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
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 ?
Editor's Notes
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."
