How to build killer teams | Chetana Mehta

How to build killer teams in start-up environments Chetana Mehta 5 June 2010

What differentiates start-ups?

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

HR Challenges
Recruitment and selection related
Training and mentoring related
Offers and packages related
Retention, growth, performance management…etc.

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

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

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!

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..

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

Qualities / Skills
Passion for work
Long term perspective
Technical depth
Ability to see big picture
Attention to details
Desire to learn
Professional ethics
Aspirations

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.

Right selection implies half job done!

Training and Mentoring
Training for new hires / campus hires
On-the-job mentoring for all
Coaching for senior employees

New-hire Training
Soft skills – communication, conferencing, e-mail writing, customer orientation, presentation, taking ownership, team work
Sharing the vision and history

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

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

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

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?

Thank You
Contact Information
[email_address]

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How to build killer teams | Chetana Mehta

by Pune Open Coffee Club on Jun 16, 2010

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