HR · Startups

How do startups penalize (or compensate) collaborators in order to fulfill deadlines or schedules?

Ignacio Juarez CEO & Founder @ TRATO | Ofrecemos Tecnología para la Gestión de Contratos con Firma Electrónica Avanzada | tratoapp.com

March 28th, 2016

When you are a startup, you want to hire the best people to do the job. But even if the people you hire are committed, reaching goals is always a big challenge. When a collaborator tells you that they will deliver X task in a certain day, and they don't, what do you do? Do you penalize that person? On the other hand, what happens when they never arrive to the office on time or, in case they work from home, they are not available at the agreed hour? Is this a reason to penalize? How can you assure that collaborators fulfill their obligations within the company. Or is it only a matter of motivation?
More than 65% of new companies fail because they lack funding. In this course, you’ll learn common fundraising mistakes, how to nail an elevator pitch, how to craft a killer pitch deck, where to source investments from, and all about term sheets and convertible notes.

Joe Albano, PhD Using the business of entrepreneurialism to turn ideas into products and products into sustainable businesses.

March 28th, 2016

First you may want to look at your own attitudes about work. I've noticed that your "default mode" seems to be "how do I punish people when they don't do what I want, when I want" - this can quickly breed a culture of malicious compliance which will be difficult to displace. 

Second, what is the nature of your relationship with theses individuals. Are they coworkers, cofounders, contactors, advisors, etc.? Take the time to establish clear expectations and common goals. You mentioned goals and priorities - make sure they are as aligned as possible. Also, spend some time talking about what will happen when expectations are not met, and focus on getting back on track, not fixing fault - it's a concept we call "accountability without blame" in my practice. 

Finally, as a startup recognize that you (probably) have limited and finite resources. I see a lot of advice on FD that boils down to "hire the best people, pay them the best wages, and replace them as soon as they step out of line even a little" -- that advice reminds me of Steve Martin's advice on How to be a Millionaire: "Step 1: Go out and get a million dollars". You may be working with people who have "day jobs" -- for them the priority may be to keep the job that is paying the mortgage ... can you find/afford someone else? if not, how will you work with that? (hint: there is no one-size-fits-all solution) 

Ema Chuku Designer. Product Developer. Founder @ NuPad

March 28th, 2016

Why don't you spend time with this collaborator and discuss why your expectations are not being met rather than focusing on how to punish or penalise one. Hint: you use the word "collaborator".. So learn to collaborate and not control ..
Your attitude needs to change and embrace a startup culture.  If this person is really lacklustre, then replace him/her. Penalising won't solve anything.

Anonymous

March 28th, 2016

 For the startup company, you need to establish the policy and employee handbook; the new hire should get train or orientation. A few training programs can follow the company need, such as job training, staffing training, sexual harassment, safety training and so on. You can add performance review program or incentive program later. VivianVCing Consutling Service.

Eva Sander Crowdsourceress and CEO at Serlavox A.C.

March 28th, 2016

This book might help you: http://www.danpink.com/drive/

AainaA-Ridtz A.R Fondatrice et Rédactrice en Chef | EU +41225180501 | NY +19174754944

March 29th, 2016

Bonjour Ignacio

I think even if you're coming from the prison perspective, punishment is not the ideal treatment to convalesce a tribe, or a wrong-doer. But that's beside the point.

In a startup, especially so in a collaborative startup, the idea of "punishing" adults (or children) for not delivering a certain project on time is uncalled for. What do you understand by collaboration? Working towards a common/mutual goal for the benefit of all? 

There's no such idealogy of control in a collaboration, yes, there are responsibilities, but not in the way you might 'perceive' as a pre-requisite for dealing with humans. You control robots, not humans. 

The C-suite or person who is in charge of the timeline, and the product ought be responsible for the 'failure' to produce. Its best to discuss with the product manager and work out a way to fine tune his or her timetable. Do not forget to advise him on the contigency time-span for such a product to roll off the conveyor belt, if such a case ensue.

Each person in a professional collaboration has his. or her responsibility to assume to. 

Chaim Sajnovsky owner at b7dev.com

March 28th, 2016

You will always have to deal with people. And people have issues. Period. Have you heard about HR divisions? they exists in order to deal with people issues. Instead of thinking in punishing (I guess you need to pushing someone by now) I'd go for motivating the people to give his best. This is not as simple as it sounds to be honest. But, the ideal situation is when you hire people you know they work reasonably ok. Money cannot buy love . Working with the right people and  making work interesting can buy at least peace of mind..

