They equipment arrives, is installed, tested, debugged and eventually placed into the mainstream of the operation for which it was purchased. Prior to the equipment s arrival, managers and staff are training to properly operate and manage the asset. After the break in period, often watched over by factory technicians, the preventative maintenance program begins. Employees and management are expected to make sure the equipment meets the warranty terms, and the usage reaches the manufacturers specifications. Executives often do not require the analysis, the research, or due diligence found in the acquiring Capital Assets.
Lets look at a typical hiring process.
The decision by the company or department that staff is needed is often made quickly, and without the process required for capital assets. This decision may be driven by a reaction to the amount of work to be accomplished, the desire to build up the department, or a reaction to a competitor's inroads. Seldom does management conduct a thorough analysis of the features, functions, costs and return on investment of adding to staff associated with adding to the capital equipment. Too often after the decision to increase staff, the process is haphazard. The hiring agent, whether recruiter or manager, often puts the word out within their network informing peers that there is an opening within the company in the hope that a friend or associate will be able to suggest someone, and therefore limit the costs of acquisition.