenue
Initiatives •
Key Result Key Result Engagement
Initiatives

Employee
Objective

Initiatives
Key Result Key Result
Initiatives
OKRs Template
OKRs Lifecycle
 The Value Added vs The Challenges

The value added by OKRs Challenges in working with OKRs

Purpose Attainable vs stretched objectives
Transparency Relevancy
Alignment Alignment
Focus Measurability
Prioritization Objectivity of the employees
Improvement
Accountability
Employee engagement
Collaboration
Continuous learning
Governance
 OKRs Typology
Aspirational

Stretched goals

Strategical Tactical

Committed
 OKRs Typology
Aspirational

High level, long term Stretched goals

Operational, short term
OKRs, directly linked with
OKRs, contribute to
the organization mission;
strategic objectives;
applied in organization,
applied in departments,
strategic/large
teams/employee level
departments
Strategical Tactical

Committed
 OKRs Typology
Inspirational, higher risk, innovative,
create impact outside day to day Aspirational
activities, challenging to achieve,
don’t trigger negative repercussion
if they are not fully achieved (75%)

High level, long term Stretched goals

Operational, short term
OKRs, directly linked with
OKRs, contribute to
the organization mission;
strategic objectives;
applied in organization,
applied in departments,
strategic/large
teams/employee level
departments
Strategical Tactical

More operational, linked

with day to day activities,
Committed should be 100% achieved
 OKRs Implementation

General Organizations Innovative Organizations Governmental Entities

Approach on setting OKRs Systematic Less systematic Systematic
Aligning approaches Both bottom-up & top- Focus on bottom-up Focus on top-down
down
Aspirational vs committed OKRs at More committed More aspirational More committed
employee level
Progress achievement Might be higher Might be lower Might be higher
% of projects based KRs compared Lower Higher Lower
to performance indicators
Change of implementing a hybrid Higher Lower Higher
system, not based solely on OKRs
 OKRs Review Process

• Formal discussion to
revise quarterly results
• Showcases: achievement,
changes, personal
improvement,
refinement of next
quarter OKRs

• Formal/informal discussion • Formal discussion to

between individuals & review yearly
managers achievement
• Fosters: open communication • Showcases
& feedback, on time changes, misalignment
fast solutions, support, • Helps in refinement of
flexibility next quarter OKRs

End Year Evaluation

OKRs Review Process

Decision making process:

• Based on discussion
• The basis for initiative OKRs refinement basis:
formulation • Last quarter OKRs and
• Followed by actions their results
• Focused on improving • Next quarter priorities
the results • Job description
• A continuous process, • Personal projects
being made after each
review session
Improve children satisfaction
6750 healthy
reindeers are
ready to pull
Santa’s sleighs

526mio
Christmas gifts
are prepared by
Oct 2019

Investigating whether
children are naughty
or nice by Nov 2019

750 sleighs are

ready to deliver
the gifts

25% productivity
increase of elves

Production
Training
Improve children satisfaction
6750 healthy
Stretched goals
reindeers are
ready to pull
Santa’s sleighs

526mio
Objective Where to we need to go? Start with Verb
Christmas gifts
are prepared by
Oct 2019

Investigating whether
children are naughty
or nice by Nov 2019

750 sleighs are

ready to deliver
the gifts

25% productivity
increase of elves

Production
Training
Improve children satisfaction
6750 healthy
Stretched goals
reindeers are
ready to pull
Santa’s sleighs

526mio
Objective Where to we need to go? Start with Verb
Christmas gifts
are prepared by
Oct 2019

How will you know you’re

Key Result Contains Measures
getting there?

Investigating whether
children are naughty
or nice by Nov 2019

750 sleighs are A V V Value-based

ready to deliver
the gifts

V A A Activity-based

25% productivity
increase of elves
V

Production
Training
Improve children satisfaction
6750 healthy
Stretched goals
reindeers are
ready to pull
Santa’s sleighs

526mio
Objective Where to we need to go? Start with Verb
Christmas gifts
are prepared by
Oct 2019

How will you know you’re

Key Result Contains Measures
getting there?

Investigating whether
children are naughty
or nice by Nov 2019

750 sleighs are A V V Value-based

ready to deliver
the gifts

V A A Activity-based

25% productivity
increase of elves
V

What will you do to get

Initiatives Start with Noun
there?
Production
Training
 Let’s Try!

Create personal OKR:

• 1 Objective
• 3 KRs
 Action Plan

• Present OKR methodology to my colleagues - done in 14 December 2019

• Implement OKR concepts in my function (OD & Planning Department) for Performance Management
2020 - in progress

No Key Result Progress Accountable Data Source Comments

Objective: Implement HR Digitalization

1 390 positions have been mapped in 50% Clara

competency platform (SpotMentor)

2 OD Process Automation (RPA) is 0% Clara

developed by May 2020
3 60% utilization of Trello 5% Cyntia
Thank you!