Supporting company growth with the OKR method
HelloAsso has chosen to implement the OKR method in 2019. The OKRs are consistent with the company’s participatory model and allow us to reconcile defining a direction collectively and translating it into concrete actions.
The implementation of OKRs has allowed us to accompany the growth of HelloAsso, in line with our management model
Anne-Marie Lapeyre, HR Manager, HelloAsso
The HR team and management decided to use Zest as a facilitator tool to support management rituals. In addition to employee listening and interview management already in use, HelloAsso uses the pilot module for OKR management.
Different OKRs for a 2-step business strategy
The use of Zest, particularly the Perform pillar, allows HelloAsso to implement the OKR methodology, ensure collective and individual objectives are aligned, and have a clear global vision of the links between OKR parent and OKR child.
In the first stage, the company’s strategy is defined at the level of the executive committee, which, according to the governance model, is made up of senior managers and divisional directors who are also responsible for implementing the strategy at the level of their respective teams.
Secondly, the company’s OKRs are translated into OKRs at all levels of the company: divisions, services, departments, etc. Particular attention is paid to local managers to ensure that they understand and adhere to the OKR project.
Finally, during the quarterly individual interview, the OKRs are broken down into individual OKRs for each employee.
In this way, the cascading of OKRs is in line with the strategy guideline. In Zest, the alignment map provides a global view of the hierarchy and interconnections between OKRs.
The OKR functionality in Zest provides flexibility in setting up objectives and a global view to identify the relationships between OKRs and their status
Favoriser le travail collaboratif avec les OKR
For HelloAsso, the strength of the system lies within the notion of shared OKRs, which allows for collaborative work and interaction between the different teams. The achievement of objectives is determined by each person’s contribution to HelloAsso’s final mission, which makes it possible to give meaning and to place the employee at the heart of the company’s project. Ultimately, employee commitment is essential to the company’s success and the entire governance system is built around participation and collective profit-sharing, where everyone can make a contribution.
Solidarity and mutual aid are an integral part of our DNA. It is therefore quite natural that we place the employee at the centre of our system and our concerns
Finally, HelloAsso has adopted a specific approach to the direct or indirect link between OKR and variable remuneration due to the absence of a variable remuneration model within the company. The collective dimension of remuneration is embodied in the profit-sharing scheme, which is therefore linked to collective and corporate OKR. At the individual level, the contribution of each individual to the achievement of his or her own OKRs, which are derived from the collective OKRs, does not determine the granting of a variable bonus, but rather the increase in salary, which is re-evaluated each year.
The Zest solution supports the OKR implementation that we had carried out beforehand in our company. The objective was to associate a tool with our performance monitoring process.
