Performance Management: Delivering results with OKR

Google and Microsoft are using OKRs to help companies innovate. Learn to use OKRs so that supervisors can manage employee performance and get their teams to work together to do what matters most.

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Objective-and-Key-Results

Defining key objectives for superior results

What is OKR? Objective-and-Key-Results is a performance management system used by teams large and small to achieve stretch goals through a framework of regular review, feedback, continuous learning, collaboration, and problem solving.

Objectives must be clear, inspiring, and time-bound. Key-Results quantify objectives and break them down into specific metrics that measure their achievement.

Learning Objectives

Set clear and important goals

Setting OKRs helps the team understand the overall direction of the company and the importance of their own work, so that team members can decide their work priorities without the need for supervisors to interfere in everything - the team has a sense of autonomy, and their motivation and efficiency will increase.

Improve team reliability

According to Google's Re:work study, team members' understanding of the company's performance expectations is a key to performance, and OKRs help make team structures and functions transparent and enhance team reliability.

Complement original management tools with OKR

Corporate teams often have existing performance management tools, such as KPIs, and OKRs are not intended to replace these tools, but rather to provide supervisors with a set of tools to track performance and help employees achieve their goals.

Session Rundown

  1. 1
    What is OKR?

    OKRs start with a corporate goal, which must be ambitious. Each department should set its own departmental or personal objectives (Objectives) for the corporate goals, but they must be related to the corporate goals. Department heads need to establish measurable Key Results for these objectives. The purpose of Key Results is to let employees know whether they have achieved their goals.
  2. 2
    Use OKR to set challenging development goals for your team

    The Zone of Proximal Development theory states that to help a team grow, it is important to set goals that are just the right level of difficulty - new goals that are difficult for members to accomplish alone, but can be accomplished through guidance. This session introduces Scaffolding Theory, a method for helping teams achieve stretch goals over time.
  3. 3
    The Psychology of Goals, Review and Feedback

    Once key objectives are defined, they must be executed consistently. During the training, supervisors will learn the skills of tracking progress and giving feedback in a Radical Candor manner. At the same time, the course will analyze successful cases of OKR application in companies such as Google, so that supervisors will understand the keys to developing OKRs and be ready to apply them in their own teams.
  4. 4
    Learn to apply and develop team OKRs

    In the final part of the course, supervisors will develop OKRs based on their team's goals and apply the knowledge to their business.

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Trustable L&D partner, knowing how to foster growth & resilience in corporate culture.


Our DSG Learning Society finds Peter Chan’s sharing on growth mindset an inspirational one. What makes him stand out as a trainer is that the examples he shares are very relatable to both personal & professional life. He has a good sense of humour too. All these add up making him a trustable L&D partner, knowing how to foster growth & resilience in corporate culture

Joanna Wong

Head of Human Resources &

Real Estate

DSG Energy Limited

"Numerous reflection point which promoted attendees to think deeper."


Our team had the opportunity to attend a workshop on skills for handling clients. Peter has demonstrated himself as a dedicated trainer and consultant with great understand of client needs and had in-depth preparation. His workshop was highly interactive and inspiring, with numerous reflection point which promoted attendees to think deeper. Our team thoroughly enjoyed Peter's workshop.

Christopher Yip

Head, MBA Career & Alumni Development
HKUST Business School (MBA)

"The training session is simply captivating... offer applicable advises based on a psychological approach."


Very skilled at understanding what are client’s training needs and the training session is simply captivating. What’s more, he always keep in mind what behaviours and mindsets need to be changed for the audience and offer applicable advises based on a psychological approach.

Kenneth Lee

Supervisor (Innovation and Creativity)

The Hong Kong Federation of Youth Groups (HKFYG)

FAQ

What is the difference between OKR and KPI?

OKR is not a metric for evaluating employee performance, although, like KPIs, both emphasize key results that can be measured, and KPIs have been heavily criticized in recent years because they have the potential to cause employees to place too much emphasis on achieving metrics while neglecting the real goals of the company, thus creating a cobra effect and putting the cart before the horse.

OKR does not require employees to achieve 100% of their KRs; OKR strategies expect employees to achieve only 60-70% of their KRs at each cycle review. OKR is not a system for measuring employee contributions and is inherently different from KPIs.

Do you have an OKR example for reference?

Below is an example of an OKR that can be used by the marketing department.

Objective: To improve the effectiveness of corporate Instagram
Key Result:
30,000 followers
50% of the total number of likes per post
Because on average, each post or limited-time event attracts 10 private message replies
Keep sharing 1 Infographic per week
Here is another example of OKR for the administration department.

Objective: To promote a new electronic management system among employees
Key Result
All employees started to use the system within 3 months
Satisfaction rate of colleagues with the system is more than 90%.
Reduced misunderstandings in departments due to progress to 0

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