The biggest thing to do would be to ensure all photos produced by your company are clearly labeled as to who the actual photographer was. (And possibly who did your post work)
From the business standpoint you really should make a choice as to what you want in an associate photographer. Do you want them to fully emulate your style? Have you founded your business on consistent, reliable content that locals can recognise and so come to you for that? Or have you founded your business on a flexible style, drastically shifting (And proving you are able to cope well with it) your style to fit the client's desires?
If you are already shifting to the client's wishes, then bringing in an associate means you're further expanding your client's options. If you are focusing on a narrow style then you are going to have to either work hard with someone else to keep that style the same across both of you, or decide to split the style.
As long as you are clear and upfront with the clients about who the photographers are, then there should be no issues.
One good option would likely be to space yourself slightly as a photographer from the business itself. If you are taking on associates then the business becomes a service portal, and you get to wear two hats. You become a manager, and a photographer. When you wear your manager's hat, you are greeting potential customers and walking them through what your business can do for them, which is to provide the service of access to a skilled photographer. You match the client up with the service they need. Keep your ego out of it, as a manager you aren't a photographer, and which photographer the clients pick doesn't matter, as long as that photographer works for you.
It also means you are going to have a little extra accounting to consider, especially if you end up with several associate photographers working with you. You are going to have to partition the business expenses, and keep in mind what income and expenses should belong to your upper level "Management" section of drawing in customers, studio/office space, etc, and what income and expenses relate to the photographers themselves. Be very careful with this issue, because failure to consider things like this can easily result in robbing yourself if you fail to take a suitable cut from the other photographers, or pissing off your hired help if they perceive your take as unfair.
For small firms where everyone involved is exceptionally high skilled, keep finances clear and in the open, and basically make sure everyone is a partner with a voice. I have seen it happen many times in Software startups go to pieces because 'junior' team members get annoyed, run off, and setup a new shop which soundly beats the old.
Canon EOS 7D | EF 28 f/1.8 | EF 85 f/1.8 | EF 70-200 f/4L | EF-S 17-55 | Sigma 150-500