Risk management

Improve the way you delegateDelegation is an essential process, but it is often poorly handled and can result in claims.

Do you recognise any of the following situations?'Apologies.

The file was passed to me for some guidance on a costs issue.

What do I know about costs? Having no idea where to start, this has been festering on the corner of my desk for some time.''One of the guys in my team is always prepared to help other people out.

Unfortunately, his colleagues take advantage and dump their problem files on him - often at the last minute.

He is completely overloaded.''I got back from lunch and found a file on my desk with a note asking me what I thought.

After a quick glance, I wasn't sure which aspect I was being asked to advise on.

I put it to one side, meaning to go back for clarification.

Then I forgot all about it.''The file was passed to a trainee for some research.

Unfortunately, he went sick the next day and was off for a month.

I forgot all about it until the client stormed in demanding an explanation.''The details of our new e-mail policy were left with one of my partners for his views.

I've just realised that that was nearly a year ago and nothing has happened in the meantime.'It makes little difference whether the delegated matter is client work or administrative - both can lead to claims.

Delegation can be effective, but only if you have a system to control what can otherwise be a haphazard process.

Here are some suggestions: l Delegate the task, not the responsibility.

Assume that a delegated file remains your responsibility unless clearly spelt out to the contrary and the recipient has accepted this; l Put a note on all delegated files which states clearly who is delegating what to whom.

The note should summarise the background and spell out what the recipient is being asked to do.

Use the note to highlight any time constraints, both as to when the task should be completed and any time critical deadlines.

These should be diarised by both the person writing the note and the recipient.

Make it clear who will deal with any queries arising from the matter; l Keep a central record of all delegated files.

This will simplify any follow-up process.

Out of sight is then not out of mind;l Delegate files via the recipient's supervisor.

If you don't, recipients are at risk of being overloaded with work.

An effective supervisor should have a good idea of how well those in his team are dealing with their caseloads and their capacity to take on new work.

Of course, the supervisor will also know how many other files have been delegated and whether to put a block on further delegation for the time being.Delegation must not be an excuse to forget about a troublesome file.

If it is, you'll soon be facing more than you bargained for.This column was prepared by the St.

Paul risk management team.