What is the success rate of OKR?

The success rate of OKRs (Objectives and Key Results) can vary widely depending on the organization’s implementation and the specific goals set. However, studies have shown that when implemented effectively, OKRs can lead to significant improvements in employee engagement, productivity, and overall business performance.

One study found that organizations that effectively use OKRs achieve 2.5 to 4 times greater growth than those that do not. Another study found that organizations using OKRs saw a 10-15% improvement in employee engagement.

OKRs have been used successfully by many leading companies such as Google, LinkedIn, and Twitter to drive growth and innovation. In these organizations, OKRs are reported to have improved alignment, focus, and transparency.

Does OKR replace KPI?

No, OKRs (Objectives and Key Results) do not replace KPIs (Key Performance Indicators). While they might seem similar, they serve different purposes and can often be used together effectively.

OKRs are a goal-setting framework used to set, track, and achieve ambitious and measurable goals. The “Objective” is what one wants to achieve and the “Key Results” are the measurable steps to reach that objective. OKRs are typically set on a quarterly basis and encourage teams to strive for stretch goals.

On the other hand, KPIs are metrics that track the ongoing performance of an organization, team, or individual. KPIs are used to measure the effectiveness of various tasks and activities in meeting organizational objectives.

In practice, KPIs can actually feed into OKRs. For example, if an OKR is to increase website traffic by 25%, KPIs such as unique visitors, page views, and bounce rate could be monitored regularly to assess progress towards this OKR.

So, rather than replacing KPIs, OKRs can provide a framework for determining which KPIs are most important to focus on for a given time period, thus allowing for strategic alignment and focus.

Why OKRs should not be used for performance evaluation?

OKRs they are not typically recommended for performance evaluation for several reasons:

1. Innovation risk: When OKRs are tied to performance evaluations, it can discourage employees from setting ambitious goals. They may tend to choose safer, more achievable objectives to ensure they receive positive evaluations, thus stifling innovation and risk-taking.
2. Focus on learning and growth: OKRs are meant to encourage continuous learning and growth. Using them for performance evaluations can shift the focus away from this and towards achieving specific outcomes, potentially at the cost of long-term development.
3. Promotes a culture of fear: Tying OKRs to evaluations can create a culture of fear and competition rather than collaboration. Employees might be hesitant to help others, worrying that it could negatively affect their own performance.
4. Biased evaluations: The achievement of OKRs may not accurately reflect an individual’s performance because many external factors can influence their realization. This could lead to biased or unfair evaluations.
5. Short-term focus: If OKRs are tied to performance evaluations, employees may focus on short-term objectives to the detriment of long-term strategic goals.

While OKRs are an effective tool for aligning and motivating teams around common objectives, they should ideally be decoupled from performance evaluations to maintain their effectiveness and purpose.

How often should OKRs be changed?

OKRs should not be changed too frequently, as this can disrupt progress towards the goals. However, they should also not be set in stone for long periods of time, as the business environment can change rapidly.

A good rule of thumb is to review and update OKRs on a quarterly basis, with the possibility of making minor adjustments as needed.

However, the frequency can depend on the nature of the organization and its objectives. For example, a start-up in a fast-paced industry might need to adjust their OKRs more frequently, while a more established organization in a stable industry might choose to set OKRs on a semi-annual or annual basis.

It’s important to remember that while the specific Key Results might change each quarter, the overarching Objective often remains more stable, reflecting the organization’s long-term strategic goals.

Moreover, it’s also crucial not to change OKRs too frequently within a single quarter (or set period) because doing so can cause confusion, disrupt focus, and make it difficult to measure progress.

At the end of each quarter, there should be a review process to assess the success of the previous OKRs and to set new ones for the next period.

What are the disadvantages of OKRs?

Overemphasis on short-term results

OKRs can incentivize teams to prioritize short-term goals over long-term objectives, leading to neglect of important goals that may take longer to achieve.

Excessive focus on metrics

Setting and tracking metrics can be helpful, but it can also lead to an overemphasis on numbers rather than qualitative factors that may be harder to measure.

Can be demotivating

If employees feel like they are constantly falling short of their goals, it can be demotivating and lead to burnout.

