Translated from Português (Brazil) • View original What do employees gain from the implementation of these new values in the company?
The OKRs (objectives and key results) methodology is always associated with increased results, quarterly reviews, alignment between leaders and employees, transparency of strategic planning, and the goals that the company seeks to achieve. All these points are based on establishing a certain organization. Companies want to have better revenues, reduce expenses, improve the quality of customer service, or even become a solid brand. But what can employees gain from this? What does an employee seek from adopting the methodology?
OKRs are a new model of managing not only goals, but also people.
First, we need to think that OKRs are a new management model not only of goals, but also of people. Everyone starts to work results-oriented and no longer activities, so we need to think that the company's culture also needs to adjust. Another important point is in relation to not achieving goals. What happens when an employee does not deliver an OKR? The methodology does not seek punishment, but rather to understand what were the lessons we learned from the OKRs of the last cycle. With that, for OKRs that were not successful, adjust, or even leave aside such OKR. When transitioning from a traditional culture to an agile culture, it is essential to address all the above issues, so that the employee feels comfortable working with OKRs.