This document discusses the human resource challenges and growth of Superseva, an Indian startup. It shows graphs of increasing employee numbers from 2006-2011 and expanding cities of operation from 6-21 over the same period. The challenges of choosing the right employees, keeping them engaged, and managing remote teams are described. The journey from initial small operations to leadership is summarized, including how processes, people and systems adapted to growth. Strategies that helped like career paths, incentives, and flexibility for women, are outlined.

1. HR-4-Startups
3/22/2012
www.superseva.com

2. Growth Statistics Employees
No. of employees
450
400
350
300
250
200 No. of employees
150
100
50
0
2006 2007 2008 2009 2010 2011
till now
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www.superseva.com

3. Human Resource Distribution
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www.superseva.com

4. Growth Statistics Cities
Operating cities
25
20
15
Operating cities
10
5
0
2006 2007 2008 2009 2010 2011 till
now
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www.superseva.com

5. HR Challenges
 Choosing right people for the right job
 Keeping them engaged with the vision and
target
 Build trust and empower remote
management
 Managing remote groups (growing from 1
to 21 cities)
 Attrition at customer touch points and
training
 Creating second line of leadership
 Empowering middle management and
creating ownership
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www.superseva.com

6. Our Journey: Initial stages
Initial- less people- less cities and less services and less
service types
• High Personal attention and supervision
• High visibility,
• No role separation, everyone do everything
• Sell the vision both internally and externally
• Personal commitment as a badge
• Entrepreneurial employees
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www.superseva.com

7. Growth years
• With growth, people addition with less
formalized process some confusion prevails
• Balancing the organizational visibility, culture
amidst new comers and old performers
• Freshers skeptical of the high complex offering
(their previous organizational experience
impediments)
• Educating older employees for newer goals and
galvanizing new comers
• New comers could sell only standardized
products and services on the strengths of
collaterals and referrals that ended up creating
new functions like marketing, branding etc.
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www.superseva.com

8. Market Leadership
Process, people and system were able to catch up
with the growth
• Stable top management, active 2nd level
leadership in place
• Continuous reviews and feedback
• Objective assessment of performance creates a
culture of performance driven organization
• Quantum and distribution of services
necessitates push for technology and IT adoption
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www.superseva.com

9. What worked for us???
• Designing a career growth path for entry
level people
• Reference checking at the time of joining
• Giving more responsibilities to them
• Incentive planning
• Creating ownership by allowing them to
make their own plans.
• If required restructuring their roles and
change their functions based on strength
and giving them choice
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.
www.superseva.com

10. What worked for us??? Cont….
• Hiring competent women who had left job
because of family needs.
• Providing these work force environment to
be productive by giving some flexibilities
• Setting up matrices for performance and
processes for remote monitoring.
• Ensuring remote coordinators put
adequate attention and dig data for any
deviation early
• Setting up alert and notification
mechanism for deviations and appropriate
follow on actions
3/22/2012
www.superseva.com

11. kumud@superseva.com
Cell :- 9945239351
3/22/2012
www.superseva.com