Can lead to a lack of creativity

When employees are too focused on achieving their OKRs, they may be less likely to take risks and try new things.

Can create a culture of danger competition

While some competition can be healthy, an excessive focus on OKRs can lead to a cutthroat culture where employees are more concerned with outperforming each other than with achieving the company’s overall objectives.

Know more about the GFoundry’s OKR’s solution on this link!

How can an OKR tool spot unmotivated staff?

Our OKR tool helps bosses spot employees lacking drive. It does this by checking their goal progress. If a worker always misses goals, they might be lacking motivation.

Another method is using surveys. GFoundry solutions have survey features that gather employee feedback. This information can show where staff feel unnoticed or unsupported. Managers can then fix these problems.

Regular meetings can also help. In these sessions, progress, feedback, and issues can be discussed. This helps find reasons why an employee may be uninvolved or unmotivated.

Our OKR platform is a strong tool for spotting inactive or unmotivated staff. It tracks goal progress, collects feedback via surveys, and supports regular meetings. Managers can then quickly see who’s struggling. This lets them act fast to solve issues and boost engagement and motivation.

Why gamify the OKR experience?

You should gamify the OKR experiences because that can bring a fun, engaging element into the process of setting and achieving objectives and key results. This approach not only boosts employee engagement but also promotes collaboration. Plus, gamification simplifies the tracking of progress, fostering accountability among team members. In essence, gamifying OKRs can lead to a more energized, effective, and transparent work environment.

The OKR (Objectives and Key Results) approach can be made more fun with gamification. This makes achieving goals more exciting for employees. Here are some ways gamification improves OKRs:

• Boosted Engagement
• Gamification adds fun to goal-setting. This keeps employees more involved and eager.
• Improved Teamwork
• It encourages employees to join hands and help each other in reaching goals.
• Enhanced Performance
• By making goal-setting enjoyable, gamification can boost work efficiency and output.
• Better Tracking and Accountability
• Gamification can simplify progress tracking for employees and supervisors alike.

OKR Examples: Driving Business Success

Google OKRs

Google is known for its culture of innovation and focus on ambitious goals. A famous example of OKRs implemented by Google was during the development of Chrome, their web browser. The objective was to “Capture 20% of the browser market by the end of the year,” while the key results included “Launch three unique features in Chrome” and “Increase loading speed by 30%.” These challenging OKRs encouraged the team to pursue innovative solutions and focus on delivering value to users.

Netflix OKRs

Netflix is a leading company in the video streaming industry, and its OKR approach has been instrumental in its global expansion. An example of an OKR they used was the objective to “Increase customer satisfaction by 10%.” The key results included “Reduce loading time by 20%” and “Personalize recommendations based on viewing history.” These OKRs allowed Netflix to direct their efforts towards improving the customer experience while driving business growth.

Airbnb OKRs

Airbnb revolutionized the hospitality industry, and their success is also tied to effective OKR implementation. During their rapid growth, one of the objectives was to “Expand to 50 new cities by the end of the year.” The key results included “Achieve 1000 new listings in each city” and “Increase revenue by 30% in these new locations.” These OKRs helped Airbnb maintain a rapid pace of expansion and establish itself as a global hosting platform.

Tesla OKRs

Tesla, a leading electric vehicle company, is renowned for its vision of transforming the automotive industry. A notable example of Tesla’s OKRs was the objective to “Produce 500,000 electric vehicles by the end of the year.” The key results included “Reduce production costs by 20%” and “Increase vehicle energy efficiency by 10%.” These OKRs directed the company’s focus toward production scalability and continuous technology improvement, enabling them to achieve ambitious goals.

Bring your OKR methodology to life with GFoundry

With our OKR software, teams and individuals can easily set and track their objectives and key results (OKRs).

They can also visualize the roadmap and see how their work aligns with organizational goals.

GFoundry’s OKR software with gamification ensures progress tracking, regular check-ins, and motivating rewards for a more productive and motivated workforce.

