IMPLEMENTATION GUIDE
OUTLINE
1 BACKGROUND
NO PAR NILAI
2014 2015 2016 2017 2018 MENTAL ISSUES
(%) (%) (%) (%) (%)
Penilaian cenderung rata kanan (negatively skewed) dikarenakan:
P1 0.1% 0.1% 2.5% 0.6% 1.5%
1. Efek negatif penilaian yang tidak obyektif terhadap perusahaan.
P2 71.6% 93.6% 93.8% 34.4% 31.0% 2. Penilaian atas dasar rasa sungkan, ewuh pakewuh, menghindari konflik, serta
1 P P3 28.1% 6.2% 3.6% 64.9% 62.0% kasihan.
6. Technology Solutions
Providing devices & hybrid workspaces, Collaboration tools, performance management tools,
social and learning tools
7. Technology Infrastructure
Providing Technology Infrastructure such as internet access, modern data platform, cyber
security
4
Sources: BCG analysis, October 2020
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 5
“OKRs” is “Objectives and Key Results.” It is a collaborative goal-setting tool used by teams and
individuals to set challenging, ambitious goals with measurable results. OKRs are how you track progress,
create alignment, and encourage engagement around measurable goals.
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OKR
Objective Key Result
OKRs is a critical thinking framework and ongoing discipline that seeks to ensure employees work
together, focusing their efforts on what is most important in order to make measurable contributions
that will drive the company forward…
Critical thinking framework Ongoing discipline Ensure employees work Focusing their efforts Make measurable
You need to go beyond the Don’t “Set it and forget it.” together OKRs are not a task list. They must contributions
numbers each quarter to learn OKRs must maximize cross- represent what is most important Key results are quantitative,
about your business. Drucker: functional alignment and showing progress
“The truly dangerous thing is collaboration
asking the wrong questions.”
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Objectives
3-5 key objectives: ambitious, qualitative,
time bound and actionable by the person or
team. Objective 1 Objective 2 Objective 3
3-5 measurable key results: quantifiable, Key Result 2 Key Result 2 Key Result 2
achievable, lead to objective grading and be Key Result 3 Key Result 3
Key Result 3
difficult, but not impossible
Objective:
3. Doable in a quarter: You should be able to accomplish it within the quarter, if not it may be
a vision or longer -term goal.
4. Controllable by the team: If you don’t reach your objective and you say, “X department
didn’t deliver,” you’re missing the point.
5. Provide business value: Objectives should be a translation of your strategy; designed to move
the business forward.
Key Result:
A quantitative statement that measures the achievement
of a given objective.
“How will we know we’ve met our objective?”
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Measure the completion of tasks and activities. Measure the outcome of activities
ü 10 purchase orders created per day ü Net Promoter Score improvement to 80%
ü 3 articles published ü Revenue from sales increased by 15%
ü At least 10 possible leads contacted daily ü Customer retention increased to 60%
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The most common. These track quantitative Often used to convert a binary If you have multiple milestone key results
outcomes designed to gauge success on your outcome into a key result. in a quarter, you can use a carry forward
objectives. key result to track business impact in the
Positive: Increase, grow, build, etc. Key result is following quarter
All Milestone Key Results need a
framed in positive language.
date Example : Implement Customer
Negative: Reduce, eliminate, lower, Example: “Release push Feedback Tool to capture customer
decrease, etc. notification by September 30.” satisfaction levels by August 31.
