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HR For Start-ups over view by Prof.Vasanthi Srinivasan of IIMB
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HR FOR START UPS
Vasanthi SrinivasanIndian Institute of Management
Bangalore
Would you tell me, please, which way I ought to go from here?'
That depends a good deal on where you want to get to,' said the Cat.
I don't much care where--' said Alice.
Then it doesn't matter which way you go,' said the Cat.
--so long as I get SOMEWHERE,' Alice added
Oh, you're sure to do that,' said the Cat, `if you only walk long enough.'
Three facets to Managing people in start ups
• Impact and influence of founders characteristics • Manner in which new people are brought in to
the organization and managed (selection, socialization, performance management and feedback, allocation of roles and responsibilities) --- HRM function delivered by operating managers
• Structures, systems and processes – HR department
Do entrepreneurial firms differ?
• Life cycle has an important role to play in differences in HR practices
• Nature of ownership impacts • Founder’s foot prints take time – last up to 25
years• Entrepreneurial firms need to evolve their
own HRM practices – copying large firm practices does not make you a large firm
Challenges in family managed firms
• What is your role ? Are you an owner, a manager or an owner manager?
• On what areas, are you – Responsible– Approval – support– Consulted– Informed
Stages of growth and HR challenges
STAGES OF GROWTH OF AN ENTERPRISE
• Growth through creativity• Growth through direction• Growth through delegation
GROWTH THROUGH CREATIVITY
• Each stage has a unique HR challenge– Hire people known, often for lower compensation– Ability to do multiple things– Compensation – ad hoc, based on criticality – High autonomy, lack of procedures, close knit– Documentation weak
GROWTH THROUGH DIRECTION
– Norms/standards– Strong performance management processes
linked to incentives – Succession and delegation– Definition of jobs and responsibilities– Need to attract talent w/o jeopardizing existing
loyalty– May have to exit some employees/make
compensation corrections
GROWTH THROUGH DELEGATION
– Variation across divisions– Competence of the managerial /technical staff– Leading from afar-- CEO– Strong reporting structures for control yet
autonomy– Need for HRM practices of be integrated
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