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i've started a company in view that i'd make the develop few apps , since i had a buyer ready , i had no reason to worry , but a mistake made was , i had appointed 180 freshers , and to manage them , just 2 friends of mine , they were divided into shifts , and i had to manage the business end , the technical end failed and couldn't develop anything , although i clearly said (unfortunately a verbal communication) that salary can bee given only if apps were made ,
company was open from aug to sep , whereas it got closed because of issues with the employees and the premises , although i wish to pay salaries for one month , i won't be able to afford salaries for october and november , which no work happened ,
any suggestions would be great for me at this moment ,


While empathizing with your situation, it would also be important to bear in mind that 'to err is human'.

I wouldn't really agree with your usage of the word 'failed'. Edison 'failed' 99 times before he invented the Electric Bulb.

And like the saying goes: When you make a mistake, First 'realize' it, then 'correct' it, to the best extent you can, then 'learn' from it. Then it's no more a mistake--it's EXPERIENCE.

Looking @ your situation, you already have crossed the First step.

First of all, pl do some analysis of WHY nothing was developed--while you do this exercise, pl don't rule-out anything/anyone--INCLUDING YOUR miscalculation(s) of the situation.

Going by what you mentioned, I see a few aspects where you seem to have gone wrong initially [I won't use the word 'fail'].

1] You hired 180 guys [freshers or not ISN'T the point here]. How many apps did you begin to work on in-parallel? MAYBE, you tried to bit off more than you can chew--given that you just started on your own? Give it a thought.

2] Hiring friends, per se, IS NOT wrong--it all depends on whether they are cut-out for the job you wanted them to do. If not, then looks like you thought thru your 'heart' than thru your 'head'. While there are advantages of hiring friends, there could also be downsides too in such hiring.

Coming to how to handle the situation, pl confirm if you STILL HAVE THE BUYER active or not. If yes, then your job is a lot more easier. If no, then things would have to be handled in a different way.

Pl let the Forum know ASAP.



I still have the buyer , while i managed a team of 300+ , i was busy in handling the problems created by my friends rather than concentrating on development , 50% of the hired staff were undergoing training , the other 90 were developing 10 apps , not even one went in the way that i wanted to ,

as an example: i wanted to make a calendar app with specific features , these friends of mine made the employees to remove those features and added these fatures : 1)send sms to someone from calendar 2)send an email to someone from the calendar (both maually)

which i couldn't see any purpose , it was inexperience and mis-communication ,

now i fall short of money (have few payments peending) and i've not paid salaries for one month ,

people create a mess in the office and i had to vacate , it's been one month that the office's closed .

i have few questions :

1)do i still need to pay salary for the time they didn't work ?

2)can i remove all the people who created an issue and few more who're not good and ask them to collect their salaries after a month .

i've spent a lot of money in training them , but i want to be out of the issue so that i can start work back .


Since you still have the client with you, I would suggest to following steps--to get back into action ASAP. BUT, I suggest look @ the feasibility/practicality angles from YOUR end before you implement any of these.

First, to answer your queries:

1)do i still need to pay salary for the time they didn't work?

If any employee is still on the company rolls, then obviously you need to pay them the agreed-upon salary. If the employee doesn't work, then it becomes a disciplinary issue, BUT if there's no work for him/her, then he/she isn't to be blamed.

2)can i remove all the people who created an issue and few more who're not good and ask them to collect their salaries after a month?

You can remove them--BUT...a BIG ensure that you DON'T use the problem any of them created as the reason for removing them. You will be giving scope for arguments....and only delay what you want to do, in addition to your attention being diverted when you need to focus on the next steps. Hope you get what I mean.

Since everyone, I guess, knows the current scenario, suggest take that as the reason for removing them with a 'wholehearted' sorry for this action of your's--'wholehearted', because, to a large extent, you too have to take the blame for the current situation. Use the present situation to 'CLEAN-UP' the whole setup before you begin afresh. You may not get such a chance later when things begin to stabilize.

Reg they agreeing to take their pending salaries later, it all depends on HOW MUCH THEY TRUST YOU--which depends in-turn on the quality of your relationships with them in the past few months. However, if they insist on getting PDCs, pl take care--give PDCs ONLY if you are absolutely sure of the revenue inflows. If not, tell them why you aren't confident to give PDCs now--but give them a letter that they salary dues will be cleared ASAP--no timeframe, Also, clear all their paperwork--Exp Letters, Relieving Letters, etc. NEVER leave the paperwork pending or half-finished in such situations--COULD boomerang later, if neglected.

Reg you mention of "i've spent a lot of money in training them"--in such situations, it's wise to focus LESS on what we lost & MORE on what we can loose if the same situation is allowed to continue, in whatever mode/direction. So forget about the past & try to clear the current scenario ASAP & get on with the future.

Reg your comments ".....not even one went in the way that i wanted to....", w.r.t. the progress of the projects, frankly, YOU need to take the flake for this. I am not sure of your overall background. But obviously, Project management skills isn't one of your forte--you should have insisted on the preliminary documentation [the features, the coding methodology, etc] in-place BEFORE the actual development began, with the baseline document being 'WHAT THE CLIENT WANTS'. That way, there would have been less of guesswork/deciding-along-the-way/tinkering situations. Needless to mention, the better clarity & detail such documentation has, the lesser chances for such fiascos.

As regards retaining your friends --in whatever capacity--frankly, it's YOUR call.

But suggest keep this as the bottomline: if your decision is to PART, let the parting be amicable [maybe taking the same reasons like with the employees] & if the decision is to CONTINUE with either/both of them, get things like individual roles & responsibilities, including where the friend(s) is/are NOT to interfere, very clearly defined [if needed, in writing] to ensure there are no chances for overlap of responsibilities [and consequent messing-up of the situation or creating new mess-ups].

All the Best.



I would like to discuss with you regarding your situation and possible help out to get the projects done.Please contact me at the earliest
or please send me your contact # to reach you out to fix this issue.

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