Work can be a life-draining affair. " Joseph Campbell
Effective time management is essential if you wish to be a successful HR executive and have a life at the same time.
CEO surveys show that when HR professionals focus their time on administrative and compliance duties they are less likely to be seen as strategic partners to the business. The problem is that HR executives spend an average of only 25% of their time on strategic activities.
When I advise HR executives to minimize administrative and compliance activities, I often hear reasons like:
This simply has to get done. Somebody has to do it. I don't have the time to delegate this right now. There's nobody else here to do it. I'm not sure I would know how to delegate it properly. I can't manage the person to whom I delegated it.
These are poor excuses that can block career progress.
Consider some numbers. Suppose you spend 10 hours a week managing payroll and other administrative tasks and you earn $40 per hour. If that work could be done by someone paid $20 per hour, every hour you spend doing it costs the company $20. Over a year, that adds up substantially.
If you instead focus on higher-value strategic work, both you and the company gain. For specialized employers — for example, staffing firms — it can also help to review sector-specific resources such as Executive Head Hunters Insurance.
Label your work as "A", "B," and "C". Aim to spend roughly 80% of your time on A work, 20% on B work, and zero on C work.
A short note on risk and coverage considerations for different workplaces: unionized or heavily regulated environments may have distinct exposures; review guidance like Union Insurance when relevant.
Administrative tasks (B work) can often be delegated or outsourced. If your organization has specialized needs — for example, nonprofit operations — you may find tailored resources such as Insurance for Humane Societies helpful in identifying operational risks to address so HR can focus on strategy.
If you want practical help implementing these changes or reviewing risk transfer options, you can talk to an agent.
A-Level Activities
- Meeting with the executive team to understand their vision, mission, values and goals.
- Studying and understanding the company's strategic plans, financials, succession plan, markets, branding and other operations.
- Identifying the critical human resource needs for the organization (surveys, observation, focus groups, interviews, etc.).
- Input into the company's overall compensation plan, including pay rates, incentives, bonuses and rewards programs.
- Creating strategic plans and processes for carrying out top objectives.
- Developing training plans to support implementation.
- Input into the company's overall risk-management plan, including assistance with benefit programs and relevant insurance decisions.
- Creating systems for hiring, performance, retention and compliance.
- Facilitating creativity, branding and suggestion systems.
- Implementing any other company strategic objectives to which you can provide input.
B-Level Activities
- Payroll and benefits administration.
- Implementation of hiring, performance, retention and compliance systems.
- HRIS management.
- Delivery of training.
- Creation of employee handbook and executive contracts.
- Personnel files management.
- Attendance, vacation and leave management.
- COBRA administration.
- Compliance posters and handouts.
C-Level Activities
- Employee dramas.
- Meetings that go nowhere.
- Doing any $10–$20/hour work.
Frequently Asked Questions
How can I start shifting time from administrative tasks to strategic work?
Track your weekly activities for two to four weeks, classify them as A, B or C, and begin delegating or outsourcing B and eliminating C tasks.
What if my organization doesn't have staff to delegate HR administrative tasks?
Consider outsourcing payroll and benefits administration or using an HRIS to automate routine workflows.
How do I know which strategic initiatives to prioritize?
Align initiatives with executive priorities and measurable business outcomes such as retention, productivity and talent development.
Can delegating work hurt my reputation if it's not done well?
Start by delegating small, well-defined tasks and provide clear instructions and follow-up to build confidence in others' work.