Key Features of GFoundry’s Dynamic OKR Software:

• Robust OKRs and Initiatives: Use our OKR framework and OKR methodology to set impactful objectives and key results, backed by real-world OKR examples. Ensure your team’s alignment with business goals and corporate strategy.
  
• Visual Roadmap: An intuitive representation of your strategic planning journey, highlighting the alignment between individual tasks and broader business outcomes.
  
• Effective Due Dates: Streamline your goal setting process with clear timelines, ensuring that all objectives are in sync with the overall corporate strategy.
• Innovative Gamification: Boost employee performance by motivating and engaging teams through playful elements, encouraging them towards achieving their set OKRs and business goals.
  
• Automated Check-In Reminders: Automated prompts that aid in consistent performance tracking and keep teams on track with their set objectives and key results.
  
• Advanced Statistics with Filters: Dive deep into performance management data, allowing for insightful performance feedback and strategic decision-making.
  
• Progress Dashboards: A real-time overview of employee performance, ensuring timely interventions and alignment with business outcomes.
  
• KR’s Activity Stream: Stay updated with the latest developments in objectives and key results, promoting effective performance tracking and feedback loops.
  
• Personal and Professional Objectives Setting: Enable both individual and team-centric goal setting, ensuring holistic alignment with the overarching corporate strategy.
  
• Mass Objectives Creation and Management: Simplify strategic planning by creating and managing multiple objectives simultaneously, ensuring they align with the overarching business goals.
  
• Efficient Objectives Status Follow-Up: Stay updated on objectives’ progress and ensure they’re on track, promoting effective performance tracking and performance management.
  
• Holistic Talent Management & Integrations: Comprehensive solutions that encompass employee performance, feedback mechanisms, and seamless integrations, ensuring optimized alignment with the broader corporate strategy.

 

In wrapping up, many ask, “Are OKRs really effective?” The answer isn’t black and white.

While some companies thrive using OKRs, it’s crucial to understand the success rate of OKR is varied. Notably, OKRs come with some disadvantages that could impact their efficiency. And for those pondering if OKR replaces KPI, the two often work in tandem.

Consider looking at OKR examples to grasp how they function in real-world scenarios. In the end, the efficacy of OKRs depends on proper implementation and alignment with a company’s unique goals.

Some of the most common questions about OKRs, segmented into 5 areas:

 

1. Definition and Basics of OKR

What is OKR?

OKR stands for Objectives and Key Results. It’s a framework used by companies to set and track objectives and their outcomes. OKRs help organizations align goals and ensure that everyone is moving in the same direction.

What does OKR stand for?

OKR stands for “Objectives and Key Results”. It is a goal-setting system that has been adopted by many businesses and organizations to help them achieve success.

What does OKR mean?

OKR means setting clear and measurable objectives and then defining the key results that indicate the achievement of that objective. It emphasizes focusing on measurable outcomes rather than tasks.

What is the OKR method/framework/process?

The OKR method is a continuous process of setting, tracking, and refining objectives and their associated key results. This iterative cycle helps teams stay aligned and focused on strategic goals, ensuring clarity and cohesion across the organization.

What’s the difference between OKR and KPI?

OKR is about setting objectives and defining measurable results to achieve them. KPI, or Key Performance Indicator, is a measurable value that demonstrates how effectively a company is achieving business objectives. While OKRs drive forward progress and outcomes, KPIs track the success of ongoing operations or processes.

What are the two parts of an OKR?

The two main parts of an OKR are the Objective, which defines a clear goal, and the Key Results, which are specific and measurable outcomes indicating the achievement of the objective.

What is a key result in OKR?

A key result in OKR defines what success looks like for an objective. It is a measurable outcome that provides clarity on whether the objective has been achieved.

What are OKR objectives and key results?

Objectives in OKR set a clear direction or goal. Key results are the specific, measurable outcomes that indicate success towards achieving the objective.

What is an objective in OKR?

An objective in OKR is a clearly defined goal that an organization or individual wants to achieve. It provides direction and purpose, and is qualitative in nature.

2. OKR in Context

What is OKR in business?

In business, OKR is a framework that helps companies set, communicate, and monitor their goals. By defining objectives and measurable key results, businesses can align their teams, foster focus, and drive growth.

