This is his firsthand account of an unnamed company. The column does not include the founder’s perspective.
His account raises a question that also applies when hiring a supervisor.
What am I ready to let someone else decide?
The scale differs. A branch supervisor does not carry a group CEO’s responsibilities. But the owner still needs to decide which decisions to hand over and which to retain.
Start with the requests already reaching you
Review the approvals you handled last week. Which requests follow a clear rule? Which need your judgment? Which belong with HR or payroll?
Start with three everyday examples.
For shift swaps, define what the supervisor must check. Both employees should confirm the change. The branch still needs the right coverage and skills. State which changes they can approve and which require further review because they could affect hours or pay.
For leave requests, agree with HR on the supervisor’s role. They may check staffing and recommend a decision. They may approve within defined conditions. Make the distinction clear and name who handles exceptions.
For attendance corrections, separate confirming what happened from deciding its payroll treatment. The supervisor can verify the facts they know and provide supporting records. Someone still needs to review the correction and check any pay impact.
These are proposed examples to adapt to your policies. They are not events from Soriano’s account.
Five questions to answer before the hire
1. What can this person approve without contacting me?
List actual decisions rather than broad responsibilities. Ask yourself whether you will accept a reasonable decision that follows the agreed rules even when you would choose differently.
2. What must they check first?
Name the evidence and limits. Identify whose confirmation they need.
3. What must they escalate?
List the exceptions. Name the decision-maker and a backup when that person is unavailable.
4. Where will we record the decision?
Keep the request and approval together. Give the people who need the record a clear way to find it.
5. What still needs HR or payroll review?
Define the handoff. An operational approval should not leave the team guessing who checks the policy or pay treatment.
Use the answers during hiring and onboarding
Give candidates one of your real approval situations without exposing employee details. Ask what they would check and when they would seek help. Their answer gives you something concrete to discuss.
Use the same boundaries during onboarding. After the first few weeks, review the requests that still reach you. Does the supervisor need clearer authority, better information or more support?
You may need to change the rules as the role develops. Explain each change to the supervisor and the team so everyone knows what applies to the next request.
The owner has a responsibility here too. If a decision follows the agreed boundaries, routinely reversing it can make the supervisor reluctant to decide again.
Before you hire, define the decisions you are ready to hand over. Then give the person room to make them.
Want to discuss your HR approval process? Book an OLi HR demo.
Original practical guidance prepared for OLi with AI assistance. It focuses on workflow and product evaluation. It does not replace your organization’s policies or professional advice.
