Bottom Line Up Front: Building a heirarchy while rolling out O3's
I have 21 directs, and should be hiring 40 more over the next year or so. Obviously, I cannot keep this many directs. My problem is that our structure, such as I have started to add structure, is four supervisors with job or project responsibility, and a pool of 12 work force that is shifted around to the different supervisors to do the tasks. Other than those, I have admin support of three people.
So, how should I structure my O3's to account for meetings for all of my directs? Should I "ignore" the pool and concentrate on the supervisors and administrators?
If I start O3's with the present group - 21 is a large group, but O3's are feasible - when I add 40 more pool workers, I'll not be able to continue. No one would suggest using 30+ hours per week on O3's, no matter how important they might be.
None of the supervisors have any actual direct-reports. I was thinking of making one person a "dispatcher" responsible for assigning manpower, but the only true manager-potential I have is my admin supervisor who does not have the technical skills that are probably required to be a good "dispatcher" in our group.
I've been giving this a lot of thought - even before coming to M-T, this was probably one of the reasons I did the net search the brought me here. The O3 roll out only complicates the problem; it is not the source of the problem. Suggestions?
PS. I have located a likely manager-potential that I feel I'll be able to hire. If I get him or another like him, it will make this task easier. When I started this job 16 months ago, I had no supervisors and everyone was the pool. Admin was a fiasco. I've been putting out fires to get to this point.