How to calculate the OKR Fulfillment Score?

Category: OKRs

Profit.co provides an option to calculate the OKR fulfillment score.

Why this feature?

  • In Profit.co, the OKR Fulfillment score can be calculated by the average value of the Objectives and Key Results progress assigned to you and your Department.
  • Calculating OKR Fulfillment Scores offers organizations a concise performance metric that fosters accountability, aligns departments with strategic objectives, and promotes transparency.

Consider that there are two OKRs created in the Product Management Department.

Note: If the Key Result is assigned within the same department under the Objective, the objective progress will be calculated based on the progress of the Key Result.

Hence, the progress of Objectives is 53% and 63%.

Consider that the Product Marketing Department has assigned two key results to the Product Management Department.

As the Key Results have been assigned from another department, only the key result progress has to be taken into account. 

Hence, the progress of the two Key Results is 60% and 30%.

Calculation:

The formula is,

OKR Fulfillment Score = (Total of objective progress + Total of assigned key result progress) / (Number of objectives + Number of assigned key results) 
 

Total of objective progress 

53% + 63% = 116%

Total of assigned key result progress

60% + 30% = 90%

Number of objectives

2

Number of assigned key results

2
 

Hence, OKR Fulfillment score = (116 + 90) / (2+2) = 51.4%.

Note:

  • The OKR Fulfillment Score might change if you have applied weights to the OKRs.
  • When weightage is disabled, the OKR Fulfillment Score slider appears without any indicator.
  • When enabled, a vertical line appears on the slider indicating the total assigned weight, and a tooltip on the weight icon flags any under or over-assignment.
  • You can also click Adjust Weights to correct the distribution instantly.
 

Related Answer Post

To learn the difference between OKR Ranking and OKR Fulfillment Score, click here.

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