More work, more pressure, so more people. It is a logical reasoning. And yet, in technical projects, we see the same thing happening time and again: the pace actually drops in the first few weeks after scaling up.
Not because the new people are incapable of doing their work, but because scaling up is more than just filling a position.
What happens during that first week
Imagine: a mechanical engineering project is in full swing. Two permanent technicians know exactly how the team operates, are familiar with the drawings, and know what the site manager expects. On Monday, three new people start.
Day one goes well. But halfway through the week, one of the permanent technicians begins to set aside his own work more frequently to assist. He explains where the drawings are located, how the work planner prefers to communicate, and which sequence is most efficient. Small things. However, by the end of the week, he has accomplished less than usual.
At the same time, two of the new hires make a mistake that is only noticed on Friday. Work must be redone. The schedule is pushed back by a day.
No one has failed, but the project has been delayed.
Why this dip almost always occurs
A technical project is not merely a sum of individual tasks. It is an interplay of people who are attuned to one another: they know who takes the lead, how quickly decisions are made, and what the unwritten rules are. As soon as new people are added, that interplay must be recalibrated.
This takes time—time that is rarely fully accounted for in the initial planning.
Beneath the surface, it adds up quickly: a technician explaining something three times a day, work being checked twice, a misunderstanding about the work sequence discovered only later. Individually, these are minor issues. Together, they create a dip that is not visible in reports but is certainly felt on the shop floor.
When scaling up does work immediately
Projects where scaling up proceeds smoothly have one thing in common: the new personnel do not have to find their way first. Before they start, they know what is expected of them, which phase the project is in, and how the team collaborates.
This begins before the first working day. Not with a thick onboarding folder, but with targeted preparation: what is the pace of this project, who is leading the work, and what are the practical agreements on-site?
When this is clear, someone integrates rather than just arriving. That difference is immediately noticeable on the shop floor.
The real difference is made before the start
The greatest gains are made not during the project, but before it. It lies in how clearly the requirements are defined, how carefully someone is selected based on the context of this specific project, and how well someone is prepared before standing on-site on the first day.
This requires a bit more attention at the front end, but it prevents a week of delay at the back end.
How OBS Workforce views this
We do not view scaling up as simply adding more people, but as expanding a system that is already operational. This requires individuals who fit the pace, the working method, and the phase of the project.
That is why we do not start with availability, but with the project. What is already in progress, where is the pressure, and what does this specifically require from someone on the shop floor? Only then do we look for the best match.
We also ensure that individuals start prepared: working methods known, expectations clear, and practical matters arranged. No searching for answers on day one.
The result is scaling up without a dip. More people contributing directly to progress, instead of first needing to be supported by the team.
Do you want to scale up a project without delays?
Contact OBS Workforce. Together, we will look at what your project requires and ensure the right people start prepared.
