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Forecasting Your Workload and Finances, Part Two

The first part of this article discussed short-term, or “bottom up,” projection of the studio workload, based on jobs currently active plus potential new jobs to which a probability factor was applied over a four-month period. This second article covers longer-term projection, meaning one that covers a year or more.

Forecasting Your Workload and Finances, Part One

In most design firms, the overall workload is uneven from month to month, making it difficult to have the right resources in place when they are needed. If you don’t have a reliable method of forecasting the workload, you could easily find yourself overstaffed (and unprofitable) or understaffed (and having difficulty delivering on client commitments). The first of this two-part article by Shel Perkins covers short-term projection.

The Employee/Employer Relationship at Design Firms

From determining staffing needs to interviewing, hiring, maintaining constructive relationships and firing, successful business administration is a constant struggle for all companies. For design firms, those problems are increased by the need for balance between creative and business goals and personalities. Jessica Eve Goldfarb advises on how firms can attract and retain their greatest assets: their employees.

Be Smart about Student Internships

Internships are a great way for students to gain experience and for design firms to enlist temporary assistance without the additional overhead. But unless the internship program meets the legal criteria, that so-called free labor could end up costing your firm greatly. In this article, Shel Perkins goes over the basics of what you should know about working with interns.