Effective delegation is one of the important factors in achieving company growth. However, effective measurement and control tools are the keys to success.
Many companies, regardless of their size, must at some point evaluate the hiring of one or more collaborators; either due to the size acquired, excess workload or other particular circumstances.
And that moment usually becomes a turning point in which not only must the decision be made to incorporate human resources to collaborate in the growth of the company, but also be fully prepared to face the growing development.
Effective delegation is one of the important factors to achieve the growth of a company and to achieve this objective. A consolidated work team and having effective measurement and control tools could be the keys to success.
But how to size the necessary equipment? How to evaluate the viability of incorporating another player into our working group?
Step by Step
First of all, you have to be convinced of the need to incorporate a new member.
It is essential to overcome the temptation to think that no one does things “as oneself” and become aware of the high costs that generate the company leader spending his or her time performing perfectly delegable tasks.
It is impossible to dedicate yourself to the details of the daily task and simultaneously assume the responsibilities of running the company and strategic issues. Next, we should try to quantify the benefit that the new addition would generate versus the expense it will entail.
Giving a numerical value to the benefit is more or less simple, depending on the situation. If you incorporate a sales person, for example, it will be much easier to carry out the measurement later, contrasting specific indicators before and after the incorporation.
In other positions, for example administrative, measurement is more difficult because it is not directly related to measurable results.
In any case, before deciding on the new incorporation, an estimate should be made as realistic as possible, both of the additional income and the savings that it could mean in other areas of the company, versus the expense that will have to be faced. In this last point, not only must you consider the monthly salary, but also the social charges, extras, vacations, etc.
In any case, it will be essential to establish clear processes and procedures that help quantify and analyze the need to add more collaborators. Standardizing work systems, clearly defining processes, preparing a detailed description of individual tasks and implementing appropriate control panels will greatly facilitate decision making in several aspects.
All of these parameters will also allow us to detect which areas of the business need to be reinforced or modified and, consequently, indicate more clearly the profile of the candidate to fill the position, the tasks to be performed and the requirements that must be met.
In relation to the feasibility analysis, the study of the company's Results Table is essential. The relationship of billing versus fixed and variable expenses, and finally the profitability of the company give the answer to viability. At this point, once again it is important to highlight the need to professionalize the company or venture, regardless of its size.
Among many other possibilities, optimizing existing resources (human, technological, etc.), improving and documenting processes, eliminating duplication of tasks and eliminating activities that do not generate value, through the application of the correct tools, will ultimately result not only in clearly defining the viability of a new incorporation, but also in a necessary improvement of the product or service.
Consequently, profitability will increase and customer satisfaction will increase.