What is OKR in project management?

In project management, OKR can be used to set clear objectives for a project and then define measurable outcomes to achieve these objectives. It ensures that all team members understand the project’s goals and aligns their efforts accordingly.

What is OKR in agile?

In agile methodologies, OKR complements the iterative and incremental approach by providing clear objectives and results for each iteration or sprint. It ensures alignment of agile teams with the broader organizational goals.

What is OKR in software development?

In software development, OKRs help teams focus on delivering features or improvements that have a meaningful impact. By setting objectives and measurable results, development teams can prioritize work that aligns with business goals.

What is OKR in performance management?

OKR in performance management involves setting clear objectives for employees and teams, and measuring their performance against defined key results. It facilitates transparent feedback and ensures alignment with organizational goals.

What is OKR in HR?

In Human Resources (HR), OKRs are used to align team efforts with the overall company goals, manage employee performance, and drive initiatives that contribute to organizational success.

What is OKR in product management?

Product managers use OKRs to set clear objectives for product development, ensuring that the product aligns with company goals and meets market demands.

What is OKR in marketing?

In marketing, OKRs guide teams to focus on campaigns and strategies that align with the company’s overall objectives, ensuring measurable results that drive growth and brand visibility.

3. Using and Implementing OKR

How to write an OKR?

To write an OKR, start by defining a clear, qualitative objective that outlines what you want to achieve. Then, specify 2-5 key results which are quantifiable and indicate the successful achievement of the objective.

How to set OKR?

Setting OKRs involves collaboration between teams and leadership. Start with the company’s strategic goals, then create aligned objectives for teams or individuals. Ensure key results are specific, measurable, and time-bound.

How to implement OKR?

Implementing OKRs begins with top management setting the organization’s strategic OKRs. These are then broken down into departmental or team OKRs, ensuring alignment. Regular check-ins, feedback sessions, and reviews are essential to track progress and make necessary adjustments.

How to track OKR?

Tracking OKRs involves regular check-ins, where teams review their progress towards the key results. Many companies use OKR software to monitor progress and ensure transparency across the organization.

How to measure OKR?

Measure OKRs by evaluating the progress made towards the key results. Each key result should have a quantifiable metric, which can be tracked over a specified period to determine success or areas for improvement.

How to facilitate an OKR session?

Facilitating an OKR session involves gathering teams, setting clear agendas, discussing past OKRs, and collaboratively setting new objectives and key results. It’s a forum for alignment, feedback, and collective goal setting.

How to align OKR?

Aligning OKRs involves ensuring that individual or team objectives support the broader organizational goals. Regular communication, collaboration, and transparency are essential to maintain alignment across all levels.

How to cascade OKR company to teams?

Cascading OKRs means breaking down company-wide objectives into smaller, actionable objectives for departments, teams, or individuals. This ensures that all levels of the organization are aligned and working towards the same overarching goals.

How many OKRs should an organization have?

While there’s no one-size-fits-all number, most organizations find that 3-5 OKRs per team or individual per quarter strikes a balance between focus and achievability.

4. Significance and Benefits of OKR

Why use OKR?

Using OKRs helps organizations maintain alignment, clarity, and focus. It ensures that teams work towards meaningful objectives and provides a framework for tracking and measuring success.

Why OKR is important?

OKR is crucial as it ensures that organizations have a clear direction, with all teams and members aligned to the same goals. It fosters transparency, accountability, and drives results-oriented actions.

Why OKR is better than KPI?

While KPIs measure performance of ongoing processes, OKRs drive progress towards specific outcomes. OKRs provide direction and focus, making them more dynamic and adaptable to changing business environments compared to KPIs.

How do companies benefit from OKR?

Companies benefit from OKRs by gaining clearer direction, improved team alignment, and measurable outcomes. OKRs also promote accountability, transparency, and foster a results-driven culture.

How does OKR work?

OKR works by setting clear objectives and associated key results. Organizations then track progress towards these key results, ensuring that efforts align with strategic goals. Regular reviews and feedback sessions help refine and adjust OKRs as needed.

5. Miscellaneous OKR Related

Who invented OKR?

