Changing Mindset Starts with OKR Guidance

In the past, the core value of Chinnan was "More than a connector maker," and the management focus was on increasing production through a KPI-driven mindset. With a shift in thinking, well-known companies such as Google and Intel have adopted the OKR management approach. Chinnan has also moved towards achieving a vision of creating a better future, with its current value proposition being "Be a spark." Chinan has incorporated OKR and KPI into its internal management mindset, and in addition to performance evaluation, it also emphasizes the development of creativity through the OKR reflective process.

Article outline

• Shifting mindset is the first step towards change
• Continuous adjustment and two-way communication with superiors and subordinates, training the ability to achieve self-goals
• Mutual supervision and discussion lead to dual enhancement of work efficiency and job value

Initially, employees had difficulty accepting the OKR mindset. To implement OKRs, employees needed to set goals and action plans, and reach a consensus with the company. However, many senior employees experienced pressure due to discrepancies between their goals and the company's strategy, and not knowing how to develop an action plan. As a result, the staff turnover rate increased.

Changing employees' mindset is a challenging task, and can only be achieved through continuous communication. HR constantly updates and adjusts the teaching materials to provide employees with a better understanding of OKRs. They also facilitate discussions among employees, HR, and unit managers to develop the most suitable OKRs.

Through years of communication and discussion, it is evident that there has been a significant shift in employees' thinking. HR mentioned that each clarification of OKRs and mutual communication between colleagues and supervisors have led some colleagues to adjust their OKRs, providing different content and demonstrating a continuous learning attitude. 

By achieving labor-management two-way communication during OKR discussions, employees can not only have more detailed planning for their goals, but also align with the company's development direction. Collecting employee feedback, it is found that this positive development has led to a multiplication of thinking, combining with the original KPI indicators. Everyone is not only sticking to their job duties, but also planning their work goals and striving to realize their job values.

Through mutual discussion of their individual OKR goals and execution plans, colleagues are better able to collaborate and work together to achieve their objectives. For example, in the material, quality inspection, and procurement departments, cooperation has helped prevent unnecessary situations and accelerate product shipment speed, with a process qualification rate of over 97% and a process completion rate of over 90%.

The OKR logic has promoted changes among all employees at Chinnan, allowing for greater autonomy in setting goals and execution plans, and enhancing their understanding of the company's development direction and whether their job responsibilities are consistent with it.

Employees feel that being able to discuss their OKR goals and execution plans with the company provides them with ample room to play a role in the setting process, and to gain a better understanding of the company's development direction and whether their job responsibilities align with it. At Chinnan, both KPI and OKR thinking modes are adhered to, and they complement each other to enhance work efficiency and encourage employees to exert their job values.