Rather than using OKRs as the deciding factors to arrive at final performance score, OKRS should be used to continuously ensure progress. KOKRs should be dynamic and aspirational. They are a tool for a process of continuous refinement and improvement.
The OKR framework even allows for different cadences across the organization. Some teams would require a monthly review whereas others a quarterly cadence review would suffice. The cadence review provides a platform for teams to discuss and analyze which initiatives/key results are working, and which are not. The OKRs for each cadence should be built from the achievements and lessons learnt in the previous review.
Goal cascading is another feature that works well in the OKR setup. This is because cascading helps achieve one of the biggest aims of OKRs – Organizational alignment and communication. This way, every employee’s goals connect to higher level goals. Goal cascading, therefore, adopts a top-down approach. Typically, the CEO or any other high-ranking employee will set the company’s objectives and the associated key results. The next level of executives will identify which of the company objectives will their team be responsible for the set, relevant OKRs. This process iterates until all individual OKRs are aligned to the company’s OKRs.
Regular check-ins are also a process that adds to the success of the OKR framework. Regular evaluation to check if the goal is on track, reflection on the learnings, and setting the priority for the future is decided in these check-ins. Similar to the cascading process, check-ins also ensure everyone in the team is working towards achieving the same goal.