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HR ForStartups Check List
- 1. “ H R s h o u ld n o t b e d e f in e d b y w h a t it d o e s , b u t b y w h a t is d e liv e r s – r e s u lt s t h a t e n r ic h t h e o r g a n iz a t io n ’ s v a lu e t o c u s t o m e r s , in v e s t o r s , a n d e m p lo y e e s ” Dave Ulrich HR Guru
- 2. The Building Block Approach HR in Start ups December 2011 Confidential . Not for Circulation
- 3. The Agenda The Startup Context The HR Game plan The Nitty Grittys
- 4. The Story…..
- 5. My Story Aurigene Employee No 3 Quintant Indya.com Employee Employee No 4 no 2 The HR Practice Employee No 1
- 6. Business Results & People Processes Purpose/Mission / Goals B u s in e s s O r g a n iz a t io E f f e c t iv e n e E n v ir o n m e n t Reward Organization Systems Structure Company ss n In d u s t r y Processes/ Leadership Interactions Work S tru c tu re Mechanisms Culture
- 7. The HR Gameplan Long Term Strategic Partner Change Agent Management of Management of Strategic Human Change and Processes Resources Transformation People Management of the Management Administration of the of Employee Organization Contributions Administrative Employee Short Expert Term Champion
- 8. The HR Work Family the Compensation ers Compensation, Benefits oth Benefits and Payroll & Benefits Administration Rewards Rewards , y1 d Budgeting & Expense Accounting a l D late Organizational Development a ion rticu Performacne Management rat e a Organizational & Training ope to b People Development Career Development y full eds Succession Planning e Data Records & Management o b ht ne d t ug Employee Data HRIT & HRIS nee tho Employee / Manager Self Service Management Workforce Analytics cts ing” Management Reporting spe und Employer Branding e a “ fo Workforce Planning & Recruiting / Staffing Som Deployment Immigration Services Resource Deployment HR Strategic Planning HR Plan and Program Design Human Capital Employee Relations Services Employee Communications Policy and Statutory Compliances
- 9. Start up HR Priorities Seed Values, Culture Setup Essential Anchors systems Get the “right” team on Manage HR Board Operations Build with an eye on the future….
- 10. The Perfect World Seed Values, Culture Anchors Setup Essential systems Articulate Beliefs, Employee Information Values Capture & Verification Philosophy Articulate the People Compensation Structure, behind the Philosophy Share the Grade Ladder & Payroll Systems Vision and processing, Bank A/c should be Underline desired create evident; will Benefits Administration – behaviours “followership” be the Insurance, Sodexho foundation Create Folklore Attendance, Leave for future action Teaming Charter Compliances Required Founding Team Employment Agreements, Charter IP & Confidentiality Policy, Non Solicit, Non Compete
- 11. The Perfect World Get the “right” team on Board Manage HR Operations Reach out to “aligned” Induct new hires talent- hire for tomrrow Assess Joining Administration and Regular Share the Company Vision Fitment activation into all internal operation The Compelling proposition into systems Business cards to al tasks Company Benefits for initial Share Ownership, , Vision, 6 to 9 Management & Employee Relations Team, months of Organization Structure Compete Internal Communication operation Share Result Expectation ncies, and teaming s Skills, Share Title, Compensation, Attitude HR Reporting Benefits Rules of Engagement and Share Onboarding details Issue Resolution
- 12. The “Dirty” List Get the “right” team on Board Offer Letter, Organization Go Viral on requirements Appointment Letter, Structure, Key Role IP & Confidentiality Briefs, Deployment Share the Company Vision agreements Plans – the Compelling proposition Base HR Policies – Key Growth Share Equity & Working hours, Milestones, Short Holidays & Leave, Organization Design term Goals, Grade Ladder, Thoughts Priorities Reimbursements, Set Direction, Role will evolve Compensation Plan Online Presence – Fixed, Variable, Website Content to Share Title, Compensation, Equity, Fixed attract talent, Social Benefits Structure, Benefits Media Pages Share Onboarding details
- 13. The “Dirty” List Manage HR Operations Activations – Computer Induction Plan, allocation, Payroll, PF, Collateral, Team Induct new hires Insurance, Sodexho, anointment / HRIS, Email ID, Seating, Joining Administration and introduction Bank Account, ID Card, activation into all internal Business Car, Attendance systems Business cards to Employee Benefits Information form, Rules of Engagement, Clearance Internal communications, Employee Relations documents earlier and teaming activities company, Education Internal Communication documents, and teaming Verification, Health Statutory – Shops & Est, Declaration, Exit & Contract labour, PF, HR Reporting Relieving Health & Safety, Issue Resolution documents, Performance Employment Management and certification Training
- 14. The “Dirty” List Values, Culture Anchors….. …… are established through decisions, communications, behaviours – choice is to let it happen or guide the process from day 1
- 15. The HR Mission T o d e v e lo p a n d m a n a g e t a le n t ; t o a p p ly t h a t t a le n t , t h r o u g h o u t t h e w o r ld , f o r t h e b e n e f it o f c lie n t s ; t o d o s o i n p a r t n e r s h i p ;P eters T om t o d o s o w it h p r o f it .
- 16. About Us E x p e r t i s eE x p e r i e n c e E m p a t h y E n t h u s i a s m T h e H R P r a c t ic e p a r t n e r s c lie n t s in e n h a n c in g e m p lo y e e e n g a g e m e n t le v e ls b y im p le m e n t in g , p r o a c t iv e a n d r e s p o n s iv e p e o p le p r a c t ic e s in t h e ir o r g a n iz a t io n s
- 17. Thank You “At the end of the day, we bet on people – not strategies Larry Bossidy, CEO , Allied Signals www.thehrpractice.in
- 19. Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Large Crisis of Growth Red Tape through collaboration Crisis of Control Growth through coordination Crisis of Autonomy Growth through Crisis of delegation Leadership Growth through direction Small Growth through Looking ahead…. creativity Young Mature
- 20. The Start up Context How to build a Sales proposition that wows Manage the funding customers How Can I Maximise earnings How Can I Get My Company Into Profit Quickly What is my internet strategy ? What is the revenue pipeline Setting up Operations / How Should I manage spends / burn rate Production What Is The Right Price For My Product/Service Develop business strategy How do I reach out to potential customers ? Manage operations Inspire people to join Do I get an Advisory Board ?
Notes de l'éditeur
- Phase 1—Growth through creativity eventually leads to a crisis of leadership. More sophisticated and more formalized management practices must be adopted. If the founders can't or won't take on this responsibility, they must hire someone who can, and give this person significant authority. Phase 2—Growth through direction eventually leads to a crisis of autonomy. Lower level managers must be given more authority if the organization is to continue to grow. The crisis involves top-level managers' reluctance to delegate authority. Phase 3—Growth through delegation eventually leads to a crisis of control. This occurs when autonomous employees who prefer to operate without interference from the rest of the organization clash with business owners and managers who perceive that they are losing control of a diversified company. Phase 4—Growth through coordination eventually leads to a crisis of red tape. Coordination techniques like product groups, formal planning processes, and corporate staff become, over time, a bureaucratic system that causes delays in decision making and a reduction in innovation. Phase 5—Growth through collaboration, is characterized by the use of teams, a reduction in corporate staff, matrix-type structures, the simplification of formal systems, an increase in conferences and educational programs, and more sophisticated information systems. While Greiner did not formally delineate a crisis for this phase, he guessed that it might revolve around "the psychological saturation of employees who grow emotionally and physically exhausted by the intensity of team work and the heavy pressure for innovative solutions."