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Skill level delegation

We are a small business with 4 employees.. a director, manager, bookkeeper, and receptionist. The receptionist and bookkeeper are required to assist in other areas as needed and they do a good job.

Recently the bookkeeper asked for more responsibility. I obliged and discussed the new task she would be performing and gave an outline and discussed standards. She took the job happily.

After the first task was completed and we were reviewing her work, I noticed many errors. The errors were in spelling, grammar, incorrect entries, and shortcuts were taken when it was specified not to do so.

We discussed the errors and the employee was indignant and not readily accepting responsibility for her shortcomings.

I allowed her to reflect and then met with her the next day. She was apologetic and said she would like to try again. She was then assigned a new task closely related to the last. She took it with a good attitude and even said, "I'm going to do it right this time."

This task was completed and turned in. Upon review I found the same type of mistakes and errors. When discussing this the same type of behavior was displayed by the employee and she became agitated about her errors. She even argued that she was right. Delegating tasks to her has resulted in double work and more stress.

The tasks assigned were entry level. If these tasks can't be completed correctly, there are no more that we can give her.

Do you have advice on delegating to employees who are not willing to learn from their mistakes?

Leigh,
Perhaps you should make a decision about retaining this person. Occasionally, employees are either not willing or not capable of learning from their mistakes and must be let go because of the impact on the business or other employees. In this case it sounds like the person doesn't have basic grammar and spelling skills required for the tasks you've delegated, both which cannot be remediated quickly. Your other alternative is assess her value to the company and determine if you want to invest in a remedial English and grammar course for her, while you withhold delegation of any other work. I would not continue to delegate any work that you know shew cannot handle,as you have realized, it creates double work.
Dr. Robert Roehrich

I somewhat agree, but not completely. The employee demonstrated an unwillingness to accept her shortcomings; in addition, some of the shortcomings could not remediated through administrative training. As managers, we should learn from this experience when filtering applications for new hires. When a candidate does not have the discipline to check his/her grammar and sentence structure in a cover letter/resume and any correspondence prior to being hired, it is often an indication of a person's work ethic. For me, this translates into a lack of pride. There is nobody who has perfect grammar, we rely on spell check or dictionaries to assist us. I don't catch all my mistakes but I try to take the time to double check my work and use the available resources.

If grammar and spelling have been identified as problems with this employee, a quick cut and paste into word can help reduce the incidence of error. Personally, I'm surprised that a bookkeeper who has been trained to check for details albeit numeric ones, would be error-prone.

Up until the bookkeeper asked for new responsibilities, there is little indication of any problems, hence the increase in responsibilities (and possible pay). Perhaps the promotion or new responsibilities were not in line with the employee's skillset and were unfairly given or not supported. I don't think that the employee should be unfairly dismissed if this were the case.

When an employee fails to meet employment expectations, we have to consider the role of management in that failure. In this case, it could be that the employee was given responsibilities beyond her capabilities, poor training and support, just to name a few. Without knowing more details it wouldn't be fair for me to say the employee should be dismissed, or dismissal should even be on the table.

A thoughtful review process and a development plan should be in place. Every opportunity should be given to the employee to succeed. Also keep in mind, you can't hire a bookkeeper and expect to hire a writer/proofreader at the same price! The employer should have reasonable expectations as to how far an individual's role should be stretched.

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