A hiring event is a circumstance that gives a team a reason to consider adding someone. The three broad categories are project development, attrition, and team exhaustion or a need for back support. An event starts the decision; it does not, by itself, justify a hire. section 4.2
For a new project, start with the project plan. It can identify the skills needed, when they are needed, and for how long. Then check whether existing team members can move without starving their current projects. Be ready to answer a fair budget question: can the team do the work with the people it already has? section 4.2.1
Shape a project hire around lasting value
Suppose a project needs cloud architecture, Java, database, messaging, and security skills. Rather than seek a separate person for every skill, consider a candidate with two core strengths and useful secondary skills. That combination can serve the project longer, make the budget case clearer, and add overlapping expertise for collaboration and constructive feedback. section 4.2.1
Use data where you can, but do not mistake a lack of ready-made metrics for proof that no need exists. Identify the trigger, gather evidence for it, and test the proposed hire against team capacity and budget. An exceptional opportunity may warrant a separate conversation: when strong candidates are scarce, ask the CFO whether there is room in the budget for an excellent candidate even without an open position. section 4.2 section 4.2.1