Threshold: Used when you require a Q4: Increase customer satisfaction rating X
range. to Y
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OKR Hierarchy
Objectives: What you want to accomplish
Verb + What you’re going to do + In order to / so that (business value)
Example: Implement SEO Strategy in order to drive qualified leads into our website
Increase our recurring Average subscription size of at least $295 per month
0-100% progress
1-5 or 1-10 revenue Reduce churn to less than 1% monthly
grade rating
Any % value or Items, units, Conduct at least 4 face to face testing sessions per
x% to y% change articles, people week
Deliverables, tasks, outcomes Make sure at least 80% of people interviewed are
from our core target group (Directors, VP’s CEO’s)
Source: Kevan Lee, All about OKRs
Source: Step to step guide to OKRs
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 17
Created based on personal interests as Linked only to upper level and job OKR and KPI Integration
Cascading methodology
well description
1. OKRs include KPIs.
Target Include in OKR statement Separated from the KPI
2. OKR can be created based
Number of Item Each objective has at least 3 KRs Each objective has between 2-3 KPIs on the existent KPIs.
3. Hybrid system with KPIs for
Target Setting Changed quarterly Changed only if required corporate and
departmental/team level
Each KPI has a different data submission and OKRs at individual level
Review cycle Quarterly
and reporting frequency
4. Hybrid system with KPIs at
Goal Designed to be stretched Designed to be realistic all levels and individual
OKRs which help the
100% achievement is possible and achievement of KPIs
Result/ achievement 60-70% achievement is good
encouraged
1. Memastikan pekerjaan Karyawan OKR Committed, yaitu OKR yang OKR Aspirational, yaitu OKR yang 1. Planning
mendukung pencapaian Objective bersifat top-down, yang diturunkan bersifat bottom-up untuk • Define strategy into Objectives;
Perusahaan. dari KPI (KM Pimpinan Unit) menciptakan added value/ • Draft of OKRs created by each
2. Mendukung implementasi Flexible maupun penugasan lainnya dan breakthrough/ inovasi bagi unit Employee.
Working Arrangement (FWA). bertujuan untuk memastikan maupun Perusahaan serta
3. Memastikan seluruh aktivitas tercapainya Company Goals mendukung Company Goals. 2. Monitoring
tambahan karyawan diukur • Regular check-up
Performansinya OKR Committed Deployment (daily/weekly/bi-weekly)
4. Memastikan proses eksekusi OKR • Adjustment as follow the
sesuai dengan yang yang Corporate Strategic discussion (if needed) : redefine
direncanakan, melalui proses Initiatives KR or metric, handover KR, add
monitoring dan review yang efektif; new KR, delete KR, at any time.
5. Memastikan hasil pengukuran
KPI
Performansi Karyawan yang Penetapan Kontrak Konversi KM ke dalam Objectives 3. Evaluating
reliable. Manajemen (KM) Pimpinan Unit • Review meeting at the end of
6. Mendorong motivasi seluruh each quarter and Appraisal.
Karyawan. • Coaching and Feedback.
Penyusunan Key Result Pimpinan
Kesepakatan Unit/ Objectives Manager Lini
PRINCIPALS IMPLEMENTATION
OKR
• PR 205.09/2021 tentang PMS.
1. Alignment Penyusunan Key Result Manager
2. Fairness Kesepakatan Lini / • PK. 205.09.01/2021 tentang OKR
Objectives Staf
3. Agile • Diberlakukan secara bertahap
4. Transparent (dalam masa transisi SKI tetap
berjalan paralel dengan
5. Traceable Penyusunan Key Result Staf implementasi OKR)
6. Objective
• Subsidiaries mengimplementasikan
OKR berdasarkan proses ratifikasi.
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Individual OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 21
KM OKR VP KM OKR VP
Monitoring Monitoring
Tools Tools
Planning
OKR
Tw-1
OKR (TW-1) OKR (TW-2) OKR (TW-3) OKR (TW-4)
Score OKR
Alignment
Pengusulan / Penetapan KM - OKR
Drafting KM KM Pimpinan
Unit
Penyusunan Evaluasi,
NKI
SKI SKI
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• Peraturan teknis diatur oleh Kepala Unit (VP Objective & Key Results
HCD)
Peraturan Kepala Unit (PK) • Lebih mudah dan lincah ketika terjadi
perubahan.
Competencies and
Behavior Appraisal
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Thank You