The OKR framework was popularized by Andy Grove during his time at Intel. Later, it was adopted by many leading tech companies, including Google, which played a significant role in its widespread adoption.

Who uses OKR?

Many leading companies, from startups to Fortune 500 firms, use OKRs. Notably, Google, LinkedIn, and Twitter have implemented OKRs to drive growth and innovation.

OKR software: What is it and what does Google use?

OKR software helps organizations set, track, and review their OKRs. Google initially used spreadsheets but later developed its internal tools. Several OKR software solutions are available today, each with its features and benefits.

Measure What Matters book related queries.

“Measure What Matters” is a book by John Doerr that delves into how OKRs can drive focus, alignment, and engagement in organizations. Doerr shares insights from his experience and showcases how leading companies use OKRs to achieve success.

OKR vs. KPI vs. SMART goals comparison.

While OKRs set and track objectives and results, KPIs measure ongoing performance. SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) align closely with the principles of OKRs, ensuring goals are clear and measurable.

OKR planning, training, certification, and related concepts.

OKR planning involves defining the strategic goals and cascading them throughout the organization. Training ensures everyone understands and uses the OKR framework effectively. Several institutions offer OKR certification for professionals looking to master the methodology.

Keep on reading

• Real-world OKR examples across different industries
• How to Crush Your OKRs with This One Weird Trick
• Free OKR software with gamification
• The Role of OKRs in Software Development and Delivery
• HR Trends: What Will HR Look Like in 2024?
• Benefits of a Good Organizational Climate: Productivity and Talent Retention
• When do teams engage?
• Churn Rate

How does Performance Evaluation work?

Usually, in a more traditional process, it is possible to evaluate Objectives and Competencies. There are several evaluation models to assess the performance of your employees:

• Top-Down Evaluation

• Management by Objectives (MBO)

• Self-Assessment

• 360º Feedback and Evaluation

Evaluation cycles

Evaluation cycles refer to specific periods or timeframes during which performance evaluations and assessments take place. These cycles define the duration and frequency of evaluating employee performance within the platform.

Objectives Management & Individual Development Plans

After completing an evaluation cycle, it is possible to prepare for the next cycle. The employee will be able to define not only their objectives for the next year, but will also be able to define their Individual Development Plans (IDPs).

Later, the manager will be responsible for approving, editing or even adding new objectives and/or IDPs.

Finally, it is possible to make available to employees questionnaires on mobility expectations and/or change of function within the company.

All this information is then made available to the manager, so that they can make decisions according to the expectations shown by their team members. Furthermore, this information is also made available to the Human Resources Manager, who will have a general overview of the organisation.

Touchpoints

A good practice in the management of Performance Evaluation processes is directly related to the continuity of the process throughout the year.

In GFoundry, it is possible to define touchpoint periods, where employees can review their goals, their Individual Development Plans and also fill out a form that can guide the conversation between employee and manager. In this way, it is possible to guarantee the continuity of the whole process, ensuring regular monitoring of employee performance.

How does Potential Management work?

In addition to performance evaluation, with the Evaluation and Careers module, you can also manage your employees’ Potential and Career Management process. At this stage, responsibility is placed on the managers who are responsible for elements of their teams, having a clear perception not only of each one’s performance, but also a perception of their potential within the organisation.

This process may be divided into 3 parts:

• Assessment of Potential | 9-Box Matrix;

• Evaluation of Exit Risk (Churn Rate);

• Evolutive Options.

Talent Management does not start (or end) with the Performance Evaluation process. Rather, it is just one of the components that are part of the People Management in an organisation.

You can transform your employees’ talent cycle into unforgettable digital experiences by implementing our modules at the various stages of the talent cycle in your organisation. There are 12 modules that enable you to track employees throughout their journey within your organisation.

For example, when the employee defines their Individual Development Plans, these may be directly linked to the content available in the Learn Module, so that the employee can choose the content that best fits their training needs.

