Human resources teaches you how to recruit the right people quickly for start-up teams (2)

The sense of collective honor can rise to the height of management. The founder is the core of the team. The founder should be very clear about the development of the team's products, the company's strategy and the planning strategy of the whole team in the medium-term, long-term or long-term, and his cognition should be iterative.

However, for employees, everyone only does a little thing, and they are not familiar with the overall situation and overall development of the company. Therefore, the founders or core team members should constantly share what the company can share with other members.

the content of communication can be positive, such as the recognition of products in the market, the feedback from customers, and the future development of the company in the eyes of investors, and even the recognition in the new round of financing.

at the same time, we should also exchange negative content. Negative lessons can make team members think, support and give feedback from the perspective of users, products, markets and even competitors.

these will give team members a more comprehensive understanding of the company's market positioning. To some extent, the more familiar team members are with the advantages and disadvantages of their products, the more willing and brave they are to help the team and realize value.

9. Do you have to have a partner before starting a business?

it is suggested to have a partner. From the perspective of real fund, xu teacher often said that investment is actually invested in a person, and this person does not mean a person. Whether it is a serial entrepreneur, a successful entrepreneur or a returnee, their personal experience is not enough to become a comprehensive CEO.

Everyone has strengths. From the perspective of a professional manager, he may be better at management. Once he is put into the perspective of a startup CEO, he has different shortcomings in business, management, operation, products, market, strategy and even recruitment ability.

Therefore, for the entrepreneurial team, finding a partner can not only supplement the ability, but also improve the future team's ability to withstand pressure and ensure the pace of development.

1. What details should we pay attention to in the early team culture?

in the early corporate culture, the CEO should take the lead. One thing that CEO should do before entering the team every day is to push the door of the team. The CEO that team members want to see must be full of vigor and vitality, have confidence in the team, and can encourage and support the whole team.

from the CEO's point of view, he faces great pressure every day. Money may not be found; People may not be able to recruit suitable people, or even face collapse at any time under the pressure of competitors, resulting in unclear pace of team development. All these require constant adjustment and improvement by CEO, founder and partnership team.

For the employees of the start-up team, they hope that the CEO can give them enough confidence every day. The confidence of the CEO is very helpful to the daily support of the team, so the corporate culture that the core members first feel in the whole team must come from the CEO.

CEO can guide the team from a professional perspective, including planning the market and analyzing the overall strategy of the company. This analysis is of great help to every employee. Therefore, the CEO should communicate and iterate with the founding members of the team in a timely manner and have the courage to exchange their ideas.

in a sense, the early team mainly tried and tried, but trial and error does not mean that it is behind closed doors. On the contrary, it is necessary to reduce trial and error as quickly as possible and approach the ultimate goal through continuous communication and calculation with the founding team.

Xi. What are the specific methods to promote an employee?

When managing a start-up team, you will find that many people work very hard and make great contributions to the team. So how to judge whether such people are suitable for rapid promotion?

First of all, look at his output to the team. If he releases his learning ability to the team quickly in a short time, and when the market effect is good and the team is recognized, the manager should spare no effort to praise it. In fact, many colleagues in the early team hope to be recognized by more colleagues and prove that their efforts are valuable. Then, in the future development space, what is the career appeal of such team colleagues?

team members pursue nothing more than two things: seeking wealth and development. In the entrepreneurial team, many people's early salary standards are not too high. Some of them have just graduated, and some have jumped from a two or three-year work experience to the entrepreneurial team. The salary is likely to be shifted or even lower.

when such a person enters the team and shows his real strength with his quick learning ability, the team should think about whether he can realize his demands when he joined the company.

For those who seek development, when there is a lot of room for team development, the Title of the early team need not be too serious, because the ranks among colleagues in the early team are not obvious.

Sometimes, rank may play a very important role in gaining market recognition or doing your next job. At this time, the Title can be handled flexibly, possibly from the Commissioner, to the supervisor, manager, deputy director, director, VP and even to the partner. Each level should have quantitative judgment indicators.

once the employee reaches this criterion, he can be given some room for development, such as appreciation, and on this basis, he can get some salary increase.

For many employees, the early team gave him more workspace and more functions, and they were very willing to accept it. On the salary level, as the company's income increases and the financing amount increases, it is necessary to fulfill these commitments in stages, so that team members feel that his own efforts can be realized from the income with the company's development and career development, and then he will bind more interests and come together with the company.

12. what is the misunderstanding of rewarding a person?

rewarding a person's misunderstanding must be giving him something he doesn't want.

Some post-9s students need to improve their business ability and market competitiveness faster. It is difficult to give more support and training from within the team in our daily very high-intensity work.

for such a small partner, it is suggested that the team find some real skills training from external resources, or use internal resources, for example, find very strong colleagues, or even cross-departmental cattle people to share, or contact with emerging information in the industry and communicate in time.

There are some small partners who may have to consider how to balance their work and life after they have some savings when they reach the peak of marriage and childbirth at the age of 26 or 7. Your reward must be to help him solve the financial needs of buying a house, getting married and having children.

we need to understand what the needs of team members are on the node, and supply them as needed.

XIII. What is the misunderstanding of criticizing a person?

criticizing a person's misunderstanding depends on the other person's personality.

children born after 199s are more pursuing self-worth. Self-worth is reflected in work ability, communication ability, contribution to the team and the degree of recognition from the team. Honest and frank, a colleague with this temper and a slightly arrogant attitude, will be particularly comfortable and accept your praise.

Everyone's personality should be considered. Some students are sensitive, probably because they are not confident. In this process, he will enhance his self-confidence through the team's recognition of himself. On the contrary, when the team is not satisfied with him in handling things, including when he feels bad, he may think it is a mistake.

As a team leader, we should praise rather than criticize this kind of mistake in public, and then communicate deeply in private, and don't make a very strong and harmful announcement in public. Because for team members who make mistakes, they prefer someone to tell them how to avoid problems.

of course, the team is also trying to make mistakes, and it is necessary to distinguish between good mistakes and bad mistakes. For the instructions we give to the team, different iterations are realized in the process of many people transforming into work results through this instruction.

There must be many small mistakes in the iterative process. If they can be corrected in time, it is actually a good mistake, and it will also increase the team's trial and error experience.

what is a bad mistake? A bad mistake is that after we find it and correct it in time, we keep repeating it, either because we are careless or have limited ability to correct it.

at this time, it is necessary to bring out the bad mistakes and analyze them with the team members constantly, and at the same time, let everyone not make mistakes again. On the other hand, let this employee know that this mistake has caused harm to the team, and we will remedy it together.

Moreover, if mistakes continue to occur or bad mistakes continue to occur in the future, it is well documented to deal with this employee.

XIV. How to deal with employees who make mistakes in trivial matters continuously?

this is a process of error mechanization. We should reflect on whether it is possible to standardize the operation in formulating the workflow. For the entrepreneurial team, many instrumental things can replace labor, and some problems appear, and they should be quantified as much as possible. Labor is used to solve problems outside the machine.

after the process and quantification, if employees make mistakes again, they should find other reasons. If there is a punishment mechanism within the company because of carelessness. If it is not a fatal mistake, but the employee still makes mistakes repeatedly, it is necessary to think about whether it is because of negligence of the workflow, which leads to the lack of reflection of employees at this node.

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