Start-up nuisances

I asked several of my closest advisers what a start-up entrepreneur should do? They suggested that I spend 1/3 of my time hiring, another third of my time communicating with employees, and do all the administrative in the final third.

I had — have — a few questions on that allocation. What about talking to partners? The Board of Directors? Customers? Press? Or, in businesses like mine, regulators?

So, what does a CEO do?  I believe, fundamentally, that all of these tasks drive to one, and only one, real goal: Setting a culture, and then defending it against all comers.  You have to make sure new hires get inculcated with your culture.  You have to remind current employees of key cultural norms.  People with influence on your business — Board members, press folks, and partners — need to understand what you are all about.

Hiring and Firing

               Though the term is quite a nightmare for HR ,it is a truth that every HR faces in his/her work tenure.Hiring the more tedious it sounds the more complicated it is if we map it to the later effects on the company.

If you choose the right guy the consequences being:-

•     Dealing with too much expectations of the new joined from the company and vice verse
•     Retention if the talent is good
•     Attrition rate because of the new joined

If you chose the wrong one the consequences are far worse:-

•  Dealing with frustrations of the management and the employee
• Competency matrix and process of training and counseling the employee
• Firing and rehiring if the competency gap is not bridged within a stipulated time
• The monetary loss in the whole process