Risk Management articles for surveyors

Out of sight, out of mind

by Tim Prior LLB AIRM, Senior Risk Management Consultant

Delegation can be a very effective business tool for ensuring that matters are handled by the right people with the necessary skills. Unfortunately when it is abused, it can result in claims. Are any of the following situations familiar?

“Sorry. The file was passed to me for guidance on an obscure point. It’s been festering on my windowsill ever since.”

“One of the guys in the team is always prepared to help 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. I was distracted and 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 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 will only be effective if you have a system to control what can otherwise be a haphazard process.

Delegate the task, not the responsibility. Assume that a delegated file remains your responsibility unless clearly spelt out to the contrary and accepted by the recipient.
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.
Keep a central record of all delegated files. This will simplify any follow-up process. Out of sight is then not out of mind.
Delegate files via the recipient’s supervisor. If you don’t, recipients risk being overloaded with work. An effective supervisor should have a good idea of how well those in his team are dealing with their workload 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.

The delegation of tasks and projects is an integral part of any team or organisation but its success depends on the quality of supervision and properly supporting and monitoring those assigned the work. If misused, delegation can solve nothing and actually store up problems.

What’s hiding in your desk?
January 2006

Surveyors

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