How to delegate HR responsibilities
Free up your time by effectively delegating HR tasks to managers and supervisors while maintaining oversight and compliance.
Written by
Georgia Morgan
General information only – not legal advice
This guide provides general information about delegating HR responsibilities. It does not constitute legal, HR, or professional advice and should not be relied on as a substitute for advice specific to your business, workforce, or circumstances.
Tasks suitable for delegation
| Task | Delegate To | Notes |
|---|---|---|
| Roster creation and management | Supervisors/Team Leaders | Within budget guidelines, manager approves final |
| Timesheet approval | Direct supervisors | Set approval limits, spot-check periodically |
| Leave request approval | Line managers | Ensure coverage requirements are met |
| New employee onboarding | HR assistant or senior staff | Use checklist, manager covers key points |
| First-level performance feedback | Team leaders | Escalate formal performance issues |
| Safety incident documentation | Supervisors | All incidents reported up for review |
| Training coordination | HR assistant or coordinator | Track completion, report gaps |
| Record maintenance | Admin staff | Maintain confidentiality protocols |
Tasks to retain
Keep these high-risk tasks under your direct control:
Step-by-Step delegation guide
Follow these steps to delegate HR tasks effectively
Identify tasks that can be delegated
Review your HR workload and determine which tasks are suitable for delegation.
Key actions:
- List all HR activities you currently handle
- Identify recurring, time-consuming tasks
- Separate administrative from strategic work
- Note tasks that require specific expertise
Choose the right people
Match tasks to employees with appropriate skills, authority, and availability.
Key actions:
- Consider existing supervisors and team leaders
- Assess capability and willingness
- Ensure they have time capacity
- Check for conflicts of interest
Define clear authority and limits
Document what the delegate can and cannot do, including approval limits.
Key actions:
- Specify decision-making authority
- Set financial approval limits if applicable
- Define escalation triggers
- Clarify which decisions require your input
Provide training and resources
Equip delegates with the knowledge and tools they need to succeed.
Key actions:
- Train on relevant policies and procedures
- Provide access to necessary systems
- Share templates and checklists
- Explain compliance requirements
Establish reporting and oversight
Set up regular check-ins and monitoring to ensure quality and compliance.
Key actions:
- Schedule regular catch-up meetings
- Define what needs to be reported
- Review decisions periodically
- Provide feedback and coaching
Document the delegation
Create formal records of who is responsible for what.
Key actions:
- Write delegation in job descriptions
- Communicate changes to the team
- Update organisational charts
- Review and update annually
Levels of delegation
Inform only
Delegate handles the task but must inform you of actions taken
Example: Leave approvals within guidelines
Consult before
Delegate must consult you before taking action
Example: Roster changes affecting budgets
Act independently
Delegate can act without consultation within defined limits
Example: Routine timesheet approvals
Report exceptions
Delegate acts independently but reports unusual situations
Example: Standard onboarding tasks
Common delegation mistakes
Delegating without clear authority
Delegate uncertain what they can decide, tasks bounce back
Document specific authority and decision-making limits
No training provided
Errors, compliance breaches, frustrated delegates
Train on processes, policies, and systems before handover
Abdicating rather than delegating
No oversight, problems not caught until too late
Maintain regular check-ins and periodic reviews
Delegating accountability
Owner still responsible but unaware of issues
Remember: you can delegate authority but not accountability
Remember: authority vs accountability
You can delegate authority (the power to make decisions and take action), but you cannot delegate accountability. As the business owner or HR manager, you remain ultimately responsible for ensuring HR practices comply with the law, even when tasks are delegated. This is why proper training, clear procedures, and ongoing oversight are essential.
Frequently asked questions
- Consider delegating when HR tasks are taking time away from profit-generating activities, when you have at least 10 employees (a common tipping point), when payroll or administrative issues are consuming too much of your time, or when you have capable supervisors who could take on more responsibility. Starting to delegate before you are overwhelmed makes the transition smoother.
- Retain control of high-risk decisions including: terminations and dismissals (unfair dismissal risk), formal disciplinary action (procedural requirements), grievance investigations (impartiality needed), pay rate decisions (equity and budget), policy changes (strategic alignment), and employment contracts (legal binding). These require owner/senior management involvement due to legal and financial implications.
- Yes, many businesses outsource HR tasks to external providers such as: payroll processing to bookkeepers or payroll bureaus, HR consulting for policy development or complex issues, recruitment agencies for hiring, and HR software platforms for rostering and time tracking. This can be cost-effective for small businesses that dont have enough work for a dedicated HR role.
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