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Objective Key Results (OKRs)

Principles for setting OKRs (goals)

- Objectives and Results should feel stretching, ambitious and a bit scary

- Maximum 3-4 objectives, with 3 results each

- OKRs must be clearly linked to the overall business / initiative objectives and / or the skills ladder

- OKRs must be mutually agreed between employee and line manager

- Results set must describe outcomes that are measurable (i.e. you can say if you have or haven’t achieved something with some degree of objectivity)

- Use tangible, objective, and unambiguous terms

- The point is to prioritise and deliver results on specific areas rather than try to focus on lots of things

- At least 1 objective should relate to the business initiatives the employee is part of

- The expectation is that you will achieve 60-70% of your stated objectives / results

- Objectives can be continued into the next 6 months if they are still important, results will usually need to change

- Everyone’s objectives are transparent to the whole business (results remain confidential between employee, line management and leadership)

1. Select how many OKRs you are going to input, try and stick to a max of 4 objectives

2. Add your objective Objective title: Use this field to name your objective or come up with a goal objective

e.g. Become recognised as a star performer in the company at delivering presentations

Due Date: Set it a due date for your objective. This should be due before the annual reviews in March

Objective description/results: Use this space to describe your goal e.g.

1. Lead significant sections of 5 client / new biz, 3 internal and deliver 1 solo conference presentation

2. Proactively seek and log feedback from people present at each presentation, including the project lead

3. Research books / articles on doing great presentations and present key learnings in ‘Food for Thought’