WHAT IS DELEGATION?
The noun "delegation" is often used in the political arena, for example "a delegation was sent to meet....", or to describe a representative at a conference as a delegate.
In the workplace however, the use of the verb "to delegate" describes a process by which a task or responsibility is entrusted in another person.
But, it is important to recognise that delegation is not just about telling a subordinate to do something. It should be much broader than that. It is a powerful tool that is essential to the process of effective management. Successful delegation enables increased efficiency and improved business performance.
It can also help to improve the levels of motivation, involvement and development of an individual or team.
WHY DOES DELEGATION FAIL?
All too often, the act of delegation is carried out ineffectively and this can have a negative impact on the operation of the business. Take the following examples:
• A manager does not like or is bored with a particular task so passes it on to a subordinate.
• A manager delegates a task or responsibility to a subordinate but does not realise (or does not bother to find out) that he/she does not have the experience or knowledge to carry out that task.
• A manager is too busy so passes a task onto a subordinate without recognising that he/she is also too busy.
• A manager delegates a task but fails to explain exactly what has to be done or by when it has to be completed.
• A manager "passes the buck" by telling a subordinate to take on a task and then passing on the blame if something goes wrong.
• A task is passed on but as soon as it needs to be done the manager interferes and takes it back on, showing a lack of trust or faith in the subordinate.
• A task or responsibility is delegated but the manager never checks whether it is fully understood and does not check the outcomes.
• A task or responsibility is delegated, but the manager is unavailable to provide support to the employee when they encounter difficulties.
• A manager passes on a task to an employee who does not want to do it and does not care whether it is done or not. So, at a later date, the manager discovers that the task is incomplete or not done at all.
In the above examples, the task or activity is unlikely to be completed successfully, which means the employee is more likely to resent the process than appreciate it and the manager has clearly failed to carry out effective delegation.
BENEFITS OF EFFECTIVE DELEGATION
But, delegation can and does work, whether covering a single one-off task or an ongoing responsibility. In some cases the benefits may be mainly for the manager, but usually the subordinate gains too. In all cases of successful and effective delegation, the organisation as a whole is bound to gain.
Typical benefits can include the following:
• Getting a job done on time.
• Relieving the workload of a busy manager.
• Enabling the manager to take on additional duties or focus on key areas.
• Passing a task or responsibility on to someone who is better qualified or able to do it than the manager.
• Encouraging an employee to take on additional responsibility.
• Motivating an employee to perform at a higher level by showing that they are trusted.
• Actively encouraging an employee to become more involved and taking ownership an activity.
• Enabling staff to contribute to decision making.
• Encouraging learning.
• Developing the employee in preparation for a bigger role in the future.
12 STEPS TO EFFECTIVE DELEGATION
The effects of delegation on the recipient employee should not be underestimated.
A little time spent ensuring that the process of delegation is carried out properly will often reap benefits far beyond the simple matter of a task being fulfilled.
So, it must be worth spending the time to do the job properly right from the start.
Depending on circumstances, some or all of the following hints will help with effective delegation to the benefit of any organisation.
The actions required will vary for practical tasks and responsibility. The latter may require consideration of alternative options and
decision-making, yet the steps below can apply to the delegation of both practical tasks and responsibility.
1. Plan first. Think about what is to be delegated and why. Consider all possible options as to the best way of doing it.
2. Explain to the recipient of the task or responsibility why it is being delegated and what steps you intend to take to achieve the required outcomes.
3. Check that the recipient has the physical and mental capacity to take on the work or discuss what they in turn can delegate to gain the necessary time.
4. Explain what is required. This may be simple or may require a detailed explanation of what is involved.
5. For more complex matters discuss whether formal or informal training is required and check that the necessary skills, knowledge and experience are in place.
6. Where appropriate, demonstrate the task to be carried out.
7. Allow the recipient to carry out the task for themselves but under supervision.
8. Allow the recipient the freedom to experiment or to suggest different ways of achieving the required outcome without fear of being admonished or, worse still, punished.
9. Remain available to answer questions, but encourage the employee to come up with answers for themselves, and to provide any required support. Resist the temptation to interfere.
10. Give praise where it is due and ensure that where any criticism is made it is done in a constructive manner.
11. Do not try to take the credit for the action itself, although you can claim credit for efficient delegation.
12. Remember that you may have delegated responsibility for conducting the actual activity but that you are still responsible for the outcomes.
GOING BEYOND DELEGATION
A term that has gradually crept into the language of business is empowerment.
This can be a complex area for specialist input, although in summary empowerment can be described as encouraging individuals or a team to think for themselves and take responsibility for their own actions and their areas of work.
Empowerment does not remove the need for effective management but overall guidance can replace the traditional standing-on-the-shoulder role of the supervisor or line manager. Individuals or teams are encouraged to take decisions about their work, in order to contribute to the business operation and to take ownership of appropriate areas of responsibility.
The theory behind this is that employees will be more highly motivated and committed because they feel that they are being recognised and treated as an integral part of the operation rather than being seen simply as cogs in a wheel.
Done correctly, as part of an integrated personnel and people development strategy, this should increase efficiency, reduce waste (materials, time, absence and staff turnover) and therefore improve the overall effectiveness and profitability of the business.
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