What you're describing is a business decision dressed up as chaos, and the frustration is real: you're the one who has to work alongside people who don't know the ground yet. But before you write it off as senseless, it's worth separating two things. Management may be making a cold, short-term calculation about cost and flexibility. That's their logic, even if it costs the crew. Your question is the better one: why not build up the core staff? And the honest answer is that training takes time and a budget, and some managers never plan past this season. That's a real weakness, not a mystery. What you can do is make the case in their language. Write down what casual churn actually costs you: rework, safety near the machines, the hours you spend correcting. Take it to your supervisor calmly as a business problem, not a grievance. If they still won't listen, you've learned something useful about how far you can grow there.
What you're describing is a business decision dressed up as chaos, and the frustration is real: you're the one who has to work alongside people who don't know the ground yet. But before you write it off as senseless, it's worth separating two things. Management may be making a cold, short-term calculation about cost and flexibility. That's their logic, even if it costs the crew. Your question is the better one: why not build up the core staff? And the honest answer is that training takes time and a budget, and some managers never plan past this season. That's a real weakness, not a mystery. What you can do is make the case in their language. Write down what casual churn actually costs you: rework, safety near the machines, the hours you spend correcting. Take it to your supervisor calmly as a business problem, not a grievance. If they still won't listen, you've learned something useful about how far you can grow there.
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