Discuss the factors necessary to successfully tie OKRs to compensation.
What will be an ideal response?
If OKRs are tied to compensation, the following must be kept in mind.1.Clarify expectations. If you intend to reward contributors who go above and beyond to complete their objectives, you must first identify the criteria for outstanding performance versus just completing your OKRs on time.2.Balance aspirational with operational. Some OKRs can be big stretch goals while others can be simply operational. Once you've determined how many of the goals were stretch from stuff that needed to be done, you can determine a ratio and increase people's performance based on work that they did that was a stretch.3.Consider additional performance factors. Hitting your objectives demonstrates hard work, but they do not cover everything that should be rewarded.4.Drive collaboration, not competition. One of the biggest dangers that comes from rewarding people based on reaching their OKRs is that they may focus too much on their individual OKRs at the expense of those of a team or group.
You might also like to view...
The difference between what a guest expects and what the organization delivers is known as a ______.
a. service gap b. service slack c. service failure d. service recovery
An organization should be especially cautious about using MPR when ________
A) the economy is in a downturn and marketing budgets are low B) the firm is concurrently running advertising campaigns C) return on investment is inherently unpredictable D) the message of the firm is not particularly newsworthy E) the public relations function is overseen by the legal department
A company has earnings per share of $8.90. Its dividend per share is $1.40, its market price per share is $105.02, and its book value per share is $81. Its price-earnings ratio equals:
A. 11.80. B. 7.80. C. 8.90. D. 6.36. E. 9.10.
The process of marketing strategy planning is about
A. figuring out how to offer products at the lowest possible price. B. choosing the most profitable market opportunity, regardless of the firm's current abilities and resources. C. narrowing down possible market opportunities to the most attractive ones. D. identifying as many market opportunities as can be imagined. E. creating products that managers like.