Supervisor Workplace Skills Series Delegation

							Supervisor Workplace Skills
          Series:
        Delegation
Objectives
 Uponthe completion of training,
 you will be able to:
  Understand   what delegation means
  Know the value of delegation
  Identify the steps for delegation
  Delegate without micromanaging
What is Delegation?
   Delegation is the assignment of
    responsibility to another person for the
    purpose of carrying out specific job-
    related activities. Delegation is a shift of
    decision-making authority from one
    organizational level to another.




Source: http://www.dirjournal.com/guides/how-to-delegate-effectively/
 Benefits of Delegation
    Manager / Supervisor Benefits
        Reduced stress
        Improved time management
        Increased trust

    Employee Benefits
        Professional knowledge and skill development
        Elevated self-esteem and confidence
        Sense of achievement

    Organizational Benefits
        Increased teamwork
        Increased productivity and efficiency

Source: http://www.dirjournal.com/guides/how-to-delegate-effectively/
Knowing When to Delegate
   Delegating can be especially helpful in the
    following situations:
       When the task offers valuable training to an
        employee.
       When an employee has more knowledge or
        experience related to the task than you.
       When the task is recurring and all employees
        should be prepared or trained.
       When the task is of low priority and you have
        high priority tasks that require your immediate
        attention.
To Whom Should You Delegate?
   When deciding who to select for the task,
    you must consider:
       The current work load of the employee
       The employee‟s strengths and weaknesses
       The training and experience levels of the
        employee
 Steps for Delegation
 1.   Define the task
           Identify if the task is appropriate for delegation.
 2.   Select the individual
           Evaluate each employee‟s strengths and
            weaknesses to match the task to the individual.
 3.   Assess ability and training needs
           Ensure that the selected employee has all the
            necessary resources and knowledge to complete the
            task.




Source: SHRM 2008 “Delegation Training for Supervisors”
 Steps for Delegation (cont’d.)
 4. Explain why
           Explain the importance of the task and why the
            individual has been selected.
 5. State required results
           Outline what is expected of everyone involved. Give
            clear guidelines that are specific and easy to
            understand.
 6. Identify required resources
           Identify what supplies or resources will be necessary
            to complete the task before beginning any work.




Source: SHRM 2008 “Delegation Training for Supervisors”
 Steps for Delegation (cont’d.)
 7. Agree on a schedule
           Set a clear timeline that is agreed on by everyone
            involved.
 8. Support and communicate
           Communicate throughout the entire process. Be
            clear and specific while allowing the employees to
            work independently.
 9. Provide feedback on results
           Make sure feedback is provided in a timely manner
            to all employees involved in the project. Provide
            positive feedback as well as constructive feedback
            for areas that need improvement.

Source: SHRM 2008 “Delegation Training for Supervisors”
Delegation Obstacles
   Lack of support
          Managers and employees must be fully supportive of
           the delegation efforts in order to be successful.
   Failure to plan
          Taking the time to follow the steps for delegation can
           avoid any pitfalls that might otherwise be overlooked.
   Lack of communication
          Communicating the plan in a clear and precise
           manner prevents errors caused by
           miscommunication.
Delegation Obstacles (cont’d.)
   Fear of relinquishing control
          Management may be resistant to delegating at first,
           but delegation can build trust and morale among
           managers and employees.
   Micromanagement
          Micromanagement prevents employees from
           completing their assigned tasks and defeats the
           purpose of delegation.
Signs of Micromanagement
 Micromanaging occurs when a manager
  assigns a task to an employee, but
  prevents the employee from successfully
  completing the task on his/her own.
 Micromanagers usually:
       Resist delegating
       Prevent employees from making decisions
       Revoke tasks after they have been assigned
       Avoid letting employees work independently
How to Avoid Micromanagement
 Clearly define the roles and responsibilities
  of managers and employees.
 Create a written plan and timeline.
 Include scheduled meetings and
  evaluations rather than frequent „check
  ins‟ that can be viewed as micromanaging.
 Allow employees and managers to openly
  communicate any concerns or questions
  they may have.
Conclusion
 Delegation provides
  benefits to the supervisor,
  employees, and
  organization.
 When executed properly,
  delegation can result in:
 Better-trained employees
 Increased productivity
 More effective time
  management.