How do you decide which tasks to delegate and which to keep?

Two large factors are at play here. A) What knowledge, skills and abilities do you and your team each possess. B) How risky is the task? What is the cost of failure? Try to action and think through the following: 1) Develop a written set of competencies for each position on the team. 2) Map team members to those competencies and include competencies that might be outside of the job description (begginer, emerging, proficient, advanced, etc). 3) Determine which tasks require which compentencies. 4) Determine which tasks are low, medium, or high risk to the company if an error is made. 5) Think about whether assigning a low risk task may help grow an employee's competency. 6) Assign based on a combination of risk and skill set.

You need to consider development opportunities for both yourself and for the person who you would be likely to delegate to, also remembering that delegation in itself is a skill that should be practiced. Just because you are delegating a task/project doesn’t mean that you have absolutely no involvement/ interaction with the task, and so you can take it step by step before getting to that point.

Delegating tasks hinges on key considerations. Firstly, assign tasks aligning with team members' expertise; if someone possesses more knowledge in a specific area, delegate related tasks to them. Secondly, for time-sensitive tasks, personal handling may be more efficient than waiting for delegation. In my case, I opt for personal handling to minimize stress. Thirdly, delegation can foster skill development within the team; choose tasks conducive to learning and growth. Lastly, evaluate risks associated with a task, especially if it involves high stakes or sensitive information, handling it personally when needed. Striking this balance ensures effective task management, factoring in skills, urgency, development, and risks.

A tomada de decis?o sobre quais tarefas delegar e quais manter é uma responsabilidade crucial para o sucesso de qualquer profissional. Como profissional de Recursos Humanos, minha contribui??o para esse desafio envolveria uma abordagem estratégica, considerando tanto as habilidades individuais dos colaboradores quanto os objetivos organizacionais. Aqui est?o algumas diretrizes que poderiam ser adotadas: -Compreender as preferências individuais e pontos fortes para alinhar as tarefas de acordo com as habilidades de cada colaborador. -Avaliar a natureza e o nível de complexidade de cada tarefa para garantir que a pessoa delegada tenha a experiência necessária. -Estabelecer um equilíbrio entre desafios e apoio.

Identifying core competencies is indeed a foundational step. Conducting a SWOT analysis provides a structured way to evaluate strengths, weaknesses, opportunities, and threats, helping you prioritize tasks that align with your role, goals, and competitive advantage. This strategic approach supports focused efforts on activities that contribute the most value to your work.

Yes categorising work in ABC method is good one which is applicable to many things. Currently many managers are facing difficulties when dealing with multiple priorities work . In many cases delegation is difficult because of lack of skills with the team. Therefore timely completion is impossible. To develop team skills become first priorities before applying such tools. I find difficulty in many times leading to over burden

Agree but as managers we should continuously create a continuum for delegation where you start giving take which may have lower overall impact and can be given and risk of quality and impact be taken. But move towards tasks that are semi critical and critical, as the more we give our team exposure and accountability while continuously building their skills. The more we will create better succession plans for ourselves and the organization. Leadership is a lot about orchestrating results and this continuum helps also free up time where the value addition and possible avenues of it, by leaders and managers continuously expands. To nurture thsi leaders should build trust with their team and stand by them in tough times and failures.

Determine the complexity and frequency of each job. High-complexity, infrequently occurring activities requiring specialised expertise might be better left to you or assigned to a highly competent team member. You can assign routine and simpler jobs to free up your time for more strategic work.

Delegar no solo significa quitarnos carga de trabajo, sino también asignar tareas a personas que tienen las habilidades y el entusiasmo para ejecutarlas mejor que nosotros. Esto implica estar bien informado sobre nuestro equipo y sus habilidades.

Behalten Sie Aufgaben von hoher strategischer Bedeutung, die Ihre volle Aufmerksamkeit erfordern. Delegieren Sie Aufgaben, die routinem??ig oder repetitiv sind und weniger Zeit in Anspruch nehmen und die besser von anderen Teammitgliedern mit den entsprechenden F?higkeiten erledigt werden k?nnen.

If choosing a person to delegate to, whilst they need do have the capability and availability to complete the task, they do not always need to have all the required skills. However you will need to be confident that they can develop these skills in the required timeframe. If you, or another person has the capacity to train and assist them, it can be a great opportunity for learning and development.

