In Part 1, we've mentioned the first 5 classic mistakes when introducing the 360-degree Feedback process in the workplace. Continue reading to find out the remaining mistakes!

I’m sure you’ve overheard a coworker on the phone using a pleasant, sugary sweet tone but then mutter a few expletives the moment the call ended. What if you were the person on the other end of the phone? What are your employees’ real attitudes towards you, your company, and their work?

If you are planning to implement a 360-degree feedback process in your organisation, the common mistakes cannot be overlooked. The fundamentals of this process may seem simple, yet, there are a few pitfalls that a manager should be well aware of.

Times of change present many challenges throughout organisations — especially for front-line managers, who need to implement change through their people and do more with less. Ironically, when you need your highly effective managers to perform at their very best, that’s when they are the most vulnerable to buckling under the pressure. This article will provide you with early warning signs of management derailment.

Objectives and Key Results (OKRs) are an effective goal planning method which is being used at Google. You may wonder: “My company is not Google. Will my company still be able to benefit from everything that OKRs have to offer?” Maybe! If you have a concrete understanding of what OKRs are, and you do not attempt to make any of the following mistakes, you and your team might be set to go.

Employers can effectively use personnel assessment instruments to measure job-relevant skills and capabilities of applicants and employees. These tools can help to identify and select better workers and can help improve the quality of an organisation’s overall performance. To use these tools properly, employers must be aware of the inherent limitations of any assessment procedure, as well as the legal issues involved in assessment.

Objectives and Key Results (OKRs) form a helpful goal-setting framework that helps improve the engagement of both the employees and managers, keeping focused and motivated to thrive for organisational success. OKRs are basically the process of defining your organisation objectives and tracks the outcomes of the progress after a specific period of time.

The success of an organisation is normally defined by growth. And a constant and sustainable growth would require focused leaders and a workforce that understands their collective aims and priorities. Yet, ensuring the alignment between the leaders and their workers toward mutual goals is a challenging task without a suitable goal-setting and progress-tracking method. This is where OKRs come in.

You hire a foreign manager, in your opinion, who has the right skills and experience. Your expectation is that the new manager will drive the company in the right track and double profit. However, for some reason, the manager doesn’t perform well or meet your expectations. The question here is do you attempt to work out the problem with the new manager or do you fire them?

Read more: 3 Evolving Aspects of Leadership & Management in the Digital Age

Robert Haft, an American HR consulting firm, has conducted a survey on 150 Singaporean CFOs to collect the results and the accuracy of their hiring decisions. Surprisingly, the majority of the surveyed CFOs (98%) admitted having made the wrong decision when hiring new employees. With 24% (one in four) of them took only two weeks to realise that they have hired the wrong person.