Theresa Marcroft Marketing Strategist / CMO / Interim VP Marketing

March 28th, 2016

Hello Ignacio, two suggestions to successfully meet your company's short term needs:
1. You don't want someone looking for a career if your need is short term, or someone looking for project work if your need is long term.  Rather than hiring numerous employees, you might first divide the work up that way; short and long term needs so you can fill appropriately.   Hire employees & contractors who have the expertise and reputation for delivering great results in that scenario.  (For example, my business is interim vp marketing work and that's what my CEO's get).
2. You can tie compensation to work-product milestones.
Divide up the job in project modules and pay per module completed.  For contactors, that's the pay arrangement. For employees, it could be a generous bonus structure. Esp for contractors, you should not have to worry about where they are working (remote or on site) or what hours they are working but you surely should expect them to show up on time for meetings. That said, focus on getting agreement on the tasks at hand, be sure your collaborator understands exactly what s/he's signing up for, and then standby to answer questions and remove obstacles, and they should be able to deliver.
Theresa Marcroft
www.Market-Savvy.com/

Nevine Gulamhusein Consultant, HR Resource Management Support at The World Bank

March 28th, 2016

Hi Ignacio, By punishing the task incumbent will not achieve very much especially if you are trying to realize results. However, if you would have kept abreast of the activities leading to the completion of that task, any issues woulkd have been addressed and the task completed as required. I do agree with Jo Albano, your attitude and approach needs to change - these employees are your partners in all sincerity and they need to be respected equally for their contribution. All of you form the team that drives the project at hand but you as the lead has to take the responsibility of any let down. Sorry to burst your bubble. All the very best, Nevine Gulamhusein-Rahemtulla, M.B.A, PhD

Elese MSP ✭Project Specialist✭ Project and Program Management Expert | Developing the People Side of Projects to Get Results

March 30th, 2016

The only thing I'd like to add to Joe's spot-on comments are that expectations are one side of the equation... you will want to create very clear agreements based on those expectations. This can mean taking more time in a conversation, not rushing your message, being patient, and checking understanding and agreement. Have the person repeat back your agreement if you are unsure it's been heard. However,
  • Keep an open mind and stance as you communicate
  • Get curious rather than judgemental
A closed mind will be felt by the other person so you may have some work to do to be more effective in managing people. Maybe read "Time To Think" by Nancy Kline or check out some of the large body of work by Steve Chandler who wrote "101 Ways to Motivate People" and many other books. Even "The 1-Minute Manager" might be a good start.

Starting a company and managing people to bring out the best in them are different activities. It's very common for a founder to need to acquire some skills in this area. If you end up working through this on your own, try modeling on how you would like to be treated or how you'd like to be rewarded for a good job. If you've had good role models, you may need to step back just a bit and take time to reflect on why those people you admire were successful in motivating you.

While standing in someone else's shoes can be helpful, ultimately you may need to take a bit of time to study performance and people management and just get better at it. If your skills are elsewhere, and the business needs you, or you just don't have the time for this, hire someone who's good at it to run this part of your business.

Rob G

March 28th, 2016

leadership is not easy, OK, it's really, really hard.  And it's something you are not likely to learn in school (unless you play team sports).  It's not something you learn over night and it's one of those muscles best built on someone else's dime.  I realize you can't turn back the clock, but leading a team is one of those skills that takes time, advice, trial and error.  Finding a good boss who can emulate good leadership is also hard.  When you find one, pay attention.  Getting this experience while working at an established company is always cheaper.  Since that doesn't appear to be an option now, i'd recommend first finding a mentor or a cofounder who has experience and success managing the type of people (developers, sales people, marketers, etc.) you have currently on your team so you have a second opinion.  You are not likely to change your own natural 'style' so look for a mentor/cofounder/coach with a compatible style.  I happen to think that coaches of amateur sports are often in a similar spot to startup founders - the team members are there for reasons other than money.  They can't help you with tools to manage developers, but they can help teach you how to pull a bunch of individuals together for a common goal.  The next thing i would do (best done in the interview/dating stage),  is find out what motivates each team member.  People are different so don't assume that one approach fits all.  Also understand that culture can have a significant impact if you have people from different countries/cultures on your team.  Get to know them, talk to former colleagues, talk to their spouses, friends, siblings, etc.   Lead from the front so everyone can 'see' you: set the example, set clear expectations and follow through on your own commitments, be organized, be direct, empathize, understand the other pressures and obligations they have outside of work... and the list goes on.  Learning when and how to reward and punish just takes time and varies from person to person.  Oh, and if you don't have kids, talk to your parents and grandparents about how they motivated you... you might learn a few things about yourself.