What mentality do we use to join a start-up company? Painful early loss of personnel

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This is the writing of our iOS development director, and the start-up companies come down, there are setbacks, there are gains. Such a memory is an important reference for startups and their friends who are ready to join a start-up company.

Experienced the brain drain, now the talent team more and more strong, more and more stable, these records, we have been on the road to remind.

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I'm a start-up developer.

My company determined to use smart wear hardware, mobile and large data technology to solve the problem of human health visualization. When I joined, there were just 7 people, technical CTO and I did software. Because we are a combination of hardware and software companies, involving a large number of work, at that time in the state of the Hing, facing the first question is the recruitment, from where to do, how to do, are placed in front of the team to solve the problem.

Why do you write this article?

Participation in entrepreneurship, starting from 0 to do a product is a process full of expectations and challenges. Everyone is faced with problems that have not been met before. Many mistakes only after the crime, summed up the experience will be valuable to later people. If you can help later friends in the beginning of a few detours, save some running-in time, good Great Yan.

Where do you start recruiting?

People have limited energy in a day, especially in the entrepreneurial team. I think it's time to solve the company's most pressing problems. Now that I'm in here, why don't you just recruit the right people in my circle? With the idea and the Ceo,cto to discuss, the start is very fast. V2ex,cocoachina, the ditch community, the grapevine, water and wood have become my channel, and even wired under the garage coffee.

Little feedback! Why? Because we don't have a website of our own. and have the intention to chat with friends, ask the most question is, what to do, how to do, and who do, have a website? To tell the truth, do what I know, how do not know, the start-up period every day in the storm, every day in the change, domain names, trademarks and product name changed 3 times (this later expand) if not a website online, Each need to start from 0 to communicate again, not not to be inefficient and inefficient to slag. Recognizing this issue, we met several times to determine how the website for dedicated personnel was to be done, and two weeks later the original version was online.

Yes, no record, there are many bugs, in the mobile end of the adaptation on a lot of problems, put in the SAE, with the Japanese DNS resolution, bypassing the record. If the record is completed, I am afraid 1, 2 months have passed, it is simply unbearable. This is not exactly according to the routine of the card, in the absence of full-time HR personnel recruitment stumbled launched.

Painful early loss of personnel

A gentleman is our early employees, responsible for coordinating the supply of hardware components, research competing products, the development of QA norms and procedures, strong, good background, people are nice. One day tell us that he will leave! Why? In the face of BOM table dozens of kinds of materials, a number of product line products at the same time to promote the situation, his confidence collapsed. Think more difficult than his imagination, too many uncontrollable factors ... Everyone in the face of uncertainty reaction, I am not a habit of step-by-step people, in the environment and rapid changes in conditions in the environment, I tend to be more calm. Later we know that there is EMS outsourcing, if the early determination of EMS, he will choose not to leave?

The second loss of staff, after the recruitment of two hardware developers in the steep feel the office more dynamic. Two people did not know before this, the same day into the job, not 1 weeks, unexpectedly a companion left the company. The reason: The problem of wages is that the Lord knows that someone has said that after 15 days of leaving the company, it is more clear that the motivation for leaving is clearer. Our problem is in salary formulation? Here, for example, 1w people, give 9k and they just take this as another stage of career development, when he gets the 1w offer will not hesitate to choose to leave. The bitter experience, later in the recruit a fancy development brother, we according to the actual price level of the market to give him the expected benefits, because our CEO feel, this is not a jolly.

Compared to the previous two, Y-June decided to leave more suddenly appear. He has a good education and working background before he joins in. I also had a long communication with him and had a lot of confidence in what to do. Dragged him into the boat and joined him for two weeks before he decided to quit! The reason is that he thinks we have a lot of problems to think about! The early employees of the start-up company must pay enough attention to the problem, we immediately decided to go out for a walk, touch. The conclusion is that there are too many start-up uncertainties, and there is a great need to be cautious in architecture technology selection. The CTO did not give the firm framework that the brother needed, and hoped that he would discuss the decision without qualification until he had done a full selection study. This became his biggest problem and the most adaptable place. In this case, before an employee joins a company, the habit of working for a long time as a well-known foreign enterprise has been to develop: you need to tell him what to do. Give him a frame and let him output what! Y-June needs these, we can't provide them now.

We later analyzed, the new entrants into the company in four stages: 1. Ignorant, need to lead more guidance; 2. Familiar with, need to encourage more; 3. Get started, need more guidance; 4. Integration requires multiple authorizations. The problems faced in each phase should be addressed in a targeted way.

There must be a problem somewhere.

A bitter experience, before the reflection in the recruitment, the same, treat everyone as a small partner. Later realized: Not everyone wants to start a business, and even the people who are lucky by luck. In the vast Internet, a small post, a small concern like the forest a tree left a leaf.

Later, we'll be joining a start-up with two types of people: entrepreneurial planning and the next career stage. For people with different expectations, give different treatment, in terms of salary, responsibilities, etc. to distinguish. The salary must not be too high, the start-up companies to attract employees should not be high-paying, but do things and do things. The early employees joined, determining the level of subsequent recruitment. Some people decided to leave also inevitable, in the premise of their best, recruit the right small partners all see fate. I am poor in ability, low in IQ and low in EQ. I expect the people who join me are much smarter than me.