Building Organisation (Not Business) from HR Lens

My Mentor (@Susheel Balakrishnan) once told me - "For a successful organisation, you need a fine balance of People and Financials". Having worked with multiple start-ups and seen numerous cycles of growth and pivots, I strongly believe, focus on Team has created this difference between successful Vs struggling (not unsuccessful) companies.

Through this series, I wish to share my learning of HR's role in this journey. We will focus on perception Vs expectation dilema HR Fraternity is subjected to by leaders (sometimes because of our own doing)

We will start this journey from 1, move towards 10 and then speed to 100, reviewing HR's evolution through this transition. Along the way, we will reflect on Transaction Vs Transformation in Talent lifecycle. Thus, first 2 questions we will focus on are:

  • Which Role in HR should be hired first - Recruiter / Business Partner / Transaction Manager (Please ignore titles for now, we will pick this topic soon)

Assuming the PMF has been validated and the team is now beyond 15-20 people, it would mean, founder will start investing time in marketing, sales and services. Thus to build organisation and attract good talent, you need a person who is as passionate about the product as you are. Someone who will focus on candidate experience like mother treating her child (Remember, for an organisation biggest brand ambassadors are candidates and ex-employees). If this person comes with some knowledge about HR - You are lucky.

  • What stage should we think about a HR System

An off-the-shelf HR System in today's environment comes at about INR 75 per employee per month, which means for a 100 people organisation, you are spending 7.5K per month (that too variable, not fixed cost). This essentially puts following things in play, right in the beginning:

  1. Discipline of Information Management - Recruitment Feedback, Performance Feedback, Employee Survey Results etc.
  2. Lot of Data: Very useful for the Marathon which is called Organisation
  3. You spend time on pieces which impact employee experience and product - Not to mention hassle you will have to go through if salary for one person is processed incorrectly

While some may argue a 10K resource can do all this and much more. We will pick this up when we discuss Bottom Line Vs Top Line; how cost of running operations becomes a nightmare for the CFO.

Considering this is my first shot at professional writing, feedback, comments and suggestions are most welcome :)



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