Keep on reading

• Cultural transformation in companies: what is it and how to do it?
• Stay Closer: Performance Evaluation, Onboarding, Learning & Talent Management
• Performance and Career Management
• Become a GFoundry Partner!
• Everything you wanted to know about OKRs

 

The common space to manage talent with proximity

The platform is from GFoundry and was parameterized according to the challenges identified by Closer. It systematizes the performance evaluation and is the interface to carry it out, also articulating it with training. It also allows onboarding to be a unique and fun program

Founded in 2006, Closer Consulting is a Portuguese company specialized in what is now commonly known as data area – Data Science and Artificial Intelligence -, helping their clients (for example, large banks and telecommunications companies) to take the best advantage of it to be increasingly competitive. These 16 years of existence have been marked by good results, which are reflected in market growth and organic robustness: more than 300 projects and 150 customers, presence in 14 countries (3 continents) and about 370 employees (44% growth in 2021).

The culture of Closer – as an organization – about the role it should have before society leads it, permanently, to have initiatives that foster proximity in its various dimensions. In this sense, in 2018, with the company in full growth and assuming a larger scale, it became necessary to professionalize the communication with its employees (some, for example, spend several days at the clients’ offices, therefore, physically distant from the parent company and the corporate ambience) and strengthen their collective commitment – in the sense of positive involvement.

Closer, then, looked for solutions that could achieve these objectives, guided by the demand of three requirements that, as Woitek Szymankiewicz, Partner of Closer, recalls, defined from the start: the implementation of an innovative platform; easy and interactive (mobile application) and with a gamification component (playful/game).

The choice fell on GFoundry and followed the design of the model best suited to the reality of Closer, ie, starting from the matrix platform created by GFoundry, was made the customization to the specific interest of Closer, namely through the co-creation made in several modules.

The final platform designed – the Stay Closer – has distinct areas, corresponding to different modules, of which the three most significant for Closer until now will be addressed separately below.

Performance evaluation

This has been the module with more importance and (intensive) use for Closer. Stay Closer allows, right from the start, to make the evaluation cycles at the pace desired by who runs the company, in this case every three months (and not only annually, since Closer considered it too watertight).

The whole assessment operation is, as one of the three Closer Partners says, “supported by the GFoundry platform”, and not only in its most important moment, the meetings (called “conversations with purpose”) between the employee and the manager. These conversations end up being, simultaneously, the arrival point (evaluation) but also the starting point (progression) for the next step.

In quarterly sessions, to reinforce a technical skill or by identifying a certain gap in the so-called soft skills (for example, the ability to listen or to be pragmatic), commitments (practices or tasks, to meet objectives, with precise metrics) are agreed upon between both, in a kind of mini-contracts, which will be periodically monitored by each during the next three months, and may be the subject of reciprocal communication/contact.

In addition to the feedback that may be reported, two weeks before the evaluation meeting, both the coordinator and the employee record their assessment of how the evolution went during that quarter, so that later, during the meeting, they can cross-reference and discuss the two perspectives.

Know more about Performance GFoundry’s Evaluation Solutions here.

Well, for each of these moments, the platform is crucial, because it is there that the steps that materialize an evaluation that is intended to be frequent (quarterly), dynamic in format (it is not limited to meetings, there is a “route” between them) and participated in the model (the reviewed is not relegated to a passive role). It can be accessed either through a computer (browser) or cell phone (Android and iOS).

The parameterization of this evaluation roadmap can be changed by whoever, in Closer, manages the platform (counting, if necessary, with the support of GFoundry). Thus, the time distance between meetings, the tasks between them, or even the actual performance of the assessment to an employee can be changed/suppressed. For Woitek Szymankiewicz, “this flexibility, with such a rich backoffice, is something very useful”.

From a more general perspective, the evaluation can also be done upwards, namely on general aspects of the company’s operation.

The support for talent management has another essential feature of the platform: the interconnection between employee evaluations and individual career and training plans. This means that these plans are integrated into Stay Closer, allowing a true integration in the same space of all components of the professional’s career. “The career plan is assembled on the GFoundry platform”, summarizes Woitek Szymankiewicz.

The manager considers the GFoundry platform (and this module in particular) “central and core to the quarterly and annual evaluations, ensuring that they are transversal and fair, in the sense that they do not bring surprises and are perceived by consultants and managers”.

