This document provides guidance on building effective teams in start-up environments. It discusses the importance of having a clear vision and solid foundation for the organization. Key aspects for building a strong team include selecting the right people through a transparent process, providing training and mentoring, and offering growth opportunities. Specific challenges around recruitment, selection, training, and retention are examined, with tips provided such as leveraging reference networks for hiring and implementing ongoing mentoring programs. The document emphasizes developing a bonding corporate culture where employees feel ownership and see long-term value in the company.
3. An Analogy
To build a killer app /
To build a killer
product
1. Fairly clear idea
organization
2.
3.
4.
5.
6.
Solid architecture
Good implementation
and thorough testing
Easy deployment and
support
Enhancements
Performance and
scalability
1.
2.
3.
4.
5.
6.
Clear vision
Solid foundation
Excellent mechanism
for team selection
Conducive and
transparent env.
Training and
mentoring
Growth opportunities
3
4. HR Challenges
Recruitment and selection related
Training and mentoring related
Offers and packages related
Retention, growth, performance
management…etc.
4
5. Recruitment and Selection
Challenge
Finding the “right” people
Related issues / questions
Exp. level? Campus hires or lateral hires?
Depth v/s breadth
Role: Manager? Architect? Lead?
Programmer? Test engineer? Trainee?
Single tasking or multi tasking?
Tip
Clear understanding of the requirements
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6. Recruitment and Selection (contd.)
Challenge
Finding them at the “right” time
Related issues / questions
When to start looking?
Skills that are difficult to find
Notice period for lateral hires
Calendar for campus hires
Tip
Provide for 6 to 8 weeks for the person to be
on-board
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7. Recruitment and Selection (contd.)
Challenge
Where to find the
people?
Sources
Job portals
News paper ads
Reference networks
Academic institutions
Recruiters
Tip
Reference networks
work the best!
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8. Campus Hires or Lateral Hires?
Campus hires
Tend to be highly bonded with the first employer
Enthusiastic about taking up challenges
Can be groomed for multiple functions
Lack the learning acquired through experience
Lateral hires
Bring up avg. exp. level of the company
Maturity in following practices
May come with pre-conceived notions about
management, tasks, functions..
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9. Engaging with Campus Hires
Guide college projects
Have visibility in academic institutions
Visit project exhibitions, technical events
in colleges
Sponsor prizes, if possible
Create a brand image as a technology
company
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10. Qualities / Skills
Passion for work
Long term perspective
Technical depth
Ability to see big
picture
Attention to details
Desire to learn
Professional ethics
Aspirations
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12. Training and Mentoring
Training for new hires / campus hires
On-the-job mentoring for all
Coaching for senior employees
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13. New-hire Training
Soft skills – communication, conferencing,
e-mail writing, customer orientation,
presentation, taking ownership, team work
Sharing the vision and history
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14. On-the-job Mentoring for All
Continuous process with conscious
efforts
Technical lectures a must!
Frequent feedback sessions
Feedback for technical as well as nontechnical aspects
Document / code reviews
Adherence to processes
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15. Training / Mentoring for Seniors
Change of role
Project managers
Technical leads
Test engineer / support engineer
Training for interviewers
Uniformity in hiring standards
Areas to be tested in
Track hiring feedback
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16. How do you create bonding?
Have a transparent, open environment
Share past experiences during informal meetings
Corporate culture or college culture?
Generate a competitive environment through
news group discussions, GoW problems, puzzles
Respond to mails from employees
Take interest in the employees and their nearones
Develop ‘work while you work, play while you
play’ culture
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17. Few More Questions
How do you nurture the team to take the
ownership?
How do you encourage team work and
confidence in abilities of others?
How do you convince them to work for you and
not just for money?
Does equity even work here?
What value they see in your company?
How does a start-up scale up hiring and training?
How do you scale the corporate / engineering
culture?
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