Overview
This template provides the complete structure for an OKR-based performance management system - from quarterly goal setting to annual calibration. It includes example OKRs by department, feedback templates, and the data model for building the system in software.
1. OKR Structure and Examples
1.1 OKR Format
Objective: [Qualitative, inspiring, directional]
Key Result 1: [Quantitative, measurable, time-bound]
Key Result 2: [Quantitative, measurable, time-bound]
Key Result 3: [Quantitative, measurable, time-bound]Rules for good OKRs:
- •Objectives should be ambitious but achievable (60–70% completion rate is healthy)
- •Key Results must be measurable - if you can't put a number on it, it's not a Key Result
- •3–5 Key Results per Objective (more than 5 dilutes focus)
- •OKRs should be set quarterly and reviewed at quarter end
- •Individual OKRs should align to team OKRs, which align to company OKRs
1.2 Company-Level OKR Examples
Q1 2026 Company OKRs
Objective 1: Become the most trusted software partner for Indian SMBs
KR1: Achieve NPS score of 50+ (from current 38)
KR2: Publish 20 customer case studies
KR3: Achieve 90%+ customer retention rate
Objective 2: Scale revenue to support next growth phase
KR1: Achieve ₹X crore ARR by March 31
KR2: Reduce customer acquisition cost by 20%
KR3: Increase average contract value by 15%
Objective 3: Build the team and culture to support 2x growth
KR1: Hire 15 new team members with < 30-day time-to-fill
KR2: Achieve 90-day retention rate of 90%+
KR3: Achieve employee satisfaction score of 8+/101.3 Department OKR Examples
Sales Team - Q1 2026
Objective: Build a predictable, scalable sales engine
KR1: Generate ₹X crore in new ARR
KR2: Achieve pipeline coverage ratio of 3x (pipeline value / quota)
KR3: Reduce average sales cycle from 45 days to 35 days
KR4: Achieve 80%+ quota attainment across the teamCustomer Support - Q1 2026
Objective: Deliver support that makes customers feel genuinely helped
KR1: Achieve CSAT score of 4.5+/5
KR2: Reduce average first response time to under 2 hours
KR3: Achieve first contact resolution rate of 75%+
KR4: Reduce escalation rate to under 15%Engineering - Q1 2026
Objective: Ship reliable software that customers love
KR1: Achieve 99.5%+ uptime across all products
KR2: Reduce P1 bug resolution time to under 4 hours
KR3: Ship 3 major features from the product roadmap
KR4: Achieve test coverage of 80%+ on critical pathsHR - Q1 2026
Objective: Build the team and culture that attracts and retains top talent
KR1: Fill all open positions within 30 days of approval
KR2: Achieve 90-day retention rate of 90%+
KR3: Complete performance reviews for 100% of employees by March 31
KR4: Achieve employee satisfaction score of 8+/10 in quarterly survey1.4 Individual OKR Examples
Sales Executive - Q1 2026
Objective: Build a strong pipeline and close deals that create long-term customers
KR1: Generate ₹X lakh in new ARR (individual quota)
KR2: Maintain pipeline of 15+ qualified opportunities at all times
KR3: Achieve 90%+ customer satisfaction score on post-sale surveySoftware Engineer - Q1 2026
Objective: Deliver high-quality features that solve real customer problems
KR1: Complete all sprint commitments with < 10% carryover
KR2: Achieve 0 P1 bugs in features I own
KR3: Complete 2 technical improvement tasks from the backlog2. OKR Scoring Guide
At the end of each quarter, score each Key Result:
| Score | Meaning |
|---|---|
| 0.0 | Not started or no progress |
| 0.3 | Some progress but significantly short of target |
| 0.5 | Halfway to target |
| 0.7 | Good progress, close to target |
| 1.0 | Target achieved |
Objective score = Average of Key Result scores
Interpretation:
- •0.7–1.0: Excellent - target was appropriately ambitious
- •0.5–0.7: Good - some targets missed, investigate why
- •< 0.5: Concerning - either targets were too ambitious or execution was poor
Important: A score of 1.0 on all OKRs is not necessarily good - it may mean the targets were too easy.
3. 360 Feedback Template
3.1 Competency Framework
Rate each competency on a 4-point scale:
- •1 = Needs Development
- •2 = Developing
- •3 = Proficient
- •4 = Exceptional
Core Competencies (all roles):
| Competency | Description |
|---|---|
| Communication | Communicates clearly and effectively in writing and verbally |
| Collaboration | Works effectively with others, shares information, supports team goals |
| Problem-solving | Identifies problems, analyses root causes, proposes solutions |
| Reliability | Delivers on commitments, meets deadlines, follows through |
| Learning agility | Learns quickly, adapts to change, seeks feedback |
Leadership Competencies (managers):
| Competency | Description |
|---|---|
| Team development | Coaches and develops team members, provides effective feedback |
| Decision-making | Makes timely, well-reasoned decisions with available information |
| Strategic thinking | Connects day-to-day work to broader business goals |
| Accountability | Holds self and team accountable for results |
3.2 360 Feedback Questions
For each competency, ask:
- 1Rating (1–4 scale)
- 2"Provide a specific example of this person demonstrating this competency" (required for ratings of 1 or 4)
- 3"What is one thing this person could do to improve in this area?" (optional)
Open-ended questions:
- 1What are this person's greatest strengths? (2–3 specific examples)
- 2What is the most important area for this person to develop? (1 specific area with example)
- 3Is there anything else you'd like to share about working with this person?
