According to Wikipedia, “Delegation is the assignment of authority to another person (normally from a manager to a subordinate) to carry out specific activities”, whilst the Mirriam-Webster.com dictionary defines Abdication as “to give up a position with no possibility of resuming it”. It also can mean giving up the crown of course.

I believe that if you don’t provide someone with the training and direction for them to achieve what you’ve ‘delegated’ to them to deliver, then really that’s abdicating responsibility / authority.

If we have a clear understanding of the core objectives in our role and have been equipped with the knowledge and skills required to deliver the agreed targeted results to a timescale, then we’re better able and more likely to succeed.

When we succeed, so too does the business.

A key part of my ongoing success in scaling recruitment businesses, and in assisting my clients to do so, is in ensuring there are structured and agreed training / L&D programs in place for all in the business, from the outset.

These programs will include focus on developing the prioritised and core skills specific to them and their role, with periodic and regular reviews (I recommend Quarterly), twinned with the individual’s business plan including their quarterly and annual targets.

Talent Development is a mandatory part of Talent Retention, as is a clearly defined career path based upon aptitude and performance.

Reward and Recognition are an important part of the journey on each career path, but are not the same and whilst can they go together, should be acknowledged differently.

An ongoing factor in the ‘war for talent’ is in retaining our current talent and whilst the cost in management time and investing in external expertise may be significant, the ROI from developing those within our ranks to agreed objectives, particularly our key Talent, is exceptional.

How confident are you that your L&D structures are delivering?

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