Human Resources

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We'd like to learn a bit about how you might approach this job. Please go through and answer the below scenario questions...
Question 1: 
The company is in an urgent need for a crucial role and a meeting is gathered with the founders and the concerned team members which includes you as a Human Resources Generalist. Few suggestions were arrived at the meeting on how crucial the role is, yet how rare the talent is to figure out, especially since the given role is very unique and even if we found a resource it would incur a heavy investment in getting them aligned to the organization. It has been decided that the team shall start an active lookout for the role and a referral fee will be announced to fill the role. Simultaneously, you are aware of a colleague at the company who may be interested in a similar role. You would 


Inform the colleague about the role and the seriousness with which its being sought and ask to apply. This saves the company a lot of effort.


Inform the team about the interactions you have had with this colleague. As they are already part of the organization, they can align much faster.


Inform the team about the colleague and inform the colleague about the opening, so that both are better prepared to meet each other’s requirement.


Based on the context, I’d leave it to the team’s discretion and not involve myself unless and until, I’m explicitly asked by the team to recommend.

Answer 1.1:
Answer 1.2:

Question 2: 
For a healthy and functional organization, you would recommend…


A standardized salary structure where contribution levels and the corresponding compensations are pre-defined; where employees are paid as per contribution levels ascertained by managers; and the contribution levels and thereby the compensations of all employees is visible and transparent to the entire organization


Contributions and value creation varies dynamically and significantly between departments, roles and evolves as the company evolves. Therefore, bucketing employees in fixed compensation structures is both ineffective as well as unfair. Compensations must be dynamically adjusted by management in real-time as per employee performance. Making such compensation adjustments visible to entire organization not only inspires trust and transparency, but also serves to establish performance culture.


While value creation by employees is dynamic and therefore compensation needs to be adjusted in real-time, the factors affecting compensation are multi-pronged and too complex for every member of the organization to completely understand and relate to. Without full context, transparent disclosure of everyone’s compensation to everyone in the organization only leads to misunderstanding and mistrust. Compensations must be kept confidential except within HR and reporting managers and the same must be inculcated as cultural through constant explanation and reasoning.

Answer 2.1:
Answer 2.2:

Question 3: 
According to you, who all among the following in the company should have unrestricted access to the company’s salary register. Elaborate your choices with reasoning. In case you feel some of these must not have access, explain why.

a. All employees in HR department  

b. Those in the HR department responsible for payroll and compliance 

c. Only Head of HR 

d. Founders 

e. Executive Assistants to the Founders 

f. C-Suite Executives 

g. Finance & Accounting  

h. Legal Counsel for the Company 

i . Legal Counsel responsible for Labor Law Compliance 

j . Head of Operations

Answer 3.1:

And finally, the deal makers / breakers ☻....