Training

For Closer, as stated by its Partner, “constant learning is a fundamental pillar for the person to evolve – not only to obtain a certification” – and the fact that “it is systematized” and also “interconnected” with the other aspects of career management in the same platform is fundamental. To this extent, the training module is the second most important for the technological company.

The personalized training path is defined, recorded and implemented through Stay Closer. The various learning options (soft and hard skills) are compatible with the platform – in their organization in menu form, in the choice and consequent realization. In addition to the classic content-based organization, the platform provides an interactive approach, using learning missions that, in a visually appealing way, allow the employee to get from point A to point B with possible interactions and rewards along the way (gamification).

The integration of the training path in the individual career plan (and with the evaluation, through specific objectives) allows the entire talent management of each professional to be concentrated in the virtual space of the platform, shared between the professional and the leadership. Accessibility is, in this module, the aspect most praised by employees, since, being available on mobile devices, it allows the execution of training at the time and place chosen by the trainee.

Know more about GFoundry’s eLearning and Training here.

 

Onboarding

“Bringing people together as they enter the company”. This simple principle, stated by Woitek Szymankiewicz, guides the onboarding and the tools for its good execution, in which the platform created by GFoundry stands out. It was decisive in the most acute phases of the pandemic – a period during which Closer continued to grow strongly – and continues to play an important role, mainly because of the gamification that it imprints on the entire onboarding process. “Having an onboarding game that shows my progress through the various stages of getting to know the company is very helpful. GFoundry supports this whole process in a fun way, through quizzes, completing missions. In the palm of your hand”, says the Partner of the technological company.

In a global assessment of Stay Closer, Woitek Szymankiewicz considers it an “innovative platform to support engagement initiatives”, underlining the importance of the three pillars already mentioned.

João Carvalho, Co-Founder & CEO of GFoundry, emphasizes the challenge found and the joint manner in which it was met: “Closer operates in a highly competitive sector and is formed by highly qualified employees, with an average age below 30 years old, therefore, with a high level of demand in attracting and retaining talent. They found in GFoundry the solution to manage their talents, and it was very important the mutual trust relationship we established to adjust some details of our platform to the exact measure of what they needed.”

Know more about GFoundry’s Onboarding Solutions here.

The thermometer that measures satisfaction

The evaluation and feedback that Stay Closer allows is not one-way. Employees are invited to give their opinion both on the assessments in which they participate and on more general aspects of the functioning of their company.

“Engagement Thermometer” serves to do just that, to measure the employee’s feeling towards the company, in a totally anonymous way. The “temperature” is measured monthly through a pop-up survey (a much praised format internally) of five simple questions, on a wide variety of topics about life in the organization.

Know more about GFoundry’s Pulse Surveys Solution here.

A business rooted in tradition makes a strong bet on innovation. And why?

5 solutions to help you meet the new challenges of remote work:

GFoundry is a leading digital solution for improving the performance and connection of employees with your organization. Through an integrated solution and a holistic view on the management of the Talent Cycle, we impact the engagement of employees, having available several gamification tools that make the user experience more interactive and dynamic. With a multi-platform solution, you can address a number of challenges that the pandemic may have brought to your business.

Challenge 1: How to recruit from a distance?

During the most critical period of the pandemic, many companies moved their recruitment processes to a remote format, or at least the first phases of the processes.

Many were the recognised advantages of moving some phases to a remote model – more agility, less logistical effort, greater cost savings, as well as giving candidates the opportunity to go through the first phases of the process remotely, where the uncertainty is greater.

However, it is challenging to engage candidates for the position within the organisation when the process starts (or concludes) in a remote format. With GFoundry, you can have all your candidates registered on the platform, where they can go through a Recruitment Journey.

This Journey could include filling in forms (with CV or Video Presentation submission), reading or viewing company content, or even taking quizzes on the role you are applying for. You can read more about the impact of the EVP in Talent Attraction here.

The advantage of having all the candidates on a platform like GFoundry allows them, right from recruitment, to have access to the organisation’s working environment, and a bridge to the company.

Not only can they have access to real-time information about the phase of the process they are in, but they can also access information provided, such as generic training content or articles and news.

