Evaluating the Company’s Staff in the Context of the New Socioeconomic Reality: The Implementation of the OKR System

Abstract

In the context of the new socioeconomic reality, there is an urgent need for effective instruments for managing labor productivity, because measuring efficiency in order to respond in time and eliminate shortcomings is the basis of most processes. The aim of the article is to study the systems of personnel evaluation: OKR, МВО, KRI, based on the process of targeting; their delimitation, allocation of advantages and features of application. The necessity of transition to more effective instruments for managing labor productivity in the context of the new socioeconomic reality is substantiated. It is proposed to understand by OKR not just a method of evaluating the company’s staff, but rather a certain management system that allows to focus the team’s efforts on distinguishing and implementing the main and most significant individual goals through the prism of the strategic vision of the development plus the goals of the whole company. The main components of OKR are singled out and characterized: strategic vision, individual goals, action element or initiative and key results. The basic principles of the OKR system are formulated as follows: publicity and accessibility, ambition, concentration on the most important goals and objectives, quarterly basis, key results, systematic feedback, lack of attachment to motivation in the company. The advantages of OKR are distinguished from other staff evaluation systems.

Keywords

• kri
• мво
• okr
• staff evaluation
• targeting
• socioeconomic reality.