WPS

WPS has started working with the OKR method since early 2021. "Previously, we worked with a traditional annual plan. Our way of working with goals was top-down structured. For example, goals were set at the beginning of the year by management and presented to all employees. At each quarterly meeting, these goals were evaluated," Shelley says. "Employee involvement in this process was very low. Managers were responsible for the goals, but on the shop floor the goals were not alive at all. Employees didn't know how to make the translation to their personal goals, and so they had no idea what they could contribute to the organizational goals." Time to change that. So 2020 was all about delving into the OKR method at WPS, and starting in 2021, they began to implement it.

Implementing takes time

That implementation of the OKR method takes time. "It is a new way of working, therefore it is difficult to actually integrate it into the daily way of working," Shelley says. According to her, implementing the OKR method is really a learning process. "It takes some time, but you will notice as time goes on that it gets better and easier. Step by step you will get results."

Success Factors

Consistency is a key factor in making the OKR method a success, according to Shelley. "Make sure you keep checking in with each department weekly on goals. In addition, it is good to structurally schedule moments with all colleagues together to discuss the progress of all departmental goals. This provides transparency and focus." Communication was crucial at WPS. "Communicate why you are doing it and how you are doing it. Continuously feedback to employees what you are doing and link the initiatives to the goals. And very important: keep it light-hearted and make it understandable and fun for everyone. For example, we don't call it the 'OKR method' internally, but simply 'our quarterly goals'. In addition, we compare our quarters to a soccer game and start each quarter with the kickoff. And if we won, we celebrate our successes together."

Increased focus, alignment and engagement

Six months after starting with the OKR method, Shelley already dares to draw tentative conclusions. "We see that goals are clearer for employees and that there is more alignment and focus. All of this leads to higher employee engagement regarding goals. We now set our annual goals together at the beginning of the year and we translate them into departmental goals each quarter. Because the annual goals are broken down into measurable results per quarter, progress becomes much more transparent. It also makes it easier for employees to determine what actions they need to take so that we can achieve the annual goals together. By checking in with each other weekly, we keep each other on our toes, make sure we don't lose sight of the goals and can make adjustments when necessary." And the numbers don't lie either at WPS. "During our work happiness measurement, we asked employees for their opinions about the new way of working. When asked whether organizational goals are clear, 76% of employees answered 'yes'. Six months before, that was only 56%."

More responsibility with employees

Still, there are plenty of things WPS wants to get better at. For example, setting goals remains a challenge for many employees. "For many it is difficult to draw up an inspiring 'objective' but then make the 'results' measurable. For example, 'X number of new customers' is very easy to make concrete, but this does not apply to all objectives. In the end it is mainly a matter of 'doing a lot'. The more often you set goals, the better it goes. Discuss this with each other and ask for help from colleagues. A good tip to take into account is to ask yourself two questions. First, what do you want to achieve? And then, to make this concrete, ask: So what? That really helps!"

"There are also gains to be made in translating this into personal goals and giving employees even more responsibility to set their own goals," Shelley says. "We are also in the process of adjusting this in our HR cycle. Ultimately, the goal is for employees to set and/or adjust goals more often, check in more often to monitor progress on their goals, and have more frequent conversations with their supervisor to see what's still needed to achieve the goals. This is because we believe that this new conversation cycle is better aligned with the current way of working within our organization and that it encourages personal growth and development of employees."

Tips for organizations looking to get started

Of course, Shelley also has some tips for organizations looking to get started with the OKR method. "First, it's important to realize that it's a completely different way of working. It is not a method that you just apply overnight. So it requires a lot of commitment from everyone in the organization. Therefore, invest a lot of time in preparation and communication beforehand. For example, before you start working with this new method, it is good to take enough time to learn more about how to set goals. Start actually practicing this. After all, it sounds simple, but it certainly isn't always. A training course, for example, can help you with this. Do not forget to also train managers to apply this method. Another tip from Shelley is to appoint ambassadors. Employees who are the figureheads for this method. "For example, these ambassadors could initiate the weekly check-ins." A final tip from Shelley is to think carefully about a structure that works for your organization. "Every company is different, and you can also put your own spin on the OKR method."