Thoughts on taking an amazing employee you don't need?
Discussion
Hello.
I run an SME business in financial services employing 45 people. We run a tight ship, we have to in these economic climates.
Our previous Marketing Manager left earlier in the year and we replaced her 3 months ago with a young chap (around 24 years old) who's really keen, intelligent, eager to learn and has excellent digital skills. Pretty much what I need. However, he's not industry wise or connected.
Queue this afternoon at a trade show, I got chatting to the Marketing manager of our competitors, the business is a lot bigger than us and she has 15 years experience in the sector, is really well connected, knows all the ins and outs, but doesn't like the corporate direction, and is looking to move.
Would you create a position for her?
I run an SME business in financial services employing 45 people. We run a tight ship, we have to in these economic climates.
Our previous Marketing Manager left earlier in the year and we replaced her 3 months ago with a young chap (around 24 years old) who's really keen, intelligent, eager to learn and has excellent digital skills. Pretty much what I need. However, he's not industry wise or connected.
Queue this afternoon at a trade show, I got chatting to the Marketing manager of our competitors, the business is a lot bigger than us and she has 15 years experience in the sector, is really well connected, knows all the ins and outs, but doesn't like the corporate direction, and is looking to move.
Would you create a position for her?
I would never take on an employee that I don't need. That's just madness.
But from this side of the internet with the scant detail in your OP, the "obvious" thing is to get her in as a mentor for the young guy and to lead the marketing and development. But perhaps the benefits don't outweigh the costs, or some other variables are in play that aren't obvious, or there is some other reason why it is not a good idea.
Only you can decide if you need her or not. If you need her then yes create a position for her.
But from this side of the internet with the scant detail in your OP, the "obvious" thing is to get her in as a mentor for the young guy and to lead the marketing and development. But perhaps the benefits don't outweigh the costs, or some other variables are in play that aren't obvious, or there is some other reason why it is not a good idea.
Only you can decide if you need her or not. If you need her then yes create a position for her.
What’s the full cost of employing her, vs what’s the expected uplift in revenues all round having her on the team?
There’s no point in hiring people you don’t need, but often it’s not as easy as having positions required and just filling them like magic. Sometimes the right person with the right experience is worth deviating from the plan for.
There’s no point in hiring people you don’t need, but often it’s not as easy as having positions required and just filling them like magic. Sometimes the right person with the right experience is worth deviating from the plan for.
warp9 said:
Hello.
I run an SME business in financial services employing 45 people. We run a tight ship, we have to in these economic climates.
Our previous Marketing Manager left earlier in the year and we replaced her 3 months ago with a young chap (around 24 years old) who's really keen, intelligent, eager to learn and has excellent digital skills. Pretty much what I need. However, he's not industry wise or connected.
Queue this afternoon at a trade show, I got chatting to the Marketing manager of our competitors, the business is a lot bigger than us and she has 15 years experience in the sector, is really well connected, knows all the ins and outs, but doesn't like the corporate direction, and is looking to move.
Would you create a position for her?
Too many variables to answer but I will provoke...I run an SME business in financial services employing 45 people. We run a tight ship, we have to in these economic climates.
Our previous Marketing Manager left earlier in the year and we replaced her 3 months ago with a young chap (around 24 years old) who's really keen, intelligent, eager to learn and has excellent digital skills. Pretty much what I need. However, he's not industry wise or connected.
Queue this afternoon at a trade show, I got chatting to the Marketing manager of our competitors, the business is a lot bigger than us and she has 15 years experience in the sector, is really well connected, knows all the ins and outs, but doesn't like the corporate direction, and is looking to move.
Would you create a position for her?
- What happens when the bright 24 year old sees someone come in above her? Risk of retention?
- Who is your sucessor if you get hit by a bus tomorrow?
- Do you see this potential hire as a potential second in command? Or someone that can take the business to the next level?
I would consider it in terms of "if they are really that good then are they potentially much more than just my marketing lead"?
They'll put her on a restrictive covenant?
They'll counter offer her
She might actually not be that good as you expect and the destabilising effect knocks him
The ruthless thing to do is redeploy or get rid of him.
You can't buy what you say about him, potential. Keep him, upskill where needed. Get him to events, where he needs to be.
They'll counter offer her
She might actually not be that good as you expect and the destabilising effect knocks him
The ruthless thing to do is redeploy or get rid of him.
You can't buy what you say about him, potential. Keep him, upskill where needed. Get him to events, where he needs to be.
Someone in Marketing has a direct correlation to profitability. To determine whether to accommodate her, you need to calculate what level of growth she might enable. If the profit from that growth exceeds the cost of employing her by a significant enough margin, then I would be seriously considering it.
However, this would be a concern:
However, this would be a concern:
vaud said:
What happens when the bright 24 year old sees someone come in above her? Risk of retention?
If you go decide to go with the new person, you'd do well to involve the existing chap in that decision and the process. Gassing Station | Business | Top of Page | What's New | My Stuff