John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
A few days ago, a friend and colleague of many years asked me a question I had not previously considered. He had a PM, with a new project, in the process of on-boarding a team. Among those he wanted for the team was a member of his family, recently graduated from college (Major in business analysis and management) and the PM figured this would be a good opportunity to gain experience for the family member. Good? Bad? Saving Changes...
Monikka MannSenior Project Manager| Paladin DronesHouston, TX, United States
This could either be a good or a bad thing depending on whether or not the family member is a well-qualified member of the team or if this is simple nepotism.
You don't want to put a low performer on your team and alienate your other team members but if the person is qualified and can make meaningful contributions, I see nothing wrong with doing it.
Will the other members on the team clearly know that this person is a relative? How close is the familial relationship? Can the two of them not bring their personal relationship into the team dynamics?
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1 reply by John Tieso
Apr 15, 2017 6:48 AM
John Tieso
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Great points here, especially the one of lesser qualified versus more qualified team members. Is it fair to team members that they have to perform the prioject work and also teach this new graduate 'the ropes', especially where it will soon be know that person is a family member of the PM? Doesn't seem like a win-win here to me.
I personally do not consider it a big issue to have a relative in your team as an intern provided you can manage the conflict of interest challenge whenever one arose because it will happen except the concerned relative is a very disciplined person who is able to treat the opportunity with all sense of value.
Better still, the relative should be assigned to a very experienced team member who is firm and be allowed to apply the rules whenever there is a breach.
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1 reply by John Tieso
Apr 15, 2017 6:50 AM
John Tieso
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Perhaps this is a good approach--treat the family member like an intern and put him/her with a very experienced member of the team, perhaps one who has a work package that allows them some freedom to work, and has the desire and ability to teach as well.
Family member and friend could be good asset to the team.
First they need to have proof of experience and competency from somewhere else.
I would avoid having them direct reports.
I would be more strict, and tell them beforehand.
Still I would be very prudent, and go on a case by case basis.
In some organisation it is not permitted ! for obvious reasons.
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1 reply by John Tieso
Apr 15, 2017 6:54 AM
John Tieso
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Your concerns were the crux of my response. This can truly be a no win situation for either the pM or the family member. if you treat the person differetnly from the other members of the team, you will get resentment from them, and if you treat the family member with a more strict approach than the others, they and the family member might be upset.
Perhaps the best approach is, as you indicated Vincent, put them to work, but not as a direct report and give the team member with the responsibility the power to act, teach, and bring the person along in experience.
Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Apr 14, 2017 1:08 PM
Replying to Monikka Mann
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This could either be a good or a bad thing depending on whether or not the family member is a well-qualified member of the team or if this is simple nepotism.
You don't want to put a low performer on your team and alienate your other team members but if the person is qualified and can make meaningful contributions, I see nothing wrong with doing it.
Will the other members on the team clearly know that this person is a relative? How close is the familial relationship? Can the two of them not bring their personal relationship into the team dynamics?
Great points here, especially the one of lesser qualified versus more qualified team members. Is it fair to team members that they have to perform the prioject work and also teach this new graduate 'the ropes', especially where it will soon be know that person is a family member of the PM? Doesn't seem like a win-win here to me.
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1 reply by Farhad Stanickzai
May 15, 2017 8:58 PM
Farhad Stanickzai
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I really liked this question, and I had it since long time. Based on my knowledge and experience, 1st it depends on the organizations rules and the application law, whether such senior staff is allowed to bring one of his relative, and after bringing the relative in which level jr, sr, or top, and how close are their relation, and whether he is working direct under his supervision or has another subordinates.
After found eligible by the organization rules, since he is very fresh graduate, needs to give him probationary period, after successfully passed, then he can go ahead with permanent or annually contract.
Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Apr 14, 2017 4:21 PM
Replying to Akpokiniovo Obotuke
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I personally do not consider it a big issue to have a relative in your team as an intern provided you can manage the conflict of interest challenge whenever one arose because it will happen except the concerned relative is a very disciplined person who is able to treat the opportunity with all sense of value.
Better still, the relative should be assigned to a very experienced team member who is firm and be allowed to apply the rules whenever there is a breach.
Perhaps this is a good approach--treat the family member like an intern and put him/her with a very experienced member of the team, perhaps one who has a work package that allows them some freedom to work, and has the desire and ability to teach as well. Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Apr 14, 2017 9:06 PM
Replying to Vincent Guerard
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Family member and friend could be good asset to the team.
First they need to have proof of experience and competency from somewhere else.
I would avoid having them direct reports.
I would be more strict, and tell them beforehand.
Still I would be very prudent, and go on a case by case basis.
In some organisation it is not permitted ! for obvious reasons.
Your concerns were the crux of my response. This can truly be a no win situation for either the pM or the family member. if you treat the person differetnly from the other members of the team, you will get resentment from them, and if you treat the family member with a more strict approach than the others, they and the family member might be upset.
Perhaps the best approach is, as you indicated Vincent, put them to work, but not as a direct report and give the team member with the responsibility the power to act, teach, and bring the person along in experience. Saving Changes...
John TiesoAuthor, Lecturer in Business Management| The Catholic University of America, Busch School of Business & EconomicsArlington, Va, United States
Thanks you all for responding. My response to my colleague was to attempt to find a team where the family member could work to gain initial project experience, and then consider bringing the family member onto the team later. The project he is working is a longer one--about 18 months overall, and there would be an opportunity later if he so desired. Still waiting to hear his decision on the matter. Saving Changes...
I would probably never put a family member on a team. As some have already mentioned, my employment prevents it. However, even it were allowed, the PM has to be able to direct and manage project team without bias. If the family member becomes an under performing team member, it places the PM in a difficult situation. I think it is better to have a peer give the family member an opportunity and let the peer know, to treat them as any other member of the team, without any special considerations to you.
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1 reply by Anil Kumar Rachakonda
May 15, 2017 11:45 PM
Anil Kumar Rachakonda
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I agree. If we consider a family member it creates an dual relationship with this member on the work ground and to maintain our professional execution style with out any relaxations it may not be possible all the times until or unless we are highly focused self actualized person.
After seeing several responses, and then John your suggestion to have them work on other projects first, seems wise. I think it probably largely depends on the culture of the organization you work for. If the organization has an intense culture of competition for scarce management attention, this might not work out well no matter how well you manage fairly. If you have an organization with secure employees, who are fulfilled and recognized for their achievements, I think having a family member on the team would be no big deal - as long as they are treated fairly as stated.
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1 reply by John Tieso
May 06, 2017 6:48 PM
John Tieso
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Liana, It is a cultural thing, especially in those firms which started out as family enterprises, with the younger generation expected to 'join the firm.' There are myriad stories out there of family members who got ahead of many more experienced, and also as many stories of family members who started at the bottom, and had to work their way up in the chain, working twice as hard as anyone else.
Culture and fairness are always necessary ingredients.
Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
I probably wouldn't, but reading the comments here I might reconsider if the situation ever arose. I think it's different having a family/friend in an intern position than in a position that would have more influence. Saving Changes...
