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Swink posted:I'm getting a new teammember. His title is sysadmin, his role is the same as mine, sysadmin and desktop support. Since he's an unknown quantity, I wouldn't just hand him a project list and let go. Onboarding other IT folk usually causes a spike in the amount of work you have to do at the start, because you want to verify that you're dealing with somebody competent before you let them go off wandering. Otherwise, they blow up all sorts of poo poo and your workload quintuples as you run around putting out all the fires he started. I'd ask my boss to have him do the desktop tickets for a couple of weeks so you can get an objective view of whether or not he knows his rear end from a hole in the ground, then start passing off the projects as he proves himself competent to handle them. Edit: also make sure you're available for questions from him. It's always easier to spare 20 minutes out of your day to make sure poo poo's up to par instead of being unapproachable and then having to fix a mess later.
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Aug 1, 2014 16:07
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| # ¿ Apr 27, 2024 18:00 |
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