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Management by objectives for public relations, which is often difficult to properly design and evaluate. One of the goal management methods, " OKR, " should be noted as a solution to this problem . OKR is a framework that associates organizational goals with individual goals, sets not only quantitative goals but also qualitative goals, and helps to achieve higher goals. In this article, it will explain the flow, merits and precautions of such OKR.
OKR is adopted by various companies, but what is the essence of it? In addition to the meaning of the word OKR, let's check the difference from KGI / KPI and deepen your understanding of OKR.
OKR stands for "Objectives and Key Results". Born in Intel, USA, it has been adopted by companies such as Google and Facebook. Such, the biggest feature of OKR is that the goals of the organization (company) and the goals of the individual are linked.
Three to four result indicators (Key Results) are linked to the company's goals (Objectives), the team's OKR is linked under the KR, and the individual's OKR is linked under that KR. OKR is a framework that emphasizes the united organization to produce results, rather than the individual producing results. Therefore, in principle, not only companies and teams but also individual OKRs are open to the entire company.
Another feature of OKR is that the progress confirmation cycle is short-term. Checking and updating every month or every three months has the following advantages.
Now let's take a closer look at Objectives and Key Results, which are closely related to each other.
O: Objectives
There are five points of Objectives that mean GOALS.
[Points of Objectives]
The purpose of Objectives is to be exciting and motivating. Therefore, you should stretch a little and set a qualitative goal that is achievable but the achievement rate is settled at about 60 to 70%.
KR: Key Results
Key Results is an index to measure how many Objectives are achieved. Contrary to Objectives, being quantitative is of utmost importance. Since Objectives are qualitative, the achievement rate is difficult to measure, and Key Results are required to embody the achievement rate. What number should be achieved to determine that Objectives have been achieved?. Let's set Key Results with that in mind.
[Points of Key Results]
KPI (Key Performance Indicator), which has been introduced by many companies among the goal management methods. At first glance, it's the same goal management method, but OKR has properties that are significantly different from KPIs and KGIs (Key Goal Indicator) in terms of "purpose of introduction," "range of sharing goals," "frequency of progress confirmation and evaluation," and "required achievement rate".
Public relations work that covers a wide range of areas such as corporate public relations, service public relations, and recruitment public relations, but has a certain degree of difficulty in setting goals and evaluating. Many spokespersons are wondering or worried about what they should do in their day-to-day work or whether the evaluation of the results is appropriate. However, there are merits in setting OKR because of such public relations.
The first advantage is , OKR is a framework that includes both qualitative and quantitative. In public relations work, although exposure to the media can be measured quantitatively, it is often necessary to make a qualitative evaluation such as "what kind of corporate image was fostered through that exposure."
OKR has a structure in which Objectives is a qualitative goal and Key Results is a quantitative goal, so even if you set a qualitative goal such as "to solidify the corporate image of XX in the industry", the key results of the quantitative goals under it which the degree of achievement can be measured by.
This leads to appropriate evaluation of both qualitative and quantitative.
The second advantage is that company goals and individual goals are linked. In many cases, the cause of public relations work lies in solving corporate issues. Therefore, it is indispensable for public relations to design what kind of goal the company is aiming for and what kind of public relations activities should be carried out to achieve it.
However, if the company's goals and public relations goals are separated or independent, it becomes unclear what the public relations activities are for and whether they really lead to the solution of corporate issues. It is not uncommon. Especially in the case of so-called "one-person public relations", such a hesitation may be strong.
Since OKR always links company and individual goals, it has the advantage of not losing sight of goals and actions necessary to achieve them.
The third merit is that it is easy to turn PDCA and adjust goals. In the case of a “keep-decision” goal, the longer it takes to check progress and look back, the easier it is for work to become vague or stagnant.
However, OKR is a framework for checking progress and reviewing goals every 1 to 3 months. This fast cycle has the advantage of making it easier to adapt to changes in the market and allowing you to adjust your goals appropriately if your achievement rate is poor.
