How to create a perfect entrepreneurial team

meet the basic premise of building a development team.

a: the premise of starting a small-scale or large-scale development team is that the prototype of the project and the funds are in place.

b: any investor or entrepreneur has a subconscious mind and does the most with the least cost.

The above two items are prerequisites for starting to form a formal development team. Otherwise, it is suggested that entrepreneurs or investors should do more things such as project prototype (business purpose, planning process, marketing process) and funds. Of course, the above things are not necessarily perfect, and it is not necessary, but at least the work tasks and funds are enough for the next three months.

2. Establishment of the scale of the team

With the premise of establishing a formal development team, what we should think about now is the scale of the team. In project management, I am used to calling this determining the project scope. Chairman Mao once said, "Many hands make light work". For the boss of this team, we can't think so. Crazy expansion must be followed by crazy layoffs, and even multinational groups will take this path. For an initial project, this means failure. From personal experience, the initial development team is between 6 and 1 people. Six people are established by filling in various positions, while 1 people increase the handling of personnel risks and the guarantee of work efficiency.

six positions are: project manager, project assistant (concurrently database engineer), architect (software and hardware architecture), UI designer, test engineer and deployment engineer, all of which must have coding ability and be able to code quickly.

ten positions are: project manager, project assistant, architect, database engineer, 2 UI designers, 2 software engineers, test engineers and deployment engineers.

for large or giant enterprises, they can bear the pressure of layoffs (for listed companies, layoffs will stimulate stocks), while for the development team of startup companies, they should try their best to maintain their stability for at least one year.

3. Looking for reasons to attract talents

With the prototype of the project and the start-up funds, you must think about what to use to attract outstanding development talents. "Good piano chooses wood to live in", no matter how passionate entrepreneurs are, they also need a reason to start a business. No matter how passionate a developer is, he needs a development reason. Don't subjectively think that developers are code machines, just give you wages and benefits and work honestly. That is to say, all positions in the development team should be given reasons for their existence.

4. Give people room for development

Ask a simple question. When you interview, will the interviewer ask you about your future career plan? If asked, would you express your career plan? This point has been ignored by most start-up companies, so that it is popular to say that "the ladder of career progress is job-hopping". For startups, to avoid the "premature arrival of the ceiling effect", everyone has inertia and needs stimulation. Although the final result ratio is still "iron camp and running water soldiers", the later this day breaks out, the better it will be for the project. In other words, excellent talents should be given room for development. In many cases, these people are project managers after the team is expanded in the future. For example, UI includes UI project manager, test project manager, deployment project manager, chief architect, senior DBA and so on. For startups, don't rush to fill the vacancies in the top organizational structure. It will be better to leave some space, which is actually a more economical way. Just kidding.

5. Choose a project manager with a sound personality

A project manager can be replaced by any subordinate in the team (usually a project assistant). However, after being replaced, the project manager with sound personality left the team with normal modifiability; After the replacement of the project manager with personality problems, the new project manager will find that the team has too many bad habits and the disease is difficult to change, which will be in trouble. What we need to understand here is the value orientation of the project manager, and his right to speak is based on his expert ability in the industry and personal personality charm. Expert ability can be cultivated, but personality is the brand of life. Personality determines too many things, so try to reduce the negative effects in this respect. The project manager is the lowest-level professional manager, so I won't teach you anything about the requirements of professional managers here.

6. Establish a fair salary system

Salary and welfare are institutional contracts of the company. We must admit that it is normal that there is a pay gap between different positions. Therefore, it is inevitable that there is no wage gap or the gap is too large, which is inevitable for the stability of the development team. Everyone has been working together for a long time, and it is difficult to keep the salary a secret. If entrepreneurs feel it is necessary to avoid this trouble, then it is best to make a clear rule that it is forbidden to talk about wages. The salary gap at each level should be about 2%. For example, the monthly salary of a project manager is 1K RMB, and the monthly salary of a project assistant and architect should be around 8 RMB. If the monthly salary of the project manager is $ 8K, then the monthly salary of the project assistant and architect is about $ 6.4K. Detailed data should be formulated according to specific companies and cases. Equal pay for equal work, at least in the same salary scale, is the best salary system. For example, under the regulations, the salary level of programmers fluctuates between 2K and 5K, and the salary level of those who have just graduated, worked for one year or two years is evaluated with reference to their personal abilities.

7. Establish an effective incentive system

Don't talk empty words, and do what you say. Many times, when we do something, we need extra cost. This is an incentive system consisting of bonuses, options, shares and tourism activities. This is a non-institutional contract, and most of it is the invisible culture of the company. But its existence itself is a working method to increase team cohesion and tap personal work passion. You don't have to. At most, employees will say that the boss is very stingy, but don't promise and not perform. There is a concept of "differential treatment" here. Wages can be evaluated according to their ability to work, but what about bonuses? When issuing bonuses, options and shares, we must find the best 2%-3% people, which is the classic 2%, 7% and 1% experience portrayal of Jack Welch. For the 2% employees who perform very well, special rewards should be given; For 7% of the people who are well-behaved, although the former part has not been rated as 2%, it is also very excellent, so it should be rewarded; For 1% of unqualified performance, corresponding punishment should be given. The difficulty is how to evaluate those who reward and those who punish.

problem analysis:

1. Everyone in the team is an elite, so why adopt differential treatment and grade salary?

Answer: Yes, it is our ultimate goal to build an elite team, but this means building an elite culture, not a team composed of elites. On the contrary, in this world, you must realize that some people are leaders and others are led. Including the family, either you lead or your other half leads. Enterprises need the most suitable people, not the best people. By the way, it's better for people in the team to match in combination, either by expertise or by ability. Imagine what it would be like to put the six best database designers in China into a team. If it were you, I think you would put the best six database designers in six teams!

2. We have drawn a lot of investment. Isn't it normal to expand the team?

Answer: It seems easier to get some money from venture capital now, but think about it. After 6 months and 12 months, if the next batch of funds is not in place, can your enterprise still operate? Here's a little bit about baidu's family history. What about 12 months for 6 months? Take precautions, when the next economic crisis of the Internet will come is unknown, but be responsible for your enterprise and employees, or save it! At least guarantee the requirements of minimizing layoffs and paying wages on time. In today's era, it's hard to have the story that Shi Yuzhu fell and the team still followed.

3. once the positions are confirmed, can't everyone do their own jobs?

Answer: When the company is stable, it is better to confirm the position than to form an organizational structure too early. Why do you say that the development of enterprises and the joining of airborne troops are inevitable, and each round of joining needs to adjust the organizational structure of enterprises, which itself is harmful to enterprises. After paying attention to the organizational structure of many large companies, it is safer to change a position for more than two years. For entrepreneurial companies, CEO, CMO, CTO, CFO, etc. don't have to rush to occupy the pit. Now it is obvious that these positions are flying all over the sky. There used to be a joke that "a refrigerator fell upstairs, killing five people, four were general managers and one was deputy general managers". Now, is it "a refrigerator fell upstairs, killing five people, CEO, CMO, CTO, CFO, and one is the director of human resources"? The depreciation of positions is getting faster and faster, but it is not as real as "I am in charge of operation, I am in charge of technology and I am in charge of personnel". Before going public, that is to say, before the one-year preparation period for listing and the silence period of at least eight months, it is better to have fewer O's and O's. The actual third layer is in place.