In my experience, the most effective strategy is to reassign PSAs to my EAs (and only to EAs) as either a reward for their efforts, or as an incentive.
Everyone in my first generation team who qualifies as an EA2 gets one or more PSAs reassigned as a reward, and if a newly qualified EA starts the next month off well, I will give them a PSA or two as an incentive to keep going. If I do not have enough new direct recruit PSAs to meet the requirements, I will buy PSAs To Go.
I also try to match up the PSA to the EA, to an extent. For example, if both of them are in the same country where English is not the primary language, they may be able to communicate more easily, and hopefully the EA will understand the economic reality there better than I do, so they may be a more suitable mentor for the new PSA, and this helps both parties.
But I rarely reassign inactive PSAs. I prefer to reassign new PSAs, ideally within minutes of their signing up to SFI.
If I am thinking of reassigning an inactive PSA, I will ask the PSA first whether they would rather work with someone who is closer to home, or who speaks the same language. If they don't bother to reply, then I assume they have lost interest for now, and they stay where they are until they become active again. Reassigning 'dead wood' can be discouraging for the EA you reassign them to.
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In my experience, the most effective strategy is to reassign PSAs to my EAs (and only to EAs) as either a reward for their efforts, or as an incentive.
Everyone in my first generation team who qualifies as an EA2 gets one or more PSAs reassigned as a reward, and if a newly qualified EA starts the next month off well, I will give them a PSA or two as an incentive to keep going. If I do not have enough new direct recruit PSAs to meet the requirements, I will buy PSAs To Go.
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