Management is by now mostly "OKR: Objective Key Result" driven.
But the performance review mostly focused on the KR as its designed for measurbility, the O is an afterthought.
Should be the other way round. Isn't. I by now quite often (when the company works with OKR but the quality that comes out product wise sucks over multiple time periods) recommend to trash the KR completely and only focus on the O.
And then the demand for "how do we make this measurable", and it gets measured with inane shit like linter warnings, or maybe something that makes sense like bug reports but then the incentive is to start clamping down on marking things as not a bug rather than improving the software.
Management is by now mostly "OKR: Objective Key Result" driven.
But the performance review mostly focused on the KR as its designed for measurbility, the O is an afterthought.
Should be the other way round. Isn't. I by now quite often (when the company works with OKR but the quality that comes out product wise sucks over multiple time periods) recommend to trash the KR completely and only focus on the O.