I ask myself some of the following questions: - Would this task have a developmental value for anyone in my team? - Would this task be of special interest/favor to anyone in my team? - Do we have a good balance of routine tasks and stretches? - Would this task give us the opportunity to explore someone's hidden potential? - If the task is high urgency I may consider who has the most background to handle it considering time.

You can delegate "freedom to act" to those you think will do the job BUT, you can not delegate the "freedom to fail" to others. The end result accountability still lies with the the person/job that did the delegating in the first place.

It's important to assign work to someone whose qualifications and background fit the position. For instance, top product managers may be assigned to work on product development, and data analysts may be tasked with conducting market research. For jobs like advanced analytics or specialised market research, third-party vendors can be consulted.

Delegieren Sie die Aufgabe an die Person, die über die richtigen F?higkeiten und Ressourcen verfügt, um sie erfolgreich abzuschlie?en. Berücksichtigen Sie die St?rken, Erfahrungen und Interessen der einzelnen Teammitglieder. Delegieren Sie aber auch Aufgaben, um das Wachstum und die Entwicklung Ihrer Teammitglieder zu f?rdern. Identifizieren Sie Aufgaben, die ihren F?higkeiten entsprechen und ihnen die M?glichkeit geben, neue F?higkeiten zu erlernen und Verantwortung zu übernehmen.

?When deciding on task delegation, a strategic approach involves evaluating task complexity, aligning team members' strengths, and setting clear objectives. ?Delegating routine tasks allows team members to focus on skill development and ownership. ?Consideration of workload and capacity ensures a balanced distribution. Encourage growth by assigning challenging tasks that align with career goals. ?Regularly review progress with checkpoints, provide necessary support, and evaluate outcomes for quality. Be flexible, adjusting delegation as needed, and foster open communication for continuous improvement. ?This approach ensures efficiency, skill development, and overall team success.

Abdication is not the same as delegation. Review assigned tasks' results on a regular basis to make sure they adhere to the necessary guidelines and the overarching product plan. This aids in locating potential areas in which more resources or training may be required.

Geben Sie Ihren Teammitgliedern das Vertrauen und die Autonomie, die Aufgabe eigenst?ndig zu bearbeiten. Vermeiden Sie Mikromanagement, geben Sie ihnen Raum für Kreativit?t und eigenst?ndige Entscheidungen. Bieten Sie Hilfestellungen und Informationen proaktiv an. Fordern Sie regelm??ige Updates über den Fortschritt und vereinbaren Sie Meilensteine, um den Fortschritt zu überprüfen und bei Bedarf Anpassungen vorzunehmen. Geben Sie konstruktives Feedback zu erledigten Aufgaben. Erkennen Sie gute Leistungen offen an und bieten Sie Unterstützung bei der Verbesserung an, falls erforderlich.

Tasks to delegate: - If we have done it in the past and are successful, it's better to delegate. Helps the team to learn. - Tasks that we completed in the past with less hiccups. Since we have already mastered it, it's better not to overload us. Tasks that we keep: - Challenging and or in a new territory. Helps us to explore, commit mistakes, learn, and then delegate. - Personal work. -

En ocasiones, el mayor desafío es superar la mentalidad de "solo yo puedo hacerlo bien". Confiar en nuestro equipo y dar espacio para el crecimiento y el desarrollo de sus habilidades son esenciales para una delegación efectiva.

Task delegation should be seen as an opportunity for increased training and knowledge transfer. Too many times businesses get into the habit of keeping complex or detailed tasks to only one person. This creates a scenario whereby if that person leaves the intellectual capital that they represent will leave with them as well. Delegation of tasks and authority should be ingrained into our daily business needs/tasks. Only when a business has a highly skilled and motivated team can they truly be successful.

It's critical to think about how your choices may affect the team's morale and the success of the product. Make sure the delegation is in line with the team's objectives for growth and its strengths. Additionally, take into account how delegation can support an environment of empowerment and trust, both of which are essential for creativity and teamwork.

There are two aspects of delegation that stands out for my experience: - to make sure the delegate is ready, clear, aware and equipped for the delegation, - that we delegate to the moment where we feel uncomfortable, and delegate one more step. We tend to try and preserve the power and the risks most of the time, but the growth happens outside of the comfort zone. For all of us.