Recognising the Signs You Need to Hire

Most activity business owners hire too late. They push through months of overwork, declining quality, and missed opportunities before finally acknowledging they cannot do everything alone. Learning to recognise the signals early gives you time to plan a hire properly rather than making a rushed decision out of desperation.

You Are at Capacity

If every class is full and you have a waitlist, you have a capacity problem. You cannot add more classes without either working more hours yourself or bringing someone else in. This is the clearest financial signal that hiring makes sense, because the demand already exists to fund the new role.

You Are Burning Out

If you are coaching all day, doing admin all evening, and handling enquiries at weekends, you are heading for burnout. This is not sustainable and it is not a business, it is a job that owns you. The first sign of burnout is usually that the things you used to enjoy about the work start feeling like a burden.

Quality Is Slipping

When you are stretched too thin, something gives. Maybe your classes are not as well planned as they used to be. Maybe you are slower to respond to parent enquiries. Maybe your social media has gone quiet because you simply do not have time. If the quality of your service or your marketing is declining because you are doing too much, that is a signal.

You Are Turning Down Opportunities

If you are saying no to school partnerships, holiday camp bookings, party enquiries, or new venue opportunities because you do not have the capacity, you are leaving revenue on the table. Every opportunity you decline is money someone else will earn.

Financial Readiness Assessment

Wanting to hire and being able to afford it are different things. Before you commit to an employment contract, work through these financial checks.

Cash Flow Stability

Can you cover the new employee's costs for at least three months from existing revenue, without relying on projected growth? Employment costs are a fixed commitment, so you need to know you can pay them even if growth is slower than expected or if you have a quiet month.

Revenue Trajectory

Look at your revenue over the past 6 to 12 months. Is it growing, stable, or declining? Hiring into a growing business is far less risky than hiring when revenue is flat. If your revenue has grown by 20% or more over the past year and you have consistent waitlists, the financial case for hiring is strong.

Profit Margin

What is your current profit margin after all expenses? If you are running at a 30% margin on £80,000 turnover, your profit is £24,000. Hiring someone at a total cost of £18,000 per year (see the next section) would reduce your profit to £6,000 unless the hire generates additional revenue. You need to be confident that the new capacity will be filled.

Emergency Fund

Do you have savings equivalent to at least two to three months of total business expenses? If an unexpected event disrupts your revenue (a venue closure, illness, a pandemic), you still need to pay your employees. An emergency fund provides that safety net.

The True Cost of an Employee

The salary you agree with an employee is not the total cost of employing them. There are several mandatory and practical costs on top.

Breaking Down the Numbers

For an employee on a salary of £24,000 per year (roughly £12.30 per hour for a full-time role), the additional costs are approximately:

Employer's National Insurance: 13.8% on earnings above £9,100 per year = approximately £2,056
Workplace pension (auto-enrolment): Minimum employer contribution is 3% of qualifying earnings = approximately £447
Employer's liability insurance: Typically £100 to £300 per year for a small business
Training and DBS checks: £200 to £500 for initial onboarding (first aid, safeguarding, DBS)
Equipment and uniform: £100 to £300 depending on what you provide
Holiday pay: Already included in the salary figure (5.6 weeks statutory minimum), but remember this is paid time when the employee is not generating revenue

Total cost of a £24,000 salary employee: approximately £27,000 to £27,800 in the first year, settling to around £26,500 to £27,000 in subsequent years. As a rule of thumb, add 12% to 15% to the gross salary to estimate the true employment cost.

Freelance vs Employed: Which Is Right?

Before committing to a full employment contract, consider whether a freelance or self-employed arrangement might be more appropriate for your current stage.

Freelance (Self-Employed Instructor)

You engage a self-employed coach to deliver specific sessions. They invoice you for their time, handle their own tax, and are not entitled to holiday pay, sick pay, or pension contributions from you. This is simpler and cheaper in the short term.

However, HMRC scrutinises these arrangements closely. If the person works exclusively for you, uses your equipment, follows your curriculum, and cannot send a substitute, HMRC may argue they are an employee regardless of what your contract says. The penalties for misclassification are significant.

Employed (Part-Time or Full-Time)

An employee gives you more control, consistency, and commitment. You can require them to follow your methods, wear your uniform, attend training, and build relationships with your families. For a children's activity business where trust, consistency, and quality matter enormously, employment often makes more sense than a loose freelance arrangement.

