New Delhi Times

I found hiring quite a challenge too. The biggest problem for us was getting enough good people into the funnel. I agree with you though. Much better to be picky about candidates. Its better for you and a lot fairer to them as well.

I found hiring quite a challenge too. The biggest problem for us was getting enough good people into the funnel. I agree with you though. Much better to be picky about candidates. Its better for you and a lot fairer to them as well.

I don’t know much about your business, but aren’t there slots in your organization that are best filled by people who would plug away at a known job indefinitely? There are many good potential employees who do not want advancement. In return, they offer stability and consistency that can come only from long-term employees.
While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

I don’t know much about your business, but aren’t there slots in your organization that are best filled by people who would plug away at a known job indefinitely? There are many good potential employees who do not want advancement. In return, they offer stability and consistency that can come only from long-term employees.
While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

I don’t know much about your business, but aren’t there slots in your organization that are best filled by people who would plug away at a known job indefinitely? There are many good potential employees who do not want advancement. In return, they offer stability and consistency that can come only from long-term employees.
While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

I don’t know much about your business, but aren’t there slots in your organization that are best filled by people who would plug away at a known job indefinitely? There are many good potential employees who do not want advancement. In return, they offer stability and consistency that can come only from long-term employees.
While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

I don’t know much about your business, but aren’t there slots in your organization that are best filled by people who would plug away at a known job indefinitely? There are many good potential employees who do not want advancement. In return, they offer stability and consistency that can come only from long-term employees.
While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

I don’t know much about your business, but aren’t there slots in your organization that are best filled by people who would plug away at a known job indefinitely? There are many good potential employees who do not want advancement. In return, they offer stability and consistency that can come only from long-term employees.
While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

Well Indian software organizations work from a very different perspective they are not looking at individuals to take up career paths leading to management positions but follow two different types of hiring. One to create a track of IC which keep on increasing their skill base and specialization instead of leading upto a management role and on the other hand hire people for managerial role which they term more as administrative task in nature. Though this approach is not advisable for small firms where every hand is accounted for. Lets brain storm more on whats suitable better for startup environment as if i was you would have filled the critical position for now and formulate strategy for forward integration.

Well Indian software organizations work from a very different perspective they are not looking at individuals to take up career paths leading to management positions but follow two different types of hiring. One to create a track of IC which keep on increasing their skill base and specialization instead of leading upto a management role and on the other hand hire people for managerial role which they term more as administrative task in nature. Though this approach is not advisable for small firms where every hand is accounted for. Lets brain storm more on whats suitable better for startup environment as if i was you would have filled the critical position for now and formulate strategy for forward integration.

Sarat – while such positions do exist in the software industry where one can just keep doing the same job for years, such positions are hard to find in a young organization like ours. Morover, most people that we hire are very early in their career when they actually want growth. So it seems unfair to hire somebody knowing they will not grow beyond their current role.
Siddharth – I dont know if the IC role is really that prevalent in Indian companies. Unfortunately, the mindset is still geared towards considering management position as a benchmark of career success.

Sarat – while such positions do exist in the software industry where one can just keep doing the same job for years, such positions are hard to find in a young organization like ours. Morover, most people that we hire are very early in their career when they actually want growth. So it seems unfair to hire somebody knowing they will not grow beyond their current role.
Siddharth – I dont know if the IC role is really that prevalent in Indian companies. Unfortunately, the mindset is still geared towards considering management position as a benchmark of career success.

Hiring is a tricky thing – especially in the job market/climate India is facing today. Investment of time, energy, and money into a new hire can be taxing (pun intended) and the ultimate outcome might end up being a washout because the hire may end up defecting to another organization after just a few months.
The challenge that we face as employers (in India) is to sniff out workers who demonstrate the potential and craft them into who we need them to be. Going for a golden apple may be worth the time – but present not only a challenge in hiring but retaining the worker who knows he’s so valuable.
If you run a company that runs on innovation, each employee is valuable and deserves the special attention to optimize their contributions when they’re on the job. I’ve got two employees right now that do a fantastic job but they never work past 6:30pm – they say they’re passionate about what we’re doing but leave sharp a day-end. From a myopic perspective, one would call them fleecing and decide to let them go. But, that would be premature and inappropriate. Instead, it would make more sense to cultivate them and extract the value you can based on their performance keeping in mind this one particular “weakness” so that if/when they were to come discuss salary levels, you have at least one solid point to throw back at them to think about.

Hiring is a tricky thing – especially in the job market/climate India is facing today. Investment of time, energy, and money into a new hire can be taxing (pun intended) and the ultimate outcome might end up being a washout because the hire may end up defecting to another organization after just a few months.
The challenge that we face as employers (in India) is to sniff out workers who demonstrate the potential and craft them into who we need them to be. Going for a golden apple may be worth the time – but present not only a challenge in hiring but retaining the worker who knows he’s so valuable.
If you run a company that runs on innovation, each employee is valuable and deserves the special attention to optimize their contributions when they’re on the job. I’ve got two employees right now that do a fantastic job but they never work past 6:30pm – they say they’re passionate about what we’re doing but leave sharp a day-end. From a myopic perspective, one would call them fleecing and decide to let them go. But, that would be premature and inappropriate. Instead, it would make more sense to cultivate them and extract the value you can based on their performance keeping in mind this one particular “weakness” so that if/when they were to come discuss salary levels, you have at least one solid point to throw back at them to think about.

While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

While an organization must have a core group of upwardly mobile A players, it also needs a base of stable contributors. Usually they are older. Look at large organizations and you will see these old war horses performing a very useful function.

Hello guys thats nice blog i like this….enjoys..

Hello guys thats nice blog i like this….enjoys..