Goal-Oriented
Performance Enablement
Sears
– 8,5% increase in Sales – 26% increase in Revenue
– 11,5% overall performance improv ement
– Use OKR’s since 1999
– Grew from 40 to 60 000 employees – 10X Growth many times over LinkedIn
– Propelled to $20 Billion Company Huawei
– Boost performance of the business Others
– GE
– Dun and Bradstreet – ING Bank
Why are we Doing This?
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Why are we doing this? Why is it desirable, or even, an imperative to do it?
We are doing it because, organisations and economies everywhere have suffered severe, and sometimes critical blows as a result of the Covid-19 pandemic. There is hardly an organization that is not licking its wounds and working out ways to recover and get back to being successful.
But there is light at the end of the tunnel. For over 20 years, some of the most successful organisations around the world have adopted Goal-oriented Performance Enablement to drive growth and innovation and remain competitive in this fast-changing, unpredictable business environment.
Now it’s time that we all “followed suit.” We all need to fast-track our
businesses back to growth and success. Cutting costs is a “holding pattern”, not a strategy for success.
Our Goal in making this available to you is to enable you move from Survival, to Stable to Soaring in the quickest time possible.
Program Details
Duration: One day or two half-days Goal: To enable you to decide:
• If this method of PM is right for your organisation
• If it is, enable you to decide how you would like to start We do this by:
• Describing the history of OKRs
• Describe how OKRs are made up
• Describe the OKR Cycle
• Which organisations are using this method
• How different organisations use OKRs and successes achieved
• Going through an exercise to define an OKR
Outcome: Go / Nogo decision
What you will learn:
▪ How OKRs came about (Hint: they have been around for more than 20 years!)
▪ Understand why OKRs are more effective than
“traditional” performance management
▪ How OKRs are constructed
▪ How OKRs are used – the OKR cycle
▪ Which organisations are using OKRs and why
▪ How to define an OKR
Goal-oriented Performance Enablement Program
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What You’ll be Able to Do:
Goal-oriented Performance Enablement
Program ▪ Prepare a Business Case for Goal-
oriented Performance Enablement in your organisation
▪ Integrate OKRs into your existing Performance Management system
▪ Draft an OKR
▪ Set up an OKR cycle
▪ Plan a pilot
How it Works
6 Lessons
– Approx 40 minutes each
Assignments
– To enable you to use the information shared in the lesson – Approx 1 hour each
Lessons
– Lesson 1 – Introduction to OKRs – Lesson 2 – OKR History
– Lesson 3 – Components of OKR
– Lesson 4 – The Link between Strategy and Action – Lesson 5 – Defining OKRs
– Lesson 6 – OKR Exercise
Goal-oriented Performance Enablement - Fundamentals
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The target audience for this program is anyone with responsibility for enabling and managing performance in the organisation, but primarily team leads, line managers, leaders and HR specialists tasked with the responsibility of bringing the business back to productivity and success.
Before the pandemic, the world was reaching the realisation that “old-style”
Performance Enablement has not served organisations effectively. And, this became even more difficult during “lockdown”, and remains a challenge for a remote
workforce.
There is a need for something different, something that actually enables and
measures performance on an ongoing basis, rather than just measuring performance (or lack thereof) after the effect.
That “something different” is Goal-oriented Performance Enablement using OKRs.
And the best part is, it is just as effective with a remote workforce as it is with an in- office workforce – and, you can use it with your existing system for better results
Target Audience
▪ Team Leads
▪ Line Managers
▪ Leaders
▪ HR Business Partners
▪ Talent Management Specialists
▪ Heads of HR
OKR
Lesson 1:
Introduction to OKRs
▪ What are OKRs?
▪ Definitions
▪ Overview
▪ Comparison with "traditional" PM
▪ OKRs and KPIs
▪ OKRs and Balanced Scorecard
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In this lesson we look at OKRs. What is an OKR, what defines an OKR, and a brief overview of OKRs.
We compare OKRs with “traditional” styles of Performance Enablement and we look at how OKRs compare with and can be used in conjunction with organisational KPIs and Balanced Scorecard.
In this lesson we look at the history of OKRs, which is now, amazingly, well over 20 years!
We look at where and how it all started out and which organisations are using OKRs, and why they are using them.
We also look at some case studies of organisations that have successfully implemented OKRs.
Lesson 2: OKR History
▪ How it all started
▪ Who is Using OKRs
▪ Why Organisations Use OKRs
▪ Case Studies
Lesson 3:
Components of OKRs
▪ Objective
▪ Key Results
▪ Metrics
▪ Actions
▪ Moonshot and Roofshot OKRs
▪ Organisational OKRs, vs Individual and Team OKRs.
▪ Do's and Don'ts with OKRs
▪ OKR Examples
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In this lesson we look at how OKRs are made up.
We look at the structure and the different components of OKRs. We then look at the different types of OKR, and at the relationship between team and individual OKRs and organisational OKRs and KPIs – if in place.
