Questions like ‘What’, ‘Where’, ‘When’, ‘How’ and ‘Who’ arise while starting any venture. What is the idea? Where shall the idea be implemented? What is the right time for implementation? How will the project be implemented? Who will implement it? Yet, even before answering these questions, one should seek the answer to the ‘Who’ question. That’s where the importance of human resource becomes pertinent. Management is the art of getting things done through ‘others’—a combination of individuals, or ‘Who’s. They must be the  building blocks to insure that you form the right team for the overall achievement of your objectives.

Every human being is different. Each person has his or her likes and dislikes, his or her interest areas. The best part of contemporary education is that the students are taught to work on their strengths rather than to eliminate weaknesses, as was the norm earlier. Best education institutes understand the ‘interest profile’ of individuals and teach students accordingly. Education systems have changed rapidly and so has the student’s maturity level and exposure. Right from an early age, students are exposed to the world of internet, television, contemporary movies and books, as a result of which they mature quickly and they know their likes and dislikes, they know the areas in which they can contribute and the areas in which ‘keeping academic interest’ is enough. It’s amazing how the new generation has been groomed to take the required challenges in this complex world. When these human resources are exposed to relevant working exposure, they become ready to take on bigger challenges.

Right from the start, entrepreneurs need to identify this ever-versatile pool of human resource and learn how to tap into their true potential. For example: A resource who is highly suitable to work in hospitality business maybe completely unsuitable to contribute in manufacturing units.

Although, often, decisions to start business ventures are initiated by a ‘gut feeling’, a thorough ‘business feasibility’ is always recommended. Feasibility analysis includes scanning of political environment, industry analysis, trends, business dynamics, operating cycle analysis, cash flow analysis, pay back period and internal rate of returns among others. It is always better to involve ‘Who’, the most important component, even before the feasibility analysis is conducted. Needless to say, the strength or interest of the human resource, ‘Who’ is going to be involved, must be considered as a major factor. The logic is simple: In case the project is feasible, the same person who is involved from the ‘pre-feasibility phase’ will drive the project and take it forward. By the time, he or she completes the feasibility in the pre-operating phase, he or she would have understood all the major components that are required for efficient delivery of services later on.

The ‘right person in the right place’ is another very important concept. If the selected person has interest or desire to contribute in a particular segment, backed up by his or her relevant education qualification and necessary work experience, then that individual will enjoy the work. This, after all, is the ideal employee who you’d want to take up the mantle of your business.

The ‘Who’ philosophy also ensures that you initiate the handoverof working and decision-making responsibilities to those involved. Challenging the thought-process and taking decisions accordingly have to be the work culture in any venture. If responsibilities are entrusted to a responsible team who enjoy their job, appropriate amount of authority must be delegated and the same person needs to be made accountable for the positive as well as negative results.

In all ventures, there are front-office functions like relationship management, business development, marketing and sales, and also back office functions like operations, finance, audit, IT and so on. Industry wisdom suggests that is very rare for the same person to have both skill sets, ie, front office as well as back office. People should be entrusted with the responsibilities of either front or back office functions according to their ‘core strengths’. This way you not only focus the energies of your organisation, but also those who help you achieve your company’s targets.

Jha is the founder and executive chairman of KFA