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Spreading the workload

How would you like to bring out the best in your staff and at the same time, reduce your own workload and stress levels? How would you like to claw back some time to focus on what’s really important in your job so that you can add some serious value to your organisation?

You can do this, and more, by spreading the workload. Of course, this means you’ll have to loosen up on the reigns and spend a bit of time up front to put things into place. Once that’s done, though, you can start reaping the rewards of extra hours in your working day and a more motivated and committed work team.

Here are the five steps to follow:

  1. Which tasks?
    Spread around recurring and routine tasks, jobs that don’t require your personal input, and tasks that you currently do that are in someone’s else’s area of expertise or interest. Think about distributing tasks that would make your team members’ jobs more interesting in some way and those that would increase or develop their skills or knowledge. Consider allotting small projects and portions of larger projects you are undertaking such as data collection and research, jobs that need to be done but you can’t squeeze into your schedule, and occasional duties or tasks.

    Keep any sensitive or confidential matters in your own in-tray along with any high-risk or high-cost tasks. Hang on to planning and monitoring activities and things that need to be done quickly. And don’t see this as an opportunity to dump the boring go-fer work that you don’t like to do yourself!

  2. Which person?
    It’s important to select the right person for the job. Who can do it now? Who could be trained? Who is interested in it? Who would like to learn it? Who has a flair for it? Who could add it to their other duties without becoming overwhelmed with work? Who has shown an interest in this particular type of work? Whose skills would it extend to make their job more interesting or challenging?

    Make sure doing the task is in some way rewarding for the employee. This means fitting the job to the person by taking into account work style preferences. If it requires a fine eye for detail, who enjoys this type of work? If it requires working with others cooperatively, who is good at that? If it is repetitious, who would enjoy doing it? If the unexpected might occur, who would handle it well? Look for a good match between the person and the task. Whatever your reason for assigning a particular duty to someone, make sure you are clear about it so you can communicate it to the employee.

    It can be tempting (but counterproductive) to continually load your best performers with ever-more tasks and responsibilities, so make sure you spread the workload evenly and fairly. And don’t give all the plum jobs to a few favourites.

  3. Assign.
    Take this opportunity to offer some positive feedback so people aren’t left wondering why you have selected them. Give full and clear information about standards (accuracy, quantity, etc.), time frames and how often the task is to be done, resources available and whether there are any constraints or restrictions such as time or money so the employee knows exactly what you want. Explain what to do if they ‘get stuck’.

    Always explain the big picture and why the task is important. Tasks done in isolation can easily overwhelm people and seem meaningless. How will the assigned duty add to profitability, productivity, quality, customer service, cost reduction, or corporate image? In short: How will it make a difference? If we don’t know that our efforts contribute something worthwhile, a task will quickly turn into a chore and destroy motivation.

    Find out if the employee has any questions or concerns and agree monitoring and reporting procedures. Decide what’s important – speed? Quality? Accuracy? Cost? Keep tabs on whatever will tell you the employee is doing a good job.

  4. Smooth the way.
    Will you need to clarify or amend any reporting or support relationships and communication channels? Will you need to authorise access to any restricted areas or information or provide additional resources or information? Is there anyone else you will need to inform? What else will you need to do to make sure the employee has the necessary support and every chance of success?

  5. Stay tuned.
    Don’t leave the employee floundering, with no follow-up. At the same time, don’t do the task for them either, or hound them to keep on top of every last detail.

    You do have a responsibility, though, to check often enough that if things are going off the rails, you can get them back on track. You want the job done right, after all! Let people get on with it and keep track of only the important check points you have agreed.

    You can do this by exception (tell me if something is not going according to plan) or planned discussion (how are things going in these areas?) Do this in an encouraging, not a policing, way, so that you can guide and offer advice as necessary.

SIX WAYS TO STAY TUNED

  1. Give them the ball and let them run with it only if the employee is highly skilled, experienced and willing to take on the job. Explain what needs to be achieved and let them get on with it in their own way. Monitor a few agreed points.
  2. Touch base if the employee is dependable but slightly less skilled, experienced or willing. Ask them to check in with you at agreed times about agreed monitoring points so you can satisfy yourself that things are progressing well.
  3. Keep me informed. Ask skilled and willing employees with a bit less experience, but who are still capable of deciding what to do, to decide how to approach the task, let you know their plans, and go ahead unless they hear from you to the contrary.
  4. Check with me first. Ask slightly less skilled and experienced, but willing employees to decide what to do and check with you first before going ahead.
  5. Think it through. Ask less skilled and experienced, but willing employees, to think through the different ways they could approach the assignment and the pros and cons of each, select one, and review what they’ve decided and why with you. This will show you how they think and give you a chance to coach them to develop their skills.
  6. Hand holding. Show employees with little skills and experience or willingness (new employees or poorly motivated employees) not only what is to be done but how it is to be done.

Source: The Supervisor’s Survival Guide by Kris Cole

Give plenty of positive and specific feedback. When people do a good job, say so! If they think you haven’t noticed, they’ll think you don’t care. If they think you don’t care, they’ll think the job isn’t important after all. In that case, why bother to continue doing it well?

If something isn’t quite going according to plan, discuss what to do to put it right and what to do to prevent it happening again. This turns the mistake into a learning opportunity. Heaven knows, we all make mistakes from time to time!

If work is not up to your standard:

Respond calmly to mistakes. See what you can both learn from them.
Discuss it in private.
Be a coach, not a critic.
Focus on the work, not the person.
Fix the problem, not the blame.
Ask for their suggestions on improvement.
Focus on the Future: ‘Next time, …’ ‘From now on, …’
Were you available for consultation?

Source: The Supervisor’s Survival Guide by Kris Cole

Here’s how … to avoid the most common mistakes:

  • Rushing. Take the time to explain the assignment fully.
  • Mixed messages. Show that you are confident in the employee’s ability.
  • Arrogant or overly authoritative attitude. Treat the employee respectfully and build confidence
  • Voice tone. Don’t ‘bark out an order’.
  • Insufficient detail. Fill in all the blanks: measures of success, timelines, etc.
  • Vague and unclear. Take the time to check the employee understands the assignment.

Source: The Supervisor’s Survival Guide by Kris Cole

Yes, these five steps take a bit of time and effort up front. You’ll need to sit down, think through what work you want to assign to which employee, and communicate clearly to everyone concerned.

Spreading the workload gives your team members a chance to learn and grow and spread their wings. It’s a great way to develop skills, motivate people, and give yourself some breathing space.

If you'd like Kris to contribute to your publication, she will be happy to explore the opportunity.

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