Sushrut Bidwai

Appraisal systems! When you are leading a services company this is the most important thing which is ignored at early stage. For product companies few things held the group together, but services, specially in India people seem to keep hopping job forever. How I am implementing these system at StartupForStartups.

First of all what is purpose of appraisal systems in my opinion.

1. Systematic evaluation of things that went right and wrong since last appraisals.

2. Evaluating the goals that were set and whether the goals were achievable in the first place.

3. Reviewing positioning and career path the appraisee is following and whether that needs to be realigned.

4. Aligning goals of individuals with goals of the team for current appraisal cycle ie 6-12 months

5. Making sure appraisee is having a good time in the company and setting targets mutually to keep this up

What appraisal systems are not meant for.

1. Improvements. You can not have a 2 hour meeting and expect the appraisee to improve his/her performance.

2. Discussing salary hikes. I am strictly against this.

3. Discussing promotions. Again something that I do not like to discuss in appraisal meetings.

Open appraisals. How we do it.

1. Entire team fills out self appraisal and peer appraisal forms.

2. Every team member also fills out a appraisal form for senior person ie manager, but this form is submitted to manager of manager

3. Once these first round of appraisals are over, a team apprisal meeting is conducted.

4. This meeting is attended by entire working together ie smallest team that can be identified.

5. An open appraisal meeting is conducted based on level. For all junior members in the team, one meeting. For seniors one separate meeting.

6. Third party moderators, observers attend this meeting, though they do not participate in the proceedings.

7. There are no quantitative data that is discussed in the meeting. For example, we do not say like I think XYZ performed 4 on scale of 5. But instead we ask questions like what do you think is the asset that XYZ brings to table, and everyone including XYZ is suppose to answer.

8. This is again a 360 meeting.

9. There are specific questions which are for judging the performance of the team as one unit. And what we can do to achieve better performance.

10 . Team level quantitative data is given out. So if management feels that a team is performing 3 on scale of 5 then team members are notified. Also reasons for this given by management are discussed.

There are many things which are part of this open appraisal meeting and all IP can not be shared here. Also note that we do conduct open appraisal education programs for the team members and educate them about how to participate in such process. Do give me feedback as this an experiment very close to my heart.

Also I have not added advantages of this system on purpose. Let me know what you think would advantages.

Uncategorized entrepreneurship, evangelism, HR, innovation, Process, Recruitment, startup advice, training

These few list of things I found out working in a startup and on a startup.

Employers:

1. Great team does not necessarily have all star players. A team in itself can become all star if it gels well together.
2. Don’t hire some one just to fill up that vacancy, not at least for first 10 hires. Fill it up when you get good fit only. 
3. Be HR manager for first few months or a couple of years. Your team is your best asset and you need to be involved in building it.
4. Your culture, attitude and personality is going to be reflected in attitude and personality of your company. Be sure what you are projecting.
5. Be transparent to initial hires. Don’t be afraid to even share critical data like business deals or financials. 
6. Use equity to your advantage. Don’t be greedy on that front. Your equity will be worth something only if you succeed and for that you need great people.
7. Intervene right away if you see minor cracks in the team. Don’t wait too long for the matter to be strightended out on it’s own. 
8. Don’t create hierarchy too soon. First few years should be directly you and your team. Use this time to grooms few people to become mid-management people and intrapreneurs if you like that word.
9. Be social and let your employees have some social life. Its not very productive to work 24 by 7. Take 2 day vacation once in a while and encourage your team to take it too.
10. Don’t go too much on brand of top institutions like IIT’s and IIM’s. Make sure person also has ability and right attitude to work in the team that is already there.
11. Is you see someone not performing, fire them. Don’t keep giving them second and third chances. This attitude is very contiguous. 

PS: Dont know why numbered lists are not working on the blog and too little time to dig into it. Any solutions?

Uncategorized entrepreneurship, HR, philosophy, Process, Recruitment, Startup, startup advice, training

We are trying out this new method of conducting interviews of experienced technical/non-technical resources. This method is only used for 2+ years of experienced candidates.

What we do is we have a pre-interview with people who have applied (15 minutes) with out much technical questions after a careful screening of resume and reference checking. After this pre-interview we divide short-listed candidates in group of 3-4 people. Now the second round of interview these candidates conduct there own interview in sort of debate/group discussion. So each candidate will ask question to others in the group and they will write down answers to it on paper. 

Candidates try to bounce each other of with the cool thing they know about technology which they think others may not. We just moderate the interview after conducting 10 mins of introduction and rules section. This debate (?) is typically for 1.5 hours. Note that we do not give grades to answers, just that we moderate closely and through observation decide who is better.

There are generally 2-4 groups that we form and we select 1-2 guys from each group. This is not a rule, if we like all we will select all! Then winners of groups go through third round of interview again in same way but for 3 hours! We downgrade a person who does not ask questions, but just gives answers. We also downgrade people who are too agresive and want to show off with by asking questions which even they cant answer satisfactorily. There is bunch of observation that we do in this process. And we note down these observations not by pen, notepad or any other thing but using twitter!!!!

Why we came up with this model? Well people can answer questions just fine. There is limit to how much research I can do before going into an interview. There are only so many type of questions that I can come up with. I dont have time to categorize these questions or decide how hard they are etc etc. So I delegate by job on the person who has applied for the job itself .  

We are just trying this model till we see it works or not and then if it does then we will implement it for all senior positions. Do comment if you think there are some things we can try out or if you find any broken piece with this model.

Ideas, Implementing Concepts, Process HR, implementing concepts, innovation, interview, Process, Startup, startup advice, training

I have always been thinking about how I am going to train a freshly graduated student coming just out of college and joining my company. Not having a good training program in place is one of the major mistake any startup makes. I have been with a startup where we had same problem. So what we did was devise a sound training program.

Most important thing you have to understand is writing quality code is art, there is no other away to put it across. Have you ever learnt a musical instrument? Painting? Singing? How do you learn it. First you have see a maestro at work, live. Performing just for you. So you know the body language, know the small movements, listen to breathing as he/she performs. We do the same in our training program. We start with one week of class room training focused on software solutions and not technology. (We hire people who have some knowledge of technologies we use) After this one week, we give new trainees a project to execute, typically a small project like implement a blog tool, bug management tool etc. We work with the trainees in all phases of project execution.

We do requirement analysis together and play roles of customer as well as facilitator. We do design with them. But most importantly when the architecture of the project is decided, we implement a use-case for each new person in pair programming. All the trainee has to do is sit with one of the more experienced developer and watch him implement the use-case.

Advantages:

1. When a person see how a pro writes code, how he uses various tools including time-sheets, IDEs, debuggers , he gets window into how as a professional he should work.
2. Experienced person normally walks trainee through various things, classes as he is writing them. This gives insight into how a high level design is transformed into low level classes and data structures.
3. We normally don’t have time to do entire low level design, attribute design. So we rely upon experience and re-factoring to some extent.  Pair training gives trainee hands on re-factoring.
4. Get to know various tools, shortcuts, first cut what proficiency trainee should have once he/she has experience.
5. Time management. How much can be accomplished in how much time.

Disadvantages:

1. Sometimes there is chance that trainee will pick exact bad habit trainer has. Though we try to monitor our training processes closely, but there is still a chance. To reduce it we do pair training with multiple trainers.
2. Time consuming. Hence we do it on a Sunday. Yes we work on Sunday! We want to grow and build a great company.

Implementing Concepts, Process, Startup pair programming, Recruitment, startup advice, training