Reply to: Lost contract to very junior in-house hire. Now being asked to train them?

[Old Greg]

You should look at this as Knowledge Transfer which is a standard deliverable for any project.

Set out clearly what is being transferred and have the recipient sign-off once complete on what has been transferred.

Say you are available on a retainer basis post the KT

Likelihood is that Junior newby will leave and you can then setup a proper support contract or increase the retainer.

You are sharper than the client but they don't know this.

When they come back to you desperate for help you can name your price.

A couple of these types of contracts paid for an upgraded 911!

This is exactly the approach to take (unless the OP doesn't want to!)

The newbie may not leave and need ongoing support, QA etc.

[silverlight1]

You should look at this as Knowledge Transfer which is a standard deliverable for any project.

Set out clearly what is being transferred and have the recipient sign-off once complete on what has been transferred.

Say you are available on a retainer basis post the KT

Likelihood is that Junior newby will leave and you can then setup a proper support contract or increase the retainer.

You are sharper than the client but they don't know this.

When they come back to you desperate for help you can name your price.

A couple of these types of contracts paid for an upgraded 911!

[northernladyuk]

This... But maybe not using LMs wording

I read it first time round as upskirting a peasant.

[northernladuk]

This.

Just be frank with them - they've given you notice so you've found something else. You're happy to fulfil your commitments for this month but upskilling a peasant wasn't part of the original deal.

This... But maybe not using LMs wording

[LondonManc]

I think you are investing too much thought and effort in it. Understandable after a long stint, but a few weeks away and both parties move on. Offer the odd hour over the phone IF you can fit it in and hope it goes away. Don't burn bridges if possible.

This.

Just be frank with them - they've given you notice so you've found something else. You're happy to fulfil your commitments for this month but upskilling a peasant wasn't part of the original deal.

[rootsnall]

I've just emailed them to say that I'm available this Friday lunchtime for an hour, and if they need more of a handover from me then we can discuss it then.

I've found previously that this client tends to push things over email but then backs down in face-to-face discussions, so hopefully we'll be able to get this done and dusted then.

If they want to get in monkeys for peanuts, they should be implementing some serious staff training.* But they won't. Poor kid's probably on minimum wage and will be floundering. I feel quite sorry for them, but not sorry enough to spend more time than is absolutely necessary on this.

Thanks to everyone who shared their thoughts and ideas. Was really useful!


*Just wanted to share a quick story from one of their previous hires. An intern who was promoted to developer, after someone who actually knew a bit about what they were doing was fired. The CEO and the ex-intern proudly showed me a prototype of "an app" they were working on. Turned out they thought "an app" was a website you could look at on your phone. It was monstrous. I asked how users were supposed to log out, "Oh, we don't want them to log out, because they won't be able to receive notifications. That's why the Log Out button is three levels down in the menu".

I think you are investing too much thought and effort in it. Understandable after a long stint, but a few weeks away and both parties move on. Offer the odd hour over the phone IF you can fit it in and hope it goes away. Don't burn bridges if possible.

[LondonManc]

Handover = fine

Training because they've employed someone who doesn't know what they're doing = not fine

Training someone who is out of their depth is impossible. They've fecked up their recruitment - not your responsibility to rectify it.

[jojoe90]

The "my contract doesn't say handovers" angle is one you'll see contractor theory obsessives pushing on here - but not real people in real contracts. I would steer away from that line of thinking.

Handover = fine

Training because they've employed someone who doesn't know what they're doing = not fine

[jojoe90]

I've just emailed them to say that I'm available this Friday lunchtime for an hour, and if they need more of a handover from me then we can discuss it then.

I've found previously that this client tends to push things over email but then backs down in face-to-face discussions, so hopefully we'll be able to get this done and dusted then.

If they want to get in monkeys for peanuts, they should be implementing some serious staff training.* But they won't. Poor kid's probably on minimum wage and will be floundering. I feel quite sorry for them, but not sorry enough to spend more time than is absolutely necessary on this.

Thanks to everyone who shared their thoughts and ideas. Was really useful!


*Just wanted to share a quick story from one of their previous hires. An intern who was promoted to developer, after someone who actually knew a bit about what they were doing was fired. The CEO and the ex-intern proudly showed me a prototype of "an app" they were working on. Turned out they thought "an app" was a website you could look at on your phone. It was monstrous. I asked how users were supposed to log out, "Oh, we don't want them to log out, because they won't be able to receive notifications. That's why the Log Out button is three levels down in the menu".

[PerfectStorm]

The "my contract doesn't say handovers" angle is one you'll see contractor theory obsessives pushing on here - but not real people in real contracts. I would steer away from that line of thinking.

[LondonManc]

Yes, would be great if this was a possibility. A lot of the role is based on creative judgement and strategic experience. And they're essentially asking me to teach this person three or four new fields.

To put it into development terms, if I = DevOps consultant with fifteen years' experience, this person = someone who once made a Wordpress website for their sister's business.

Another option would to be honest with them then - they've recruited someone that you simply cannot impart your knowledge to beyond the basics.

[jojoe90]

This.

The deliverables of the handover need defining (documentation piece instead of face to face if you can?), sizing, costing and agreeing.

Yes, would be great if this was a possibility. A lot of the role is based on creative judgement and strategic experience. And they're essentially asking me to teach this person three or four new fields.

To put it into development terms, if I = DevOps consultant with fifteen years' experience, this person = someone who once made a Wordpress website for their sister's business.

[jojoe90]

I think if the client had to, they'd drop you without thinking twice.

The fact is they want you do provide unpaid service. Unless you are running a charity, then best way is as other suggested, draw a new contract for handover.

The work wouldn't be unpaid. I think they expect that it would be at the same hourly rate that I've previously charged for meetings and admin, i.e. approximately 50% of the rate I'm getting at the full-time contract I've started.

[LondonManc]

I think if the client had to, they'd drop you without thinking twice.

The fact is they want you do provide unpaid service. Unless you are running a charity, then best way is as other suggested, draw a new contract for handover.

This.

The deliverables of the handover need defining (documentation piece instead of face to face if you can?), sizing, costing and agreeing.

[elsergiovolador]

I think if the client had to, they'd drop you without thinking twice.

The fact is they want you do provide unpaid service. Unless you are running a charity, then best way is as other suggested, draw a new contract for handover.