How Do I Cultivate and Manage New Members of My Project Team When the Team Members Change Frequently?

Background

As the business grows, an enterprise often has many new employees joined. The development team leader needs to explain knowledge, working modes, and team information to each new employee. The workload increases sharply in a short period of time. The core members of a project, such as the project manager and development team leader, often face the following challenges:

• New employees need many trainings to get started with their work.
• The resignation of senior employees leads to the lack of personnel who understand key technologies and services.
• After working for a period of time, employees have new plans for their career and want to change their work.

So, how should the project owner address these challenges?

Problem Analysis

As a project develops, the project team continuously expands with new employees. Since new employees are unfamiliar with the project to which they have been just assigned, trainings are necessary for new employees.

When the project becomes stable, some senior employees resign due to various reasons such as the business structure, salary, and physical and mental fatigue. Some senior employees gradually become tired of their work, or they want to seek opportunities for transformation. This results in the lack of personnel who knows certain services and key technologies. If these problems are not solved, the project progress will be affected and unnecessary costs will be incurred. It will also be unfavorable to the internal growth and self-organization of the team.

The key to these problems is still the cultivation of new employees.

Solution

Generally, the joining of new employees, key employee resignation, and personal development can be addressed by establishing an information library for managing team information, working modes, and knowledge.

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