When you switch projects or processes, you send a certain amount of freedom in how the projects are handled. These goals range from simply giving instructions to monitor through to deliver a complete assignment that will then be part of a person's job description.
But how do you decide? Here are three steps you can use:
1. The experience of the individual you are allocating. How much does this person try for the company? With the league? How familiar are they with work? Do they have the opportunity to see you, or someone else, carry on a task so that they have some idea of what will happen? Anyone who is totally inexperienced in the area can still be able to do it, but they need more control and the level of delegation will be in the lower part of the scale.
2. Experienced reliability. Some always come through. If they promise something at 4 o'clock on Tuesday, you can adjust the view by coming. This is a highly desirable feature of an employee and one that you should encourage and develop. With this person, you will continue to monitor the delegation, including timelines and reference dates, but you are more confident that they are met.
3. How important is the project? If the success of the project goes a long way, consider carefully the first two items as your choice of person may well be the difference between success and failure. Try people with less important tasks at first, and as they prove your worthy trust, get up the delegation.
One of the great benefits of a successful delegation is to promote employees, but performance or failure can count on delivering fair freedom through the project. Use these three instructions to help you hide each task at the highest level.