The first hurdle is to see if those tasks need doing at all. If they don't 'add value' or aren't productive or don't benefit the business, we should probably scrap them. No-one would like to think we spend any time being unproductive, but maybe some internal systems aren't as streamlined as they were, or maybe we're not suited to or interested in some of the functions we perform. So there's probably scope to improve on this score. Asking people isn't a bad start - getting volunteers to take on roles that are of interest improves their approach to their work and job satisfaction.
Training becomes important, so the new person understands the why and the how of the function.
An outline of expectations is also important. And then there's the positive effect on others, when you start enriching their roles with some of the still-important tasks that you hand over to them. You get to train and develop people and give them some variety. You get to apply the same type of thinking to their roles and progressively weed out all the valueless activity. See you next issue.