A Practical Middle Ground

Many activity providers start with a part-time employed role: perhaps 10 to 15 hours per week covering specific classes. This limits your financial commitment while giving you the control and consistency of an employment relationship. As demand grows, you can increase hours gradually.

First Hire Priorities: Admin vs Instructor

When you can only afford one hire, the choice between an administrator and an instructor is critical.

Hire an Instructor If:

You have waitlists and cannot add classes without another coach
Your time is best spent on business development, marketing, and partnerships
You want to step back from front-line delivery to work on the business rather than in it

Hire an Administrator If:

You are drowning in enquiries, bookings, invoicing, and parent communication
Admin tasks are taking so long that they are affecting your coaching quality
You enjoy coaching and want to keep doing it, but need someone to handle everything else

In practice, many activity providers find that their first hire is a part-time instructor, because additional coaching capacity directly generates additional revenue. Administrative efficiency can often be improved first through better systems and software. A platform like AMES, for example, automates bookings, payments, communication, and scheduling, which can save 10 to 15 hours of admin per week and delay the need for an administrative hire.

Funding the Hire During Growth

If demand exists but cash flow is tight, there are ways to fund a hire without putting the business at risk.

Start Small and Scale

Begin with a few hours per week rather than a full-time contract. If you need an instructor for four new classes per week, start with four hours of employment plus travel time. As those classes fill and generate revenue, increase the hours.

Pre-Sell the Capacity

Before hiring, open bookings for the new classes. If parents book and pay in advance (which is standard for term-based activity providers), you have the revenue in hand before the instructor starts. This eliminates the financial risk almost entirely.

Use a Trial Period

Employment law allows probationary periods, typically three to six months, during which notice periods are shorter. This gives you time to assess whether the hire is working financially and operationally before making a longer-term commitment.

Break-Even Analysis for Your Hire

A break-even analysis tells you exactly how much additional revenue your new hire needs to generate to cover their cost.

A Worked Example

Suppose you hire a part-time swimming instructor at a total cost of £14,000 per year (including NI, pension, and insurance). They will teach 8 classes per week, each with a maximum of 8 children, at £8 per child per class.

Maximum weekly revenue: 8 classes x 8 children x £8 = £512
Annual revenue at full capacity (38 teaching weeks): £512 x 38 = £19,456
Break-even occupancy: £14,000 / £19,456 = 72%

So you need an average of 5.8 children per class (72% of 8) to break even. Anything above that is profit. If you already have waitlists for your existing classes, achieving 72% occupancy in new classes is highly realistic.

Factor In Venue Costs

Do not forget to include any additional venue hire in your break-even calculation. If the new classes require extra pool or hall time at £30 per hour, add that to the cost side. Using the example above, 8 hours of venue hire at £30 = £240 per week or £9,120 per year. Total cost becomes £23,120, and break-even occupancy rises to approximately 6 children per class on average.

Managing the Transition

Hiring changes the nature of your business. You move from doing everything yourself to managing another person, which requires different skills.

Document your processes before the hire starts. Write down how you plan sessions, handle enquiries, manage behaviour, and communicate with parents. This becomes your training material.
Invest in onboarding: Spend time with your new hire during their first two weeks. Shadow them, give feedback, and make sure they understand your standards and values.
Set clear expectations: What does success look like in this role? Define it in measurable terms so both you and the employee know whether it is working.
Get payroll right: Register as an employer with HMRC, set up PAYE, and either learn to run payroll yourself (using software like Moneysoft or BrightPay) or engage a payroll provider (typically £5 to £15 per employee per month).

Key Takeaways

Recognise the signals early: waitlists, burnout, declining quality, and missed opportunities all indicate it is time to hire.
Check your financial readiness: stable cash flow, growing revenue, healthy margins, and an emergency fund.
Budget for the true cost: add 12% to 15% on top of gross salary for NI, pension, insurance, and onboarding.
Consider freelance vs employed carefully, but be aware of HMRC's strict tests for employment status.
Start part-time and scale hours as revenue grows to minimise risk.
Run a break-even analysis to know exactly how many bookings you need to cover the hire.
Pre-sell capacity by opening bookings before the instructor starts, so revenue is in hand on day one.
Document your processes and invest in onboarding to set your new hire up for success.