The fourth merit is that you can make room for growth toward achieving your goals. In goal management, "too low goals that can be achieved with certainty" and "too high goals that can never be achieved" do not contribute to the growth of the company or individuals. It is important to set an exquisite level of goal, "If you do your best, you will be able to achieve it."
At OKR, we set "stretch goals (a slightly higher goal that you may be able to achieve if you do your best)" with the aim of achieving an achievement rate of about 60 to 70%, this leads to the habit of aiming for higher heights.
The fifth merit is it will be an opportunity for the whole company to understand the work of public relations. There are many underwater preparation jobs, and it is often said that "I don't know what I'm doing" is a public relations job.
Therefore, "individual OKR is disclosed to the whole company". Even if the goal is open to the public, it will be much easier to gain understanding from those around you. In addition, since we can grasp the OKR of other business divisions and members, we may be able to collaborate to achieve each other's OKR.
So far, we have confirmed the basics and merits of OKR. So what steps should public relations take when actually setting OKR? Introducing the basic flow of public relations OKR setting.
As I have repeatedly mentioned, OKR is always linked between organizations and individuals. Therefore, first check the OKR of the "company" and "department / team", which is the higher level of the spokesperson.
Next, set Objectives. Objectives need to be "qualitative and exciting and challenging goals", so be aware of "a little higher". Whether it's one-person public relations or team public relations, think of it as a "goal that motivates all members."
The last thing to set is Key Results. Key Results need to be quantitative, as opposed to qualitative Objectives. Also, since it may not be possible to properly measure the achievement level with just one, it is also important to associate 3 to 4 Key Results with one Objective. On the other hand, be aware that too many Key Results can lead to more issues and disrupt team communication.
OKR that neither too high nor too low goals should be set. "SMART" is what we want to incorporate in order to set an exquisite and appropriate goal that "if you do your best, you may be able to achieve it."
"SMART" is a framework that clarifies what, when, and how to achieve goals. This will not only make it easier for you to take the initiative to achieve it, but it will also help you set goals that are easier to evaluate objectively.
[SMART]
Let's take a look at the points to be noted again. It would be nice if we could design a more meaningful OKR by firmly holding down the precautions.
OKR is just a framework of "goals that can be achieved if you do your best". Therefore, the achievement rate does not have to be 100%, and for Objectives, if the achievement rate is about 60 to 70%, it is evaluated as an "appropriate stretch goal". Even in public relations OKR, do not set a goal that will achieve 100% achievement rate, but set a slightly higher "stretch goal".
In OKR, "maintaining the status quo" is a too low goal. Goals that are too low cannot contribute to the growth, communication, and productivity of companies and individuals. The purpose of OKR is to promote team communication and brush up daily moves with exciting slightly higher goals. Don't be content with maintaining the status quo and set stretched goals.
You need to show that your goals at OKR are necessary, or valuable, for your business to grow. Otherwise, you may not be able to allocate the resources you need. Therefore, it is important to set valuable goals while being aware of the connection with the OKR of the companies and teams at the upper level.
When deciding on Key Results, it's important to include everything you need to achieve for your goals/objectives. If there is any omission in the content, you may have troubles such as Key Results being achieved but Objectives not being achieved, or it cannot be determined whether they are achieved. Also, be aware that if there are any omissions in Key Results, you may not notice any delays in the schedule for achieving OKR.
Public relations, where goals and results tend to be ambiguous, because it is difficult to see the preparations up to the release, or because the business area is wide. In this article, the goal management method " OKR " that such public relations should definitely adopt .
Proper goal design and management are essential for better results. Also, in order to support the foundation of corporate activities, such as corporate public relations, service public relations, and recruitment public relations, it is necessary to have public relations goals that are close to the goals of the organization. OKR, a framework that covers them, can be said to be perfect for public relations.
Please refer to this article and work on the optimal goal design for each organization or team.
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