This document provides guidance on building effective teams in start-up environments. It discusses the importance of having a clear vision and solid foundation for the organization. Key aspects for building a strong team include selecting the right people through a transparent process, providing training and mentoring, and offering growth opportunities. Specific challenges around recruitment, selection, training, and retention are examined, with tips provided such as leveraging reference networks for hiring and implementing ongoing mentoring programs. The document emphasizes developing a bonding corporate culture where employees feel ownership and see long-term value in the company.

1. How to build killer teams
in start-up environments
The views are based on personal experience.
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2. What differentiates start-ups?
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3. An Analogy
 To build a killer app /
 To build a killer
product
1. Fairly clear idea
organization
2.
3.
4.
5.
6.
Solid architecture
Good implementation
and thorough testing
Easy deployment and
support
Enhancements
Performance and
scalability
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2.
3.
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5.
6.
Clear vision
Solid foundation
Excellent mechanism
for team selection
Conducive and
transparent env.
Training and
mentoring
Growth opportunities
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4. HR Challenges
 Recruitment and selection related
 Training and mentoring related
 Offers and packages related
 Retention, growth, performance
management…etc.
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5. 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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6. 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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7. 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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8. 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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9. 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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10. Qualities / Skills
 Passion for work
 Long term perspective
 Technical depth
 Ability to see big
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picture
Attention to details
Desire to learn
Professional ethics
Aspirations
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11. Right selection implies
half job done!
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12. Training and Mentoring
 Training for new hires / campus hires
 On-the-job mentoring for all
 Coaching for senior employees
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13. 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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14. On-the-job Mentoring for All
 Continuous process with conscious
efforts
 Technical lectures a must!
 Frequent feedback sessions

Feedback for technical as well as nontechnical aspects
 Document / code reviews
 Adherence to processes
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15. Training / Mentoring for Seniors
 Change of role
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Project managers
Technical leads
Test engineer / support engineer
 Training for interviewers
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Uniformity in hiring standards
Areas to be tested in
Track hiring feedback
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16. 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 nearones
 Develop ‘work while you work, play while you
play’ culture
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17. Few More Questions
 How do you nurture the team to take the
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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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18. Thank You
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