![]() ![]() ![]() You can know - for certain - how much work people get done, and how that varies according to employee, project, task, and time frame. It tells you, very clearly, what your team’s work capacity is.It’s important to do this for a few months, so you can capture the ebbs and flows of your team. You’ll want to know what every single employee on your team is working on, and how much they’re working on it. Track Timeįirst, and most important, you’ll want to spend a few months tracking employee time. Now that you have your goal (showing your boss, with numbers, what the hires you’re asking for will do for the company), you need to start gathering evidence! In our many years of experience, there’s no better method than the following: Step 1. Your job is to show your boss, with specificity, the returns the hire will generate! Understand the Resources Needed to Most Effectively Run Your Team This is why your job is to show your boss, unequivocally, how much the new hire will do for the company. ![]() But when they can’t, the choice usually comes down to: what hire(s) will give the best Return on Investment? Most executives would love to give every manager everything they ask for. Running a job search tends to siphon time away from more immediate work, which can be a problem if deadlines loom. Hires require equipment (like computers), space, and training. If your company uses a recruiter, it’ll end up paying extra fees, usually 20-35% of the employee’s salary. In addition to salaries, hires commit a company to taking on the costs of health insurance, retirement, and bonuses. There’s also the significant expense of hiring. They may be overseeing multiple departments, all of which are asking for more bodies. For executives, however, the decision can be much more involved. As managers, it’s easy to get frustrated when higher-ups keep withholding the resources we need to run our team properly. To properly justify a hire, we have to put ourselves in the position of the executives we’re trying to convince. There is however, a powerful way to turn this “sorry” into, “sounds good!”īelow we’ll discuss ways to go about justifying your hiring needs, and give you a reliable method for making those justifications stick. Instead it’s, “sorry, we just can’t right now.” Unfortunately, while your bosses understand your plight, they never quite seem to approve your request. But you’re just barely keeping up, and you know that one or two new hires would really push you all into new territory. You know the scenario: you and your team are working hard. If you’re running even a small part of a large organization, you’ll eventually come up against the hiring problem. ![]()
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