As a non-IC, I'd spend that much time per week on OKRs: writing the OKRs for a team involved planning out the next quarter's topics, which required aligning the team (with individual meetings & group ones) for the 2-3 weeks at the end of the quarter. Then drafting them, aligning with the department/VP's topics for the quarter, finishing them, getting feedback from other team leads, dry-run presentation for the dev manager meeting, then live run-through for the department all-hands, mid-point scoring updates, end-of-quarter scoring, back to the beginning
Concrete team stories are usually quite clear. OKRs force you to encode a bunch of them into objectives and key results. This produces utter nonsense if the duties and opportunities are generic or fragmented. Not every team can write a clear OKR which makes it obvious what's happening, especially if you servicing multiple departments.
The process gets heavier at the level where OKRs are getting aggregated across multiple teams, or teams of teams, but that's a cost paid by managers, not by "drones," so I don't see why line employees should be concerned with it.
FWIW I spend about four to six hours a year thinking about OKRs, and that's assuming I'm paying attention for the entire OKR team meeting (fat chance).