Make the annual OKR of human resources department

Our company adopts OKR working method to make work plan and implement follow-up. The human resources department usually has a lot of complicated work, and it is easy to get stuck in the implementation of the work. It is more necessary to use OKR to sort out the most critical goals and focus on implementation.

Being the annual OKR of the Human Resources Department is definitely not something that can be decided by patting the head. It must respond to the company's business needs of the year and the company's future focus.

I first worked out the key problems to be solved and the goals to be achieved by the human resources department of 202 1 company, that is, I made the first edition myself, and then communicated with the heads of various departments to make adjustments. Then talk to the CEO about his expectations and requirements for 202 1 human resources department.

The ultimate goal is to work out a complete annual OKR of the Human Resources Department and the key measures to meet the needs of each KR, and pass the review of OKR planning meeting attended by department heads.

O: Greatly improve the quality of talents in the whole company.

KR 1: the annual turnover rate of core talents (those in the 7th, 8th and 9th quadrants in the talent inventory) is lower than 18% (x employees at the beginning of the year, that is, the number of employees leaving the company in the whole year is ≤X employees).

KR2: The inventory results of personnel in key positions (R&D, products and senior operations) all belong to quadrants 5, 7, 8 and 9, and the coverage rate of reserve talents in charge is 100%.

KR3: 90% and above employees who joined this year are in quadrants 5, 7, 8 and 9 in the talent pool; Take stock of talents twice a year, and plan to eliminate personnel 100%.

O: greatly improve the recruitment efficiency.

Kr 1: 100% Complete the recruitment of strategic key positions on time: XX director, XX senior technology.

KR2: The monthly recruitment completion rate (the number of recruits and the number of employees retained/needed in the current month) reaches 90% or above.

KR3: The average arrival period is controlled at 25 days (the sum of recruitment periods for each position/the number of posts).

KR4: Establish an efficient recruitment team with X people, and each recruiter can achieve the recruitment goal of 100%.

O: increase employee participation

KR 1: the annual employee engagement survey score is above 8.5, and the annual turnover rate (turnover/(number of employees at the end of the period+turnover)) of regular employees who voluntarily leave is below 20%.

KR2: Make OKR of CEO and supervisors at all levels completely open and transparent.

KR3: One-on-one interviews with each employee are held by the Human Resources Department at least twice a year.

O: Improve the management ability of the supervisor and give the company a solid waist strength.

Kr 1: 90% of supervisors belong to quadrants 5, 7, 8 and 9 in the talent pool.

Kr2: 100% supervisor's interview ability is up to standard, and the employment rate of new employees reaches 70% (number of employees hired as regular employees/number of employees on probation * 100%).

KR3: The employee engagement survey result of each supervisor is 8 points or above.

The above OKR combined with the key measures behind each KR, and finally passed the OKR audit meeting for the first time, and was recognized by the CEO.

OKR is about focusing and alignment, so don't be greedy. In the process of doing it, we should combine our own insight into the company's business problems and the ideas of department heads and bosses to communicate and adjust many times. This is also the time to test thinking and communication and coordination skills.