Getting Good People & Keeping Them

1. Presented by
Giridhar katti
(MBA-12-10)
Central university of karnataka gulbarga

2. In chapter 4 we discussed about (seed) team
But the (seed) team alone cannot deliver the mission and vision of
the organization.
You may have a great Producer or a service idea, you may be able
to raise the seed money and buy technology and build infrastructure.
None of this is of any value unless there is continuous top
management engagement to attract and retain talent.
In today's hyper-competitive world. The war for talent precedes the
war for market share.

3. Mind tree in 1999
Attention to first forty critical position in the
company
If we treated well and empowered them, they
would take care of 400 (fractal leadership)
By this we can build business sustainable
development.

4. Spent enormous time for looking talent(MKT,HR,FIN,R&D)
(C2-Culture and competency)
Hiring right kind of people for right job for better incumbent.
He wrote nine elements for successfully start up organization.
The issues were discussed with them so that they come up
with eyes open
surprised by seeing how much people value that.

5. It helps to attract a very special kind of talent and build
trust from them.
After that provided them their objectives and freedom
to co create the organization and hold them
accountable.
And everyone prepared a quarterly report, what went
well and what went wrong. Including chairman.
Nothing binds people better than trust. freedom.
accountability and stretch.

6. Two things they ere clear that
1. Being the founder the one would not get any special privileges
or accelerate carrier growth and all founder agreed that they
were willing to report to a non founder if the job so required
2. None of our immediate blood relations would ever work for
mind tree.
One thing that creates particular heartburn in the early
stages is disparities in compensation.
Wage administration done by professionals.

7. The next thing to do is lead the way with personal examples
of stretch ,productivity and accountability.
The importance of 5 things in managing high performance
professionals
1.Set up performance management system that everyone understands
2.Communicate with people regularity,
3. Listen the voice of your people through formal regular perception
surveys that are conducted by an outside agency
4. Focus on development of leadership and.
5. Support network for your leaders

8. ▪ Mind tree used 95:95:95 principle( 95%
People Get access to 95 % of the
information,95% of the time).
▪ It is only possible with the help of intranet
system.
▪ 95:95:95 principle creates one problem in
a venture-funded start up.(Finance Inf)

9. The next issue is about taking risk
How to encourage people to take risk
• Give them job when they are ready only 60%
Ready For it
• Allow them to make mistakes
• Rotate top performers at least once in 2-3 years

10. Training Program Started called MindTree Leader’s
Program.
Designed Case Studies Based on MindTree
Experience For this they went for IIMB, Prof.N.
Balasubramaniam who teach them the art of writing an
teaching case studies.
Created Knowledge Management (KD) by RAJ DUTTA
who’s life mission is to work for KM

11. WORKING FOR A START-UP (Nine things you should know)
1. It means dealing with risk and sharing rewards
2. The harvest comes only in the long haul
3. You should be the type who can work unsupervised
remember, you are not the system
4. Construct the big picture, focus on the small
5. Teamwork is critical
6. Things do not work as per the plan-do not get flustered.

12. 7. You must have faith in yourself-you need
to contribute to the energy, not depend on
it
8. Learn to accept a low -resource work
environment
9. Big joy in small things.