4. Calibration Process Guide
4.1 Pre-Calibration (1 week before session)
- 1Each manager submits preliminary ratings for all direct reports
- 2HR compiles ratings by department and calculates distribution
- 3HR shares distribution with department heads (anonymised by employee, not by manager)
- 4Managers review their ratings against the distribution
4.2 Calibration Session Agenda (2 hours)
0:00 – 0:10 Introduction and ground rules
- Purpose: ensure consistent standards across managers
- Ratings are preliminary - they can change
- Discussions are confidential
0:10 – 1:30 Rating review (80 minutes)
For each employee rated 5 or 1 (outliers first):
- Manager presents: "I rated [Employee] a [X] because [evidence]"
- Group discussion: Does the evidence support the rating?
- Consensus or adjustment
For employees rated 4:
- Manager presents evidence
- Group validates
For employees rated 2:
- Manager presents evidence
- Group validates
- Confirm development plan exists
1:30 – 1:50 Distribution review
- Review final distribution
- Flag any manager with > 40% of team rated 4 or 5 (grade inflation)
- Flag any manager with > 20% of team rated 1 or 2 (grade deflation or team issue)
1:50 – 2:00 Next steps
- HR locks ratings in system
- Managers communicate ratings to employees within 1 week4.3 Rating Distribution Guidelines
| Rating | Label | Expected % of Team |
|---|---|---|
| 5 | Exceptional | 5–10% |
| 4 | Exceeds Expectations | 20–25% |
| 3 | Meets Expectations | 55–65% |
| 2 | Below Expectations | 10–15% |
| 1 | Significantly Below | 2–5% |
5. Performance Management System Data Model
-- OKRs
CREATE TABLE okrs (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
owner_id UUID NOT NULL, -- FK → users
owner_type VARCHAR(20) CHECK (owner_type IN ('company','department','team','individual')),
parent_id UUID REFERENCES okrs(id), -- for alignment
quarter CHAR(6) NOT NULL, -- e.g., '2026Q1'
objective TEXT NOT NULL,
status VARCHAR(20) DEFAULT 'active',
final_score DECIMAL(3,2), -- 0.0 to 1.0
created_at TIMESTAMPTZ DEFAULT now()
);
CREATE TABLE key_results (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
okr_id UUID NOT NULL REFERENCES okrs(id),
title TEXT NOT NULL,
target_value DECIMAL(15,2) NOT NULL,
current_value DECIMAL(15,2) DEFAULT 0,
unit VARCHAR(50), -- '%', '₹', 'count', etc.
score DECIMAL(3,2), -- 0.0 to 1.0, calculated
last_updated TIMESTAMPTZ
);
-- Check-ins
CREATE TABLE checkins (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
employee_id UUID NOT NULL,
manager_id UUID NOT NULL,
checkin_date DATE NOT NULL,
accomplishments TEXT,
next_week_plans TEXT,
blockers TEXT,
action_items JSONB, -- [{task, owner, due_date}]
created_at TIMESTAMPTZ DEFAULT now()
);
-- 360 Feedback
CREATE TABLE feedback_cycles (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
quarter CHAR(6) NOT NULL,
status VARCHAR(20) DEFAULT 'open',
opens_at TIMESTAMPTZ,
closes_at TIMESTAMPTZ
);
CREATE TABLE feedback_requests (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
cycle_id UUID NOT NULL REFERENCES feedback_cycles(id),
subject_id UUID NOT NULL, -- person being reviewed
reviewer_id UUID NOT NULL, -- person giving feedback
relationship VARCHAR(20) CHECK (relationship IN ('manager','peer','direct_report','self')),
status VARCHAR(20) DEFAULT 'pending',
submitted_at TIMESTAMPTZ
);
CREATE TABLE feedback_responses (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
request_id UUID NOT NULL REFERENCES feedback_requests(id),
competency VARCHAR(50) NOT NULL,
rating SMALLINT CHECK (rating BETWEEN 1 AND 4),
example TEXT,
improvement TEXT
);
-- Performance Ratings
CREATE TABLE performance_ratings (
id UUID PRIMARY KEY DEFAULT gen_random_uuid(),
employee_id UUID NOT NULL,
period CHAR(6) NOT NULL, -- e.g., '2026Q1' or '2026'
manager_id UUID NOT NULL,
pre_calibration_rating SMALLINT CHECK (pre_calibration_rating BETWEEN 1 AND 5),
post_calibration_rating SMALLINT CHECK (post_calibration_rating BETWEEN 1 AND 5),
calibration_notes TEXT,
is_locked BOOLEAN DEFAULT false,
locked_at TIMESTAMPTZ,
locked_by UUID
);6. Communication Templates
6.1 OKR Setting Kickoff Email
Subject: Q[X] OKR Setting - Please submit your OKRs by [date]
Hi [Name],
It's time to set our Q[X] OKRs. Please submit your individual OKRs by [date].
Guidelines:
- •1–2 Objectives, each with 3–5 Key Results
- •Key Results must be measurable (specific numbers, not "improve" or "increase")
- •Your OKRs should align to your team's OKRs (linked in the system)
- •Aim for 60–70% achievability - OKRs should stretch you
How to submit: [Link to OKR system]
If you have questions, speak with your manager or reach out to HR.
6.2 Performance Rating Communication
Subject: Your Q[X] Performance Review
Hi [Name],
Your Q[X] performance review is complete. Your rating is: [Rating Label]
[Manager's written summary - 2–3 sentences on key contributions and areas for development]
We'll discuss this in our next 1:1. Please come prepared with any questions.
Your development plan for Q[X+1] is available in the HR system: [link]