INSTRUCTIONS FOR PRACTICE OF OKR MANAGEMENT SYSTEM IN HOA BINH MINH SYSTEM
Updated: 24/2/2022 | 2:21:56 PM
The OKR training program is one of the important responsibilities for 2022, as indicated by the Group's Board of Directors at the start of the new year's progress meeting. This work entails reorganizing the organizational model, reviewing and fine-tuning human resources, and implementing digitalization in management and administration in accordance with particular processes and systems from the Group to companies, branches, dealers, and stores.
The purpose of this training session is to help the leaders of the member units improve their understanding of OKR and the benefits of OKR, as well as to assist the internal staff in connecting the Group's, each company's, and each department's common goals.
Bui Minh Luc, General Director, emphasized the importance of implementing the OKR management system and outlined the objectives of each department and unit. According to him, the conversation will lead to agreement on important goals and tasks, and then particular solutions for each month and period will be developed. The General Director also asked the departments and member units to provide solutions, as well as help and directly implement the actions necessary to meet the Group's Board of Directors' objectives.
The Group's Board of Directors and member units attending the OKR training session
The benefits of OKR
OKR stands for Objectives and Key Results. This is a management method applied by large enterprises to link specific goals with general results.
OKR is a management method that actively supports in connecting and increasing the working productivity of each individual, each department and each member unit associated with the Group's common goals. With this close internal cohesion, the Group's Board of Directors, member units and departments can ensure that everyone shares an orientation; Identify key objectives for each level of organization to focus on developing implementation measures; Increase transparency and cohesion when individuals grasp the common work; Employees can be proactive in taking measures to complete and monitor work results; Measure the extent to which the goal is achieved.
OKR, according to Mr. Bui Quang Minh, Director of the Group's Office, honors activity, and the most significant aspect of OKR is leadership consensus on a shared purpose. The members will next work together to devise strategies for achieving the goal. Depending on the business model, the goal may be adjusted. For example, this year, the automobile categoty’s goal is about the market share and customer satisfaction, but next year it will be about sales. It is critical that the aim be addressed and created properly by the Board of Directors of the automobile company.
So, OKR is a reflection of the wishes of an organization or an individual. OKR focuses on answering two questions: What is Objective? And what measures to achieve Key Result?
Mr. Ho Hoai An, the Planning Board's Head, presented an easy-to-understand example: If our aim is health, we must create particular indicators for meals, preferences, rest, and fitness. We must establish Control Points for total calories consumed and expended, salt, sugar, water, and starch intake, total steps taken, and total exercise time. Weight, blood pressure, and blood cholesterol will be the key results of the Health Goals. If the result is not as expected, the Control Point's output/input is adjusted to meet the Health Goals.
To properly utilize OKR, each individual, department, member unit, and Group must have a clear plan of what has to be done in the Key Result Control Points in order to meet the stated Objectives. In fact, this is the primary issue with the OKR management method.
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