HR Management for CX

5-Step Action Plan For A Call Center Fail-Proof Delegation Strategy

There are two main challenges when it comes to delegating. The first is an internal issue of us willing to let go of the reins and letting someone else be in charge without micromanaging.

The other challenge we face is how to delegate properly. Assigning a task to someone else isn’t just about letting go. There is a whole process that must take place in order to ensure a successful delegation.

If you’re able to delegate properly, you will reap the benefits of spare time that can better be used towards more productive tasks. In addition, you’ll help those who are working with you to acquire new skills.

It’s really a win-win situation on both ends.


How to decide when to delegate

Of course, not everything can be passed over to someone else. Some things are easier to delegate than others. Other tasks are more tedious, others bring more value to those who will be taking over.

Ask yourself these questions when choosing when and what to delegate:

  • Does it absolutely have to be you who does the task? Does the end result have to have your name on it?
  • Does someone else have the skill set to do it? (Considering that you take the time to train).
  • Can you set time out to coach and assist your successor? You cannot expect to just hand over the work and be done with it.
  • Will this task need to be done again in the future? If so, it may be even more worth it to take the time out to delegate the task to someone who is able to complete it as it will also save you time in the future.
  • Does it bring a valuable skill to your successor? Can your team member learn a new skill that can potentially help them grow within the organization? If so, this might be a task definitely worth delegating.
  • Will this take time off your hands to do add more value in other areas?

Hopefully, these questions will point you in the right direction of how to go about selecting the right tasks to delegate.

To guide you through the process, we’ve come up with a 5-step action plan for a fail-proof delegation strategy that is sure to be successful.


1. Decide what you could delegate

Maybe you might be having a hard time letting go of a certain task because you need it done to perfection. But it is important to learn to hand over the reins to someone else and decide if it is really something that you need to be doing.

Ask yourself the questions above to see what you can delegate based on your team’s availability, how much time you are able to put aside, how much time you’ll actually be saving, and how much value you will be bringing to the person you are delegating to.

Another way to decide what you could delegate is to prioritize your current tasks according to skill level. Define the tasks that require the most skill and work your way down. Then, see how time-consuming each task is. This is a great exercise to see how you distribute your time and how you can delegate effectively.


2. Choose the right person

Once you select the tasks you’re ready to handover, it’s time to pick the right match. Define the exact skills needed for the job and the amount of time required to learn and perform the task.

Delegation works best when the person that you are handing over the job to is not only capable but also is willing and eager. Make this transition a successful fit and highlight the benefits of taking over the delegated task, what they’ll learn, what this will enable them to do and how they’ll grow by taking over the job.

Related: 14 Tips On Hiring, Training, And Retaining Agents Who Align With Your Organizational Goals


3. Take the time to train

Don’t just do a handover and walk away. Depending on the difficulty of the task being delegated, define the length of training time, the type of training needed, and what needs to be learned by the end of the training

Delegation requires a little bit of effort and work at the beginning in order for it to be successful and pay off in the long term.

Related: E-learning Tools And Online Training For Your Customer Service Team


4. Check up and review the work

Delegation is essentially a lot like coaching. Once you’ve trained, it’s time to let the person you delegated to get to work. However, take the time to review their work and give feedback to let them know how they are doing with their new task. This is also a good opportunity to address any questions they may have and fix any mistake or glitch that you may see.

Based on progress and performance, you can define how often you’ll need to periodically check in.

Related: 6 Harmful Coaching Practices That Are Hurting Your Customer Service


5. Stay in touch

You’ve picked the right person, you’ve taken the time to walk them through step-by-step and watched them learn and grow into the delegated task. There will come a point where you feel that they need no longer need you to check in and you can now shift your energy to new priorities.

But instead of saying goodbye, be sure to stay in touch. Let the person you delegated know that they can always reach out to you if needed.

Delegation is an essential part of growth as an individual and as an organization.

Having a fail-proof delegation strategy aids growing pains and sets you up for success.

Our software at Playvox provides all the necessary tools to help your company scale while maintaining quality. We provide the platform for you to work with your team by establishing metrics, coaching, and providing feedback so you can scale your customer service team fast while maintaining quality.

You Might Also Enjoy