Helping with Adventurer Party Management

As I was writing in the back office, I opened the door and Sarah came in.

Lately, it's been a long time since I've spoken within the bright, as I haven't jumped around until night when I get breakfast for territorial planning.

"Kenji, did the artisans just give it back?

"Sarah. I just wanted to get my thoughts together. How's the investigation going?

"Um, I guess I find it difficult with all the things that go well but I'm not used to. But it's so much fun!

"Well, that's good"

While we were having a conversation, Sarah lowered her back to the office chair, so I turned the chair toward Sarah, too.

When Sarah looks like this, it's when we need to talk about something.

"So, what are you thinking? Why didn't you hire me?

"Right..."

Advice, he questioned the fact that he did not employ artisans.

Because if you look at the workshop, it's obvious there aren't enough people.

Think about it a little bit and explain the company's talent recruitment strategy to the adventurer party growth stage.

"Let's compare a company to an adventurer's party."

"Yeah."

"At first, it was just me and Sarah's party. With no track record or anything, it was just hard to find someone to party with. Then, while I was making a lot of difficult requests, my reputation grew. Then someone who had never spoken to me before told me to let me in the party. Now, that's the way it is. That's it, okay?

"Right, I know very well"

"The problem is that adventurer parties have all sorts of personalities and directions. For example, are you an expert in hunting large monsters, in dealing with people like mercenaries as well, or in exploring caves and ruins? Getting people into parties that don't fit the direction isn't good for each other. People who have been around since the party ran out are fine. Because you've gained experience as an expert when parties grow. But if a new person gets used to party policy, that's the problem."

"If you're an adventurer, I'll throw a party for now."

"Oh. But I can't do that to my artisans. Even their opponents are quite prepared to quit, and you can't throw them out because they didn't make it. The world of shoemakers is narrow. Once you're so unfaithful, you'll never let me work for you again."

"Right. That's not very good."

Drink tea from a cup placed at your desk. The other day, the mini-stove I got for the office is in good shape.

Thanks to you, you can always have a warm drink.

Once you calm your throat, continue explaining the carefree.

"I also talk about this because I care about when I talked to the craftsmen earlier. I was wondering if they were wrong about the company's policies."

"Misunderstood? What?

"The company (of which) does manufacture shoes of luxury goods like guardian shoes and cardinal shoes. So I feel like I think I can acquire the technology to produce luxury products. But in the future, I want to produce a lot of shoes today to make shoes for low-cost ordinary people. We're worried that if we look at the future differently around it, we'll be unhappy with each other. So I can't respond to hiring a detour"

"But the craftsman's wife, your kids, they've been working ever since you came to help them when they're busy. Isn't that what you hired?

"There's a lot of difference between hiring an auxiliary person and hiring a skilled craftsman. For better or worse, hiring an adult man is a pain in the ass. If that makes a good craftsman, there's pride and restraint."

That's it, I noticed Sarah loosening her mouth and staring at my face.

"What?

"Yeah. You know a lot about people, I just thought"

"Oh, well, I must be a pain in the ass, too."

"But if you want to make the company bigger, you need those craftsmen, too, right?

"Not necessarily, it isn't. What you need more than a craftsman, Sarah. It would be helpful to have a lot of Sarah."

"Oh, me? Why?"

"If it's Sarah, you can leave the shoe business to me, right? If there were a few Sarah, we could multiply it, but people like that wouldn't even apply."

"In the end, company (of which) shoe manufacturing is the liver of production with joint work and production control. It's more important to have more managers in the manufacturing line than one or two skilled craftsmen coming in. Probably totally different from the job they imagine. Will you acknowledge it?"

"Right. If that's what you're talking about, why don't you stop?

"Oh, but it's a shame. It's also true that we need manpower right now."

Artisans should not be employed as a long-term risk. But it is also true that we need them in the short term.

How to eliminate this short and long term gain contrary dilemma.

I'm worried about the solution.