Delegating Training for Supervisors

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Introduction

“Delegating work works, provided the one delegating works, too.”Robert Half, American Businessman

Successful managers with varying years of experience and at all levels of management recognize the accuracy of this statement. Faced with demanding workloads, they delegate authority to their employees. They work diligently to make sure their employees are capable of handling increased responsibility and duties and do so successfully. Effective delegation results in better trained employees, increased productivity, more motivated staff and improved retention. This sample presentation is intended for presentation to supervisors and other individuals who manage employees. It is designed to be presented by an individual who is knowledgeable in delegation and management concepts. This is a sample presentation that must be customized to match the employer’s own policies, practices and culture.

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Objectives

At the close of this session, you will be able to:• Define delegation • State reasons for delegating• List key steps for successful delegation • Discuss what can be and cannot be delegated• List levels of delegation and examples of each• Discuss reasons delegation fails

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What Is Delegation?

Delegation is the process of assigning tasks or projects to subordinates and clearly dictating expected outcomes and timeframe for completion. It must be accompanied by the commitment of subordinates to complete the tasks or projects.

A manager may designate work to subordinates but he or she ultimately is responsible and accountable for the work being completed successfully.

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Reasons for Delegating

Effective delegation saves management time. It results in better-trained employees, increased productivity, more motivated staff and improved retention.

Managers delegate:1. To have work done by subordinates

Managers must be sure that employees:> Know what the manager wants> Have the appropriate authority> Know how to perform the work

2. To provide employee development > Employees who receive designated work gain valuable experience,

knowledge and an opportunity for professional growth> Managers must devote significant amounts of time and energy to be sure

employees succeed when the purpose of delegating is to provide career development

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Questions? Comments?

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Key Steps for Successful Delegation

For successful delegation, managers need to:

1. Define the task – Confirm that the task is suitable for delegating. Does it meet the criteria for successful delegation?

2. Select the individual – What are the reasons for selecting this employee? As part of the selection process, determine how he or she will benefit and how you will benefit.

3. Assess ability and training needs – Does the person identified have the skill sets required to be successful? Can he or she grasp what needs to be done? If not, you cannot proceed.

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Key Steps for Successful Delegation (cont’d)

4. Explain why – It is important to put the task or responsibility into context and explain the reason it is being delegated. Talk about why the employee is given this task and where it fits in the overall scheme of things.

5. State required results – What is the deliverable expected to look like? What must be achieved and when? How will the task be measured? It is important that the employee knows upfront how you will determine his or her level or degree of success.

6. Identify required resources– Discuss and agree on resources required to get the job done. All relevant resources should be taken into consideration, including staffing, physical space, equipment, materials, inventory, storage and other related activities and services.

Elements Necessary for Successful Delegation

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Key Steps for Successful Delegation (cont’d)

7. Agree on a schedule – Establish action plan milestones and review dates for routine progress evaluation and feedback. Failure to agree on such a schedule in advance will cause the review process to be viewed as interference or a lack of trust instead of management practice.

8. Support and communicate – As part of the communication and support process, alert the employee to any unusual matters of politics or protocol within the organization of which he or she should be cognizant. Inform your own manager and your peers of a new assignment to a direct report if the task assigned is one of high visibility and warrants this level of support and introduction.

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Key Steps for Successful Delegation (cont’d)

9. Provide feedback on results – Providing timely feedback on results is essential. The employee assigned the project should be recognized and applauded for successes. By the same token, failures must also be analyzed so that the reason(s) can be turned into opportunities for learning and risk avoidance.

10. Repeat the process – This step involves repeating the cycle but with a renewed sense of vigor and commitment. Each time a project is completed, the manager should attempt to engage the employee in a task that is incrementally more challenging than the previous one.

Source: Adapted, in part, from Manager’s Toolkit, Harvard Business Essentials, Guidelines for Effective Delegating, p. 67.

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What Can and Cannot Be Delegated

Managers may delegate whenever they need something done by their employees and it is appropriate for their employees to complete the task or project.

Consider for delegation:> Any activity you used to do before being promoted to management--if you

have an employee reporting to you who can do this activity now.> Tasks in which your employees have more experience than you.> Making decisions on matters that are especially important to your

employees, such as rest and meal periods or corporate team-building activities and meetings.

There are responsibilities and duties that managers may not appropriately delegate, such as performance reviews, employee discipline and strategic planning.

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Questions? Comments?

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Levels of Delegation and Examples

Examples of levels of delegation from lowest to highest are:

• No delegation whatsoever. Example, “Do only exactly what I tell you to do” or “Wait for me to give you instructions.”

• Delegation from a manager who retains responsibility for reviewing options before making a decision. Example, “Check into this and tell me what you find, and then I’ll make a decision” or “Look into this and give me your ideas or recommendations, and we’ll make a decision together.”

• Delegating that gives the employee more control. Example, “Decide what needs to be done and give me your decision and plan to go ahead unless I object.”

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Levels of Delegation and Examples (cont’d)

Examples of levels of delegation from lowest to highest are:• Delegation that saves time but also allows follow-up by the manager.

Example, “Decide what needs to be done and do it, and just let me know of your decision and the results.”

• The highest delegation where the manager retains responsibility. Example, “You decide and do what needs to be done. You do not need to check back with me on this.”

• The highest level of delegation and not usually used without an official change in the person’s job description and title. Example, “Decide what to do and manage the situation. It is your responsibility from now on.”

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Reasons Delegation Fails

The main reasons delegation fails are:• Lack of CEO support – The CEO must not only recognize the

importance of delegation and support it, but must also be willing to delegate to top management team members.

• Failure to plan – Managers often think it is easier to do work themselves instead of taking the time to review all their activities and determine which ones may be delegated to save their time and to help employees learn and develop.

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Reasons Delegation Fails (cont’d)

• Lack of communication – It is critical for managers to take time to discuss their expectations with the employee, explain the importance of an activity that he or she is being delegated and share information that will help the employee succeed with the new task or project.

• Fear of relinquishing control – Even good managers may fear losing control of their work, having a poor result from delegating or being threatened or replaced by a subordinate.

• In the words of Ronald Regan, “Surround yourself with the best people you can find, delegate authority and don’t interfere as long as the policy you’ve decided upon is being carried out.”

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Questions? Discussion?

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Summary

Delegation is the process of assigning tasks or projects to subordinates and clearly dictating expected outcomes and timeframe for completion. It must be accompanied by the commitment of subordinates to complete the tasks or projects.

Effective delegation saves management time and results in better-trained employees, increased productivity, more motivated staff and improved retention. Managers delegate to have work done by subordinates and to provide employee development.

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Summary (cont’d)

Key steps for successful delegation include defining the task, selecting the individual, explaining the reasons, stating required results, identifying required resources, assessing ability and training needs, agreeing on a schedule, providing support and communication, providing feedback on results, and repeating the process.

Managers may delegate when it is appropriate for their employees to complete a task or project, but they cannot delegate activities only they must complete, such as performance appraisals or disciplinary action.

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Summary (cont’d)

Levels of delegation extend from no delegation whatsoever, when the manager tells the employees precisely what and how to work, to full delegation, when the manager gives an employee total control over a project and revises the employee’s job description and title.

Delegation fails because of lack of CEO support, failure to plan, lack of communication and fear of losing control.

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Course Evaluation

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