One of the many lessons that the pandemic has taught us is that, more than ever, front-line managers and employees need to be ready and able to respond in the moment to the unprecedented demands and expectations of customers and colleagues alike. Effective empowerment and decentralized decision making, both virtually and face-to-face, are what drive great customer outcomes, as well as an engaged and healthy workforce. And in this dynamic digital age that cuts across diverse “brick and mortar” business models and geographies, the need to deliver customer and employee responsiveness and quality is key to both short and longer-term success. Anything less, and customers and employees alike can easily walk and take their buying power and human capital elsewhere.
So, in the face of these realities, how do employers translate human resources [HR] strategies and well intended policies into effective and responsive HR practices and results? A key driver of this success is the clarity and practical application of one’s HR “delegated authorities”.
Knowing what HR decision making authorities to delegate, to whom, and how they need to be supported and applied have become mission critical HR management realities for most organizations regardless of sector. Delegated HR authorities are key to “how” HR strategy is delivered, how desired workplace cultures and employee productivity aspirations are realized. They are also key to how meaningful line management accountabilities for employee engagement, wellness, and performance are achieved.