At Enjay IT Solutions Ltd., we have a policy that when we hire freshers, they start at 20K per month and rise to 50K per month in 18 months. We ask them to leave if we cannot take them to 50K.
The most frequent question people often ask is how we do that. Well, there are multiple steps and stages to it.
This process is working for Enjay for our current size. When we grow, this might evolve. Your company might need a modified version.
OneDotFive Program in a summary
- Hiring the right people after the proper process.
- Regular/continuous (peer) review system.
- 4 increments during the period
- People can rise to 50K, even before 18 months.
But why do we need this?
- We work in the rural area. Many believe that big opportunities (and salaries) are only in Big cities. We had to break that.
- If we have a lucrative roadmap for team members, the chances of Good candidates staying with Enjay will improve.
- In any business, the team and its culture are equally important apart from the business model.
Before discussing these four steps, let us discuss the mistakes we used to make.
- We needed more candidates for jobs.
- The hiring process was not proper.
- The review mechanism was not proper.
- Initial Increments were slower.
We don’t hire for posts; instead, we hire for the role and tasks at hand.
Designing proper Hiring Process
- The first step was to get enough candidates to choose from. For that, we run a CSR activity called “skillXperience“, where we do many activities to connect with local colleges and institutions.
- Our Hiring process involves activity/task-based interviews. For programmers, it’s simple: we give them small assignments and projects; for Business analysts and the Sales/marketing team, we ask them to complete our CRM course. Then, we evaluate them on those parameters.
- On average, we hire one person after interviewing 10-20 candidates.
- The HR team does initial hygiene, but after that, our department-wise seniors do the interviews and the entire process.
- A few other team members also meet the new candidate to decide whether the new person will fit their team.
We value attitude more than skills because we can teach skills; changing attitudes can take time and effort.
Designing a roadmap for every individual role
- We have a detailed road map for training and responsibilities for every role.
- Every new person who joins the team is assigned to a senior “Buddy” or a team leader, who takes care of everything for that person.
- We have a plan for every three months.
- Most importantly, in the first 15 days, if the person does not fit the team, we show them what they need to change or ask them to leave.
Review Process that works
- Instead of a formal periodic review process. Review is done continuously.
- Team leaders of respective teams are responsible for the increments and review mechanism.
- They also have the authority to warn or fire non-performing team members.
- At the same time, they are responsible for the growth of their team members. They continuously guide and help the new members.
Four increments to 50K
- It’s not the case that after 18 months, one fine day, we announce whether they are getting a salary of 50K or being fired.
- There are four increment stages.
- Its a stage wise journey and not a surprise jackpot.
50K before 18 months
- It is unnecessary that the candidate must wait 18 months to reach 50K.
- Many team members reached 50K in 11 or even nine months.
Answering frequently asked questions:
- What if we increase the salary to 50K and team members do not work with dedication? If someone does well for 18 months and has seen the results, why would they not want to continue it?
- We have senior team members who should be performing, but we cannot fire them. It’s a topic for another article and a long one. Let me know in a comment if you want me to write that.
- If you have any other questions, please comment on them.