We cover some of the Do’s and Don’ts with OKRs and provide some examples of both.
In this lesson we look at the link between strategy and action – the OKR Cycle.
How the OKR cycle is used in organisations, customising the OKR cycle to suite the needs of your organisation, and using the OKR cycle to manage the achievement of OKR and organisational goals
.
We also look at OKR processes and ceremonies necessary to get the most from Goal-oriented Performance Enablement
Lesson 4: The Link between Strategy and Action
▪ What is the cycle
▪ What is Cadence
▪ Using the cycle
▪ Processes and Ceremonies
Lesson 5:
Defining OKRs
▪ Goal Setting
▪ KRs - SMART
▪ Cascading-Organisation, Team, Individual
▪ Cross-functional Integration
▪ Examples
Goal-oriented Performance Enablement - Fundamentals 12
In this lesson we learn how to construct OKRs. We learn the difference between the “goal” and the “KRs”, we learn how to casade and integrate OKRs, and we look at some organisational examples of how this was
achieved.
O
KR KR
In this lesson we put everything that we have learnt into practice and construct an OKR.
Lesson 6: OKR Exercise
▪ Construct an OKR
Virtual
Workshop
▪ Own place
▪ Agreed time schedule
▪ Complete in 1 day
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▪ 6 x +/- 40 min sessions
▪ Case Studies
▪ Duration: 1 day or 2 half-days
▪ Max 12 people
Virtual Workshop
At this stage this is a virtual workshop only
Virtual Workshop. It is live and virtual. There is some pre-program reading and candidates download the assignment which is discussed and completed in the workshop. Candidates attend the workshop and complete the online quiz.
Lesson 6 is completed collaboratively while online.
Assignments are not marked, unless the organisation specifically requests marking. There will be an additional charge for marking.
Other Programs in the Series
Goal-oriented Performance Enablement - Planning
Duration: One day or Two half-days
Goal: Design a plan to implement Goal-oriented PM in your organisation
We do this by:
• Defining what is to be achieved
• Identifying the options
• Deciding on the first pilot
• Deciding on the method (we use Agile)
• Deciding on software to be used
• Deciding on the organisational goal
• Deciding on the team
• Deciding on the time-frame
• Pilot Retrospective
• Lessons learned
• Decide how implementation will be rolled out
• Organisation wide?
• Starting point
• Deciding on software to be used
• Deciding how to integrate with current PM reporting
• Decide on processes and ceremonies
• Drafting and approving the plan Outcome: Implementation Plan
Goal-oriented Performance Enablement – OKR Workshop
Duration: One day or Two half-days Goal: Define quarterly OKRs for a team We do this by:
▪ Going over how OKRs are made up
▪ Deciding the OKR cycle for the team
▪ Deciding on the organisational goal
▪ Training on how to use the software
▪ Facilitating the defining of the OKRs
• Stating the Objective
• Defining the KRs
• Defining the activities
• Getting agreement
• Input to software
Outcome: Quarterly OKRs for a team
Other Programs in the Series
Goal-oriented Performance Enablement – Monitoring and Managing
Duration: One day or Two half-days
Goal: Enable managers to manage the quarterly cycle for a team
We do this by:
▪
Agreeing the cycle and cadences
▪
Understanding the importance of monitoring and feedback
▪
How to give and receive feedback
▪
Training on running daily / weekly checkins
▪
Training on running weekly /monthly retrospectives
▪
Training on running monthly reviews
▪
Using the software for monitoring
Outcome: Managers able to manage an OKR cycle
Goal-oriented Performance Enablement - Fundamentals 16
Goal-oriented Performance Enablement – Accountability Coach
Duration: Determined by project
Goal: Ensure that plan is followed and processes remain on track
We do this by:
▪
Promoting awareness
▪
Boost Ownership
▪
Develop Competencies
▪
Act as a Change Facilitator
Outcome: Management and teams are coached with the right knowledge, tools and training so that they'll be able to use Goal-oriented Performance
Enablement to its full potential
About your Program Facilitator
Gail Sturgess
▪ IT Person by Profession, specialising in Financial Systems and BI
▪ Consult executives and leaders on people development and alignment
▪ Executive Coaching
– Accountability coaching
– Transition to the New Way of Working
▪ Specific focus – People Strategy for creating tomorrow’s workforce today
▪ Passion
– Creating a workplace where people and the organisation grow together and achieve their highest selves
▪ Specialities
– Designing and implementing organisation structures for flexibility and growth – SA and Africa – Designing and implementing career frameworks to develop today’s and tomorrow’s workforce – Risk Management through Succession and Workforce Planning
– New Generation Performance Enablement
▪ Author
– CORE™ Agile People Management – CORE™ New Way of Working Series – Remote Worker Management program – 3-Tier Performance Management
– Goal-oriented Performance Enablement Series
▪ Successfully completed MBA program
▪ Certified Human Capital Strategist
▪ Certified Agile People Coach
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