how to build killer teams | chetana mehta
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How to build killer teams in startup environments | Chetana MehtaTRANSCRIPT
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How to build killer teamsin start-up environments
Chetana Mehta
5 June 2010
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What differentiates start-ups?
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An Analogy
To build a killer app / product
1. Fairly clear idea2. Solid architecture
3. Good implementation and thorough testing
4. Easy deployment and support
5. Enhancements
6. Performance and scalability
To build a killer organization1. Clear vision
2. Solid foundation
3. Excellent mechanism for team selection
4. Conducive and transparent env.
5. Training and mentoring
6. Growth opportunities
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HR Challenges
Recruitment and selection related Training and mentoring related Offers and packages related Retention, growth, performance
management…etc.
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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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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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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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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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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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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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LESSON 13LESSON 13
"Powell's Rules for Picking People:”"Powell's Rules for Picking People:”Look for intelligence and judgment, and most critically,Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsoa capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balancedlook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things done.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 andprior titles. A string of job descriptions a recruit held yesterday seem to bemore important than who one is today, what they can contribute tomorrow, orhow well their values mesh with those of the organization. You can train abright, willing novice in the fundamentals of your business fairly readily, butit'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 favorright in the recruitment phase.
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Right selection implies half job done!
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Training and Mentoring
Training for new hires / campus hires On-the-job mentoring for all Coaching for senior employees
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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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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
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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
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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
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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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Q & A
