For the first time ever I have had to fight for personnel. Here are the details:
-One of my personnel (a recruiter) resigned
-I had an employee in another organization that has already been groomed to move up ready and waiting in the wings.
-I was set to move the employee into my org and promote them.
-My VP got wind of it and stopped it saying that he thought we may have too many recruiters company-wide and he needed some time to evaluate (1-3 months) backfilling my recruiter
-I can't wait - I'd be down one recruiter and my recruiter assistant goes on maternity leave in a month and half of my region's recruiting capability goes out the door...
Soooo, that being said, I had a meeting with the VP yesterday -
I explained to him that I didn't want to backfill just to have headcount
I gave him an example of a time that I didn't backfill an employee in the past because I didn't have the workload to justify a backfill.
I had my facts - current initiatives that we had committed to, open positions nationwide, the workloads of each recruiter.
I gave him a picture of the current environment and the level of service that our internal customers were requiring.
But for some reason my VP was still frustrated that I could not give him a few months to make a decision...He approved the backfill but is now saying this could affect the headcount in other areas - ie I won the battle but may have lost the war.
Ok, time to troubleshoot my approach...what can I say/do/show to alleviate an exec's mind about justifying headcount.
Ideas? Is there a podcast here?