To ensure balanced workload distribution, I’d start by analyzing task assignments to identify overburdened and underutilized team members. Using workload tracking tools (e.g., Trello, Asana) would provide visibility into task distribution. I’d then delegate strategically, matching tasks to team strengths while rotating responsibilities to ensure fairness. Setting clear expectations and performance benchmarks would help maintain accountability, while regular check-ins would allow adjustments based on workload fluctuations. Encouraging team collaboration and cross-training would provide flexibility and prevent bottlenecks. Finally, fostering open communication would ensure concerns are addressed promptly.

I would have a meeting with the team and ask them individually where they are struggling. Then eventually distribute the work load so that everyone can work together.

I really like Agile approaches because the team is involved in estimating, distributing and following up the tasks, which avoids the uneven distribution. But, in case it happens, the team must stop and re-plan.

HR becomes busy during appraisal period; likewise SCM/Procurement team stays on their toes during tender process, during construction the engineering department stays on field 24x7; the marketing team literally live on caffeine pre-event; march is the busiest time for finance and the sales team looses its mind on all month ends. In todays date, cross-functional comparison on workload is naive. Moreover, HR has all the rights and right tools to point out the performers and peacocks. Uneven workload will always reflect on teams performance and HR should be direct & strong in alerting the concerned manager. HR has evolved into HRBP for a reason, long gone the days of diplomacy and harmony for the sake of maintaining school-like discipline.

As they say, all fingers are not same. Same goes with any organisational set up where every department or person wouldn't be loaded exactly the same. Also, not everyone will have the same competence. However, it must also be recognized that each person has certain unique qualities which needs recognition and nurturing in the larger context of organizational goal. We need people with breakthrough mindset and also someone who does routine and mundane jobs, as well. Here comes the skill for managers to find correct combination of skill, talent and objectives aligned with greater benefit of all.