UncleB wrote: »
I've had to do this a few times as a manager and there are 2 key factors to use to convince the company the position should exist:
1 - demonstrate where it creates value. This should be quantified if at all possible (eg an infrastructure specialist will be able to handle the work currently outsourced to Rackspace at a saving of £100k per year in consultancy fees).
If the role is only to improve support then quantify the savings - reduce downtime from 2 hours a month to 30 mins, saving 1.5 downtime for 20 sales staff at a saving of $40/hour each on average = 1.5 hours * 40 an hour * 20 staff * 12 months = $14,400
2 - be aware of the headcount culture in management. Some are very resistant to adding headcount because they answer to shareholders who hate the sprawl of teams, so have a chat with a friendly HR person and arm yourself with the info before setting out.
TechGromit wrote: »
One way our management builds a case to allow additional positions created is to scope your upcoming work and how much time will be required to perform each task. This is why it's important to have tickets created instead of going outside the process were Joe calls you up directly for computer help without going through the help desk. If you allow users to go outside the process when management looks at your tickets and see you been doing so few, it hard to justify hiring additional help when it looks like your workload is light.