How to build killer teams | Chetana Mehta
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The document provides guidance on building effective teams in startup environments. It discusses challenges with recruitment and selection, emphasizing the importance of finding the right people with the right skills and qualities. It also stresses providing training and mentoring for new hires, ongoing coaching for all employees, and developing a transparent and collaborative culture that fosters bonding within the team.
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How to build killer teams | Chetana Mehta
- 1. How to build killer teams in start-up environments Chetana Mehta 5 June 2010
- 3. An Analogy To build a killer app / product Fairly clear idea Solid architecture Good implementation and thorough testing Easy deployment and support Enhancements Performance and scalability To build a killer organization Clear vision Solid foundation Excellent mechanism for team selection Conducive and transparent env. Training and mentoring Growth opportunities
- 4. HR Challenges Recruitment and selection related Training and mentoring related Offers and packages related Retention, growth, performance management…etc.
- 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
- 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
- 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!
- 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..
- 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
- 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
- 11. LESSON 13 "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done. Good leaders stack the deck in their favor right in the recruitment phase.
- 12. Right selection implies half job done!
- 13. Training and Mentoring Training for new hires / campus hires On-the-job mentoring for all Coaching for senior employees
- 14. New-hire Training Soft skills – communication, conferencing, e-mail writing, customer orientation, presentation, taking ownership, team work Sharing the vision and history
- 15. On-the-job Mentoring for All Continuous process with conscious efforts Technical lectures are a must! Frequent feedback sessions Feedback for technical as well as non-technical aspects Document / code reviews Adherence to processes
- 16. 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 To track hiring feedback
- 17. 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 near-ones Develop ‘work while you work, play while you play’ culture
- 18. 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?
- 19. Q & A
- 20. Thank You Contact Information [email_address]