{"id":32963,"date":"2024-04-05T10:16:57","date_gmt":"2024-04-05T08:16:57","guid":{"rendered":"https:\/\/www.sloneek.com\/?post_type=blog&p=32963"},"modified":"2026-08-12T10:07:41","modified_gmt":"2026-08-12T08:07:41","slug":"okr-a-jejich-prinos-pro-hr","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/cs\/blog\/okr-a-jejich-prinos-pro-hr\/","title":{"rendered":"Co jsou to OKRs a co mohou p\u0159in\u00e9st firm\u011b a HR"},"content":{"rendered":"\n

Znaj\u00ed va\u0161i zam\u011bstnanci priority firmy? V\u00ed, jak jejich pr\u00e1ce p\u0159isp\u00edv\u00e1 k napl\u0148ov\u00e1n\u00ed strategie a c\u00edl\u016f? Jsou anga\u017eovan\u00ed v pr\u00e1ci a pracuj\u00ed na t\u011bch spr\u00e1vn\u00fdch v\u011bcech, kter\u00e9 maj\u00ed dopad?<\/span><\/p>\n\n\n\n

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Podle studie ze MIT Sloan Review pouze 28 % manager\u016f dok\u00e1zalo vyjmenovat 3 strategick\u00e9 priority. A \u010d\u00edsla na stran\u011b zam\u011bstnanc\u016f jsou je\u0161t\u011b v\u00edc alarmuj\u00edc\u00ed. Strategii spole\u010dnosti podle statistik od PwC's Strategy& nerozum\u00ed 93 % zam\u011bstnanc\u016f. <\/span><\/p>\n<\/blockquote>\n\n\n\n

Jak by to vypadalo, kdyby v\u0161ichni ve firm\u011b v\u011bd\u011bli, co jsou kl\u00ed\u010dov\u00e9 priority firmy, jak se m\u011b\u0159\u00ed \u00fasp\u011bch a spole\u010dn\u011b t\u00e1hli za jeden provaz ke spole\u010dn\u00e9mu c\u00edli?<\/span><\/p>\n\n\n\n

Objectives & Key Results (zkr\u00e1cen\u011b OKRs)<\/strong> jsou n\u00e1stroj pro dosahov\u00e1n\u00ed ambici\u00f3zn\u00edch m\u011b\u0159iteln\u00fdch c\u00edl\u016f v organizaci a slou\u017e\u00ed pro realizaci jej\u00ed strategie. Pom\u00e1haj\u00ed sladit lidi ve spole\u010dnosti za spole\u010dn\u00fdm c\u00edlem a signalizuj\u00ed, co je kl\u00ed\u010dov\u00e9 pro jej\u00ed \u00fasp\u011bch. Zn\u00e1m\u00fdmi u\u017eivateli OKRs jsou velk\u00e9 technologick\u00e9 firmy jako Google, Amazone, Adobe, LinkedIn, ale dnes je ji\u017e pou\u017e\u00edvaj\u00ed r\u016fzn\u00e9 firmy z r\u016fzn\u00fdch obor\u016f. I v \u010cR vid\u00edme jejich siln\u00fd vzestup popularity a velk\u00e9 mno\u017estv\u00ed firem mal\u00fdch i velk\u00fdch, kter\u00e9 je pou\u017e\u00edvaj\u00ed ji\u017e \u0159adu let nebo teprve za\u010d\u00ednaj\u00ed experimentovat.<\/span><\/p>\n\n\n\n

Historie OKRs<\/h2>\n\n\n\n

OKRs je st\u00e1le pro spoustu lid\u00ed nov\u00fd pojem, ale tato metoda je tady s n\u00e1mi ji\u017e p\u011bknou \u0159adu let. Vych\u00e1zej\u00ed z metody Management by Objectives (MBO), kterou jako prvn\u00ed popsal Peter Drucker. Andy Grove pot\u00e9 transformoval MBO do form\u00e1tu OKR a v 70. letech jej proslavil pou\u017e\u00edv\u00e1n\u00edm v Intelu. Pozd\u011bji tak\u00e9 sepsal ve skv\u011bl\u00e9 knize High Output Management.<\/span><\/p>\n\n\n\n

Za aktu\u00e1ln\u00edm \u00fasp\u011bchem OKRs stoj\u00ed hlavn\u011b Google, kde tuto metodu p\u0159edstavil zakladatel\u016fm tehdy investor Googlu a b\u00fdval\u00fd zam\u011bstnanec Intelu John Doerr. Google OKRs pou\u017e\u00edvaj\u00ed dodnes a p\u0159ikl\u00e1daj\u00ed sv\u016fj \u00fasp\u011bch i tomu, jak nastavuj\u00ed a pracuj\u00ed s ambici\u00f3zn\u00edmi c\u00edli.<\/span><\/p>\n\n\n\n

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Zdroj foto: Perdoo<\/em><\/p>\n\n\n\n

Co jsou jednotliv\u00e9 komponenty OKRs?<\/h2>\n\n\n\n

Objective<\/b> je kvalitativn\u00ed vyj\u00e1d\u0159en\u00ed toho, \u010deho chceme dos\u00e1hnout. Je to c\u00edl, kter\u00fd ud\u00e1v\u00e1 sm\u011br.<\/span><\/p>\n\n\n\n

Key Results <\/b>jsou pak kvantitativn\u00ed vyj\u00e1d\u0159en\u00ed dan\u00e9ho c\u00edle, tedy Objectivu. P\u0159ekl\u00e1daj\u00ed inspirativn\u00ed c\u00edl do \u010d\u00edsel (metrik) a odpov\u00eddaj\u00ed na ot\u00e1zku: Jak pozn\u00e1me, \u017ee jsme dos\u00e1hli dan\u00e9ho Objectivu? Key Results by nem\u011bly b\u00fdt aktivity (Outputs), ale m\u011b\u0159iteln\u00e9 v\u00fdsledky (Outcomes).<\/span><\/p>\n\n\n\n

P\u0159\u00edklad<\/h3>\n\n\n\n

Z\u016fstaneme u Googlu, kdy se v roce 2008 Sundar Pichai rozhodl, \u017ee postav\u00ed nov\u00fd prohl\u00ed\u017ee\u010d Google Chrome a ud\u011bl\u00e1 ho nejlep\u0161\u00edm a nejpou\u017e\u00edvan\u011bj\u0161\u00edm prohl\u00ed\u017ee\u010dem na sv\u011bt\u011b.<\/span><\/p>\n\n\n\n