HR Solutions: Delegate to increase motivation, retention of workers

Lynne Haggerman is president/owner of Haggerman & Associates, a firm specializing in management training, retained search, outplacement and human resource consulting.

Nurse and nurse aide shortages plague the health care field. Finding quality staff members to hire is a challenging task, making it completely illogical to lose or de-motivate even one employee with poor usage of delegation by supervisors. Delegation is a proven management tool that impacts motivation and retention when properly utilized.

First, maintain a delegation attitude. Do not worry about the time it takes to delegate, because you will reap more time in the end. It is not easier to just do it yourself, because too many of these excuses will increase your workload and lead to burnout.

Believing no one else is as capable as you is a myth. You will not lose touch and your workers will not fail, because you will follow up at strategic points. You may trust your people, because, after all, you hired and trained them. If you do lack confidence in your staff, provide additional training. If you feel your subordinates already have too much to do, hire more employees or streamline activities.

Second, select the appropriate team member to delegate to by considering several questions. Does the task require an individual who is trained and experienced, or should you use this opportunity as a training experience for someone who is less experienced? Do you need to consider the career goals of a particulate nurse? Do you need to identify and groom a nurse as part of a succession plan?

Is the person you are thinking of using reliable? Is it realistic to delegate given the nurse's workload? What does the nurse like to do and what are his strengths? Are you handing out assignments fairly? Don't burn out the workhorse, and keep in mind that great nurses may want variety.

Third, communicate the assignment. Determine the participation level of the individual in deciding the details. More experienced nurses will want to be more involved. State the purpose and deadline. Explain the results expected. Provide any specific instructions, but let the worker think for himself, too. Let him know his level of authority. Does he need to report back to you or not? Does he need to look into a problem and propose solutions to you for your approval prior to beginning implementation?

Ask for progress feedback. Request to be told about problems with solutions. Stress accountability. Answer any questions. Ask him to repeat back to you what you have been telling him. Be sure he understands your expectations to avoid frustration, wasted time and undesired results. Monitor progress.

Follow up but do not micro-manage. Help as needed. Provide accurate and honest feedback. Resist the temptation for perfection. Do not accept partially completed work. Do accept 80 percent to 90 percent of your excellence. Give credit for successful completion.

Fourth, analyze your actions to avoid the dangers of delegation. Give authority. Establish realistic time schedules. Do not over-delegate the dirty jobs or use delegation as a punishment. Do not over-control or under-control. Do not select unqualified associates. Train when it is needed. Do not rush and delegate improperly. Plan well. Let go and take risks. Don't fear failure.

Impact the health care staff shortage by empowering, motivating and retaining current nurses and nurse aides through proper delegation of responsibility, accountability and authority.