The demand for a new person can arise from overload, growth or poorly organized activities. Before the decision, it is necessary to describe what work remains uncovered and how often. A feeling of urgency, by itself, does not define the role it will serve in the following months.
I propose to observe tasks, peaks and interruptions for a representative period. Repetitive tasks may require better distribution; new ones may require specific skills. The management choice must then be translated into consistent and properly defined working conditions.
Let's imagine a laboratory where deliveries continuously interrupt production. A dedicated figure could help, as long as it has the necessary information and tools. If each decision remains focused on the owner, the new person risks adding waits instead of resolving them.
Evaluation includes onboarding time and the capacity to provide support. Verifying the result means observing the completed work and the remaining obstacles. A sustainable hiring decision arises from the design of the role, as well as from the economic possibility of sustaining its cost.