The feedback from the employees' expressions made Chu Yuanxi feel good.

There are several reasons why it is necessary to carry out a mobilization of all employees, the first of which is to explain the state of the company. Many IT companies don't even know how many departments and how many project teams the company has, and they don't even need to think about cooperating with others, and they don't need to think about it, and they don't need to understand the work of other people in the project team, and they don't need to care.

But under the OKR work system, you can't do it if you don't understand, because the OKR system doesn't tell employees what they need to do, but only tells employees what rewards are in the task package, and how much you need to do to get the rewards.

This is the result of thinking about the well-off during the Spring Festival in Chuyuanxi.

The essence of this system is to give full play to the talents of employees, but the premise of giving full play to talents is that employees must understand what resources they may mobilize in order to design a reasonable and efficient work plan. Designing your own work plan without knowing the company's business structure and knowing what other colleagues can help with is not fundamentally different from the work efficiency under the KPI system, such an OKR is nothing more than a gimmick.

But this gimmick comes at a cost – it's hard to manage. The outstanding advantage of KPIs is that they are easy to manage.

OKRs must break down the barriers between KPIs, otherwise the disadvantages that are difficult to manage are enough to swallow up the slightly improved efficiency, and the general ledger may still be a loss, and it will not be able to cure the diseases of large companies. Therefore, Chu Yuanxi must take the lead in explaining the company's situation, and the same will be true for middle-level management in the future, and it is necessary to take the trouble to explain the company's situation and what resources can be mobilized to employees, or how to say that management is difficult.

Then there is the sense of ceremony of the pledge meeting. Why do many companies and projects want to engage in formalistic things like the pledge meeting, and even sacrifice three animals when the film and television project starts? Because of the sense of ceremony, the effect of this sense of ritual is intangible, but the sense of presence is very strong, not only like adding a buff before the war, but also like pressing the button of a rocket launch, which can make employees enter a completely different state, and the efficiency is increased by 350% after adding a buff.

And to be able to unify thoughts. The term "unity of thought" is often seen in news broadcasts, but it is actually urgently needed by any group of companies to avoid internal friction to the greatest extent. It is impossible for Chu Yuanxi to wait until internal friction occurs before extinguishing the fire, especially if he has had an experience in the original world, knowing where something might happen, and taking a preventive shot in advance is an inevitable option.

In fact, before the mobilization meeting, Chu Yuanxi had already convened a small meeting with the management, and the core idea was not to hate trouble, to embrace trouble, and to first consider whether it was beneficial to the company in the face of trouble, and then consider the actual benefits. The rewards under the OKR system can obviously be distributed by the person who receives the task, and of course, a part of the reward can also be distributed to the person who helps him.

To employees, he also has to say this: "Maybe many new colleagues have never been exposed to the company's OKR system, although the human resources team has explained to each new colleague according to the process, but put yourself in your shoes, I probably won't understand the essential difference between OKR and the KPI system I am familiar with, isn't it all about completing a job to see the effect?"

Please read the workbook again and again, and now I want to tell you the essence of it - not only will you have frequent doubts in our company, but you will also be frequently 'troubled'.

In the process of completing your job, you will encounter colleagues from different departments to trouble you, especially those in middle management positions, and I expect that there will be many ordinary employees from other departments who will harass you and need to provide some help that you may not think is related to the work of either party. Most of them are consultative, and a small number of them may produce substantive work content, at which time the other party should assign you a certain reward for OKR tasks, or other ways, in short, you can't do it in vain.

Don't be afraid of trouble, if you want to mix well in our company, not only should you not be afraid of trouble, but also take the initiative to trouble others. Otherwise, if you take the task under the OKR, you will not be able to design a good work plan, and the final result will be that the task will most likely not be assigned to you, unless you are the only applicant.

This OKR system is not about whoever takes over the task first, you need to provide a high-quality work plan for the company to review, which is very important.

We only look at the results and not the process, and the result of not receiving a task is the same as not receiving a task, and if there is a team that is always waiting for the company to assign work, I especially don't want that to happen. In the same way, if someone is particularly unhappy with being troubled, you are very, very close to leaving, because you are hindering the healthy functioning of the whole company.

Indifferent people, people who only sweep the snow in front of their own door, can't get along in the company, and helping others is the best self-help. We are an open, enthusiastic and enterprising company, if you are an autistic character, you can either try to change yourself, or quit in time, and everyone will forget about each other.

I'm a very direct person, and I like to say ugly things first, and then we'll draw a big pie when the ugly things are finished. I think that the above is your responsibility and obligation, and now I will talk about rights and rewards. In drawing this pie, I would like to emphasize another word – sharing.

Startups generally work a lot of overtime, which will eat up a lot of employees' time, and you have to be proactive, in a word, uneasy, and the salary is average. But startups can generally offer options that can share the company's success with their employees.

The company is also special, you don't know about the Ba people group can communicate with people who understand, the Ba people group supports employees to incubate and start a business, the first incubation company has been established, just downstairs in our bottom business, the founder is a plan of the game team.

The support of Xiaokang Future for employees is not only to support entrepreneurship, because our company is more special, on the one hand, the resources are relatively abundant, on the other hand, I estimate that a certain proportion of colleagues are not interested in entrepreneurship, and the company can provide more support than simple entrepreneurship.

However, I would like to remind you that the people who are able to share the fruits of the company's growth in our company must be people who are willing to share with others. Your zodiac can be gluttonous, but it must not be piscopic, which is why I emphasize 'sharing'.

Finally, let's talk specifically about the allocation of options and the promotion system within the company......"