Main image of article How to Make the Case for More Resources and Staff in the Age of AI

Summary

You’re a team leader, and you need more resources and people to complete your projects and hit your numbers. There’s just one little problem: unless you present compelling evidence, any request for additional staff may face strong challenges from senior executives who are under pressure to show efficiency gains—and would prefer you use AI tools rather than hire.

Case in point, the CEO of Shopify recently said that employees will be expected to prove why they “cannot get what they want done using AI” before asking for more headcount and resources. A recent survey confirms the challenges facing senior executives, with only about a quarter actually seeing significant value and productivity gains from their AI initiatives.

If you find yourself in a situation where you need to advocate for additional resources, you may feel unsure about the best approach. What’s the best way to explain what AI can and can’t do, as well as effectively argue for additional resources and staff?

Here’s how to justify the need to hire more people in the age of AI.

By showing that you’ve assessed what you have and considered alternatives to spending more money, you demonstrate appreciation for both sides of the issue and give credibility to your argument. Also, making it clear that your goal is to support the company’s needs and the needs of your team both sets the right tone and demonstrates an understanding of the pressures your manager is under.

Think from your manager’s perspective and be prepared for the questions that will be asked when you present your request for additional resources and/or staff, advised J. P. “Josh” Greene, a writing coach and operations director of the Food Bank for Larimer County, who has faced similar situations throughout his career.

The questions you should ask yourself and know the answer to include:

  • Based on the current flow of work and processes, do we really need more people?
  • Is AI capable of performing the tasks that we are asking human intelligence to do?
  • Is it possible to do more with our existing resources? Could responsibilities be shifted or redistributed to other team members?

Evaluate the pros and cons, feasibility and cost of each option you consider, including the potential impact on your team, stakeholders and the business. Explaining why the alternatives you considered are insufficient or impractical to address specific challenges will increase your manager’s receptivity to your proposal.

In order to secure approval for higher headcount, you often have to persuade senior leaders who have limited knowledge of the actual challenges you face (or where you are in terms of adopting and utilizing AI). That’s why education is a good starting point.

Since automation is a tool that enables a bigger goal, start by painting a holistic picture of what you are trying to accomplish, advised Orla Daly, CIO for Skillsoft.

For instance, if  your team has implemented several strategies, including AI-powered testing, to speed up the development and release process and drive faster time-to-market, explain everything you’re doing to work differently, from upskilling team members to streamlining workflow practices. Then explain where you are in the process and what it will take to get to the finish line.

To get past the rigorous standard for justifying and approving new spending proposals, you will need to prove that all of the efficiencies and possible improvements from AI have been maximized, resulting in the highest possible level of output, Greene said. Outline any specific reductions in manual testing time and how testers are using the extra capacity or bandwidth to accelerate software releases.

Ideally, companies should have a baseline performance level to document improvements that can be attributed to AI. However, in most cases, both the perception of improvements and the need to hire additional staff will be subjective. To handle subjectivity, focus on transparency and clarity of the information you present.

Changes and improvements from AI will take time and require continuous refinement and iteration, Daly acknowledged. If you’re not seeing benefits from AI and need extra help for the next six months to achieve your goal, that’s okay. Just be transparent about the things you know and don’t know when making your request, she said.

Gather your facts. Instead of saying "we need more staff," be specific about the number of people needed, their roles, what they will be responsible for, and how you will track and measure their effectiveness.

Present a compelling business case that clearly articulates the need, the costs and assumptions and highlights the positive business impacts and return on investment. Just be sure to provide specific details and back up any claims you make with relevant data. Remember that personalization matters when speaking to your boss.

“Your boss will be using human discernment to make the call,” Greene said. Leaning into that and the fact that AI can’t do what humans do can be helpful when presenting your proposal.

Most importantly, demonstrate how the request aligns with the company’s goals. The most compelling arguments illustrate the direct connection between expenditure and business impact.

Having a timeframe for how long this person will be needed and estimated sunk cost in mind helps with decision-making, especially when managers need to consider how long a team will need to operate at a higher staff level.

One of the most powerful elements in decision-making is loss aversion. Walk your boss through the impact of not adding employees, as well. In fact, research supports the idea that losses in business tend to have a greater psychological impact than gains. In decision-making scenarios, the downside of maintaining the status quo can be a powerful strategy that might sway a decision in your favor.