Challenge 2: How to ensure a successful Onboarding?

If a company has implemented a remote (or hybrid) working policy, it is natural that the onboarding process itself is also hybrid. The onboarding process may contain several types of activities.

Not only training moments, but also interaction with other colleagues, interaction with the company’s physical environment, and also the connection to platforms used by the company. With GFoundry, you can create a top layer that encompasses all these activities, and adds dynamism to this experience for employees.

Through the Missions, you can create Onboarding Journeys, where employees can go through activities as they earn points and virtual currencies.

These rewards are part of the gamification engine developed by GFoundry with the objective of making these Journeys more interactive for users.

In this way, any employee who joins the organisation will know exactly what they have to do to have an effective onboarding process that prepares them for the challenges of their new role. You can read more about how to build Onboarding missions with GFoundry here.

Challenge 3: How to disseminate relevant content?

As well as it is important to get messages across to people, it is also important to make sure we disseminate relevant content correctly.

Unlike shorter messages (mentioned above), sometimes it is necessary to share more dense content, either for the whole organisation or just for a certain group of people.

Through the Learn Module, you can share video, PDF or quiz content with your entire community, or part of it. This content does not necessarily have to be training content, but could be more generalised content like guidelines for employee roles, internal newsletters, or even benefits manuals.

You can use this module in any way you like. By dividing the content into categories, it is simple and intuitive for anyone to find the information they are looking for – whether it is skills information, benefits information, or just the weekly newsletter.

Finally, you can also, if it is part of the organisation’s strategy, integrate external content from other platforms that the company already has into GFoundry.

Some examples are content from Cornerstone, SharePoint, Vimeo, Coursera, or even Youtube.  You can read more about how to create an impactful Learning Journey for your employees here.

Challenge 4: How to get messages to people in a simple way?

Given that people are no longer together in the same physical space, working at the same times, it is challenging for leaders to get messages across to their people.

There are various types of messages, just as there are various communication channels within an organisation. However, it is important to understand that each communication channel should be used for certain messages, and not for everything – a basic principle in Corporate Communication.

With GFoundry, having employees access to an application on their mobile phones, they can receive messages from your company in a simple and fast way.

Whether through push notifications, or through the news available on the homepage, a direct contact bridge can be established between the organization and its people.

This way, you will be able to send the desired messages – can be informative messages, alerts, or even good morning messages and positive reinforcement for the organisational culture. All in a simple and fast way!

Challenge 5: How to manage and develop my teams?

In any organisation, managing people is one of the most complex challenges we can face. Not only because each person is unique, with their own interests, goals and motivations, in addition to the various stakeholders that may impact their performance, such as their colleagues, leaders and/or subordinates.

Allied to all the already existing variables, the flexibilisation of work has added greater complexity to these processes. If, by themselves, people management and development processes are already complex processes, the fact that these processes happen at a distance increases their challenge. GFoundry can meet these new challenges, being the key platform for reaching people in a simple way, and managing these processes in an agile way – even at a distance.

With the Feedback Module, you can manage internal feedback processes, which may be related to Project Feedback, Situational Feedback or with other predefined scopes. Any user can ask for or assign feedback in a simple way, based on variables related to their role. In the end, a manager/team leader can access the results of their elements’ feedback.

This information is crucial to complement the Performance Evaluation. With the Evaluation and Careers Module, you can manage the entire Performance Evaluation process of your organisation. Not only is it possible to make the entire assessment related to the employee’s performance, through his skills and objectives, but you can also manage the next steps, such as the Individual Development Plan (IDP) or the management of Potential.

The IDPs may be defined at the moment of the Performance Evaluation, in which the employee may suggest which skills he intends to acquire, being able to relate them directly to contents available in the Learn Module.

Furthermore, managers may also evaluate the potential of their team members, recognising which employees may be prepared to take on other challenges, according to their individual objectives.

At the end, the HR Manager will have access to crucial information about their organisation:

• Which profiles are performing best?
• Which employees have the highest potential?
• Which people are meeting their objectives?
• Which employees are most likely to leave the company?

Read more: Overcoming Remote Work Challenges