So How Do You Assess Performance and Decide Who Gets Pay and Promotions?
Instead of a one-time performance review event, use continuous conversations to coach and calibrate. Have 1-on-1’s at least twice a month and calibrate on three things: engagement, performance, and alignment.
We use five levels for each and recommend both manager and employee share their view so perception gaps can be addressed quickly. End of the year, your employees had 24 conversations with opportunities to improve and recognition -- it’s more authentic, builds skill, and improves performance. Reviews are simple because the facts are shared, there are no surprises and it is just another in a series of performance conversations.
Quick Tips on OKRs Use
Set only one OKR for the company, unless you have multiple business lines. It’s about focus.
Give yourself three months for an OKR. How bold is it if you can do it in a week?
Keep the metrics out of the Objective. The Objective is inspirational.
In the weekly check-in, open with company OKR, then do groups. Don’t do every individual; that’s better in private 1:1s. Which you do have every week, right?
OKRs cascade; set company OKRs, then group’s/role’s, and then individual’s.
OKRs are not the only thing you do; they are the one thing you must do. Trust people to keep the ship running, and don’t jam every task into your OKRs.
The Monday OKR check-in is a conversation. Be sure to discuss the change in confidence, health metrics, and priorities.
Encourage employees to suggest company OKRs. OKRs are great bottom-up, not just top-down.
Make OKRs available publicly. Google has them on their intranet.
Friday celebration is an antidote to Monday’s grim business. Keep it upbeat!