Revspot <> HR Generalist Application

Name *

Email *

LinkedIn profile *

Current City *

What’s your current total CTC (fixed + variable + any ESOPs, if applicable)? Now, since this role will also involve designing and managing compensation structures for different functions, here’s a quick test - how would you structure your own compensation if you were taking up this role at Revspot? Be as detailed as possible - split it the way you’d ideally want it: • Fixed (Basic, HRA, Special Allowance) • Variable/Performance-based • Reimbursements (if any) • ESOPs/Equity (and vesting logic if you’d want it included) We’re not judging the number - we’re looking to understand how you think about compensation design and how you’d balance stability, performance, and ownership. *

Have you worked in a startup or early-stage company before? *

Yes - full-time in a startup

No, but I’ve worked in fast-moving teams

No, my experience has mostly been in large organizations

When things change last minute or something breaks, what’s your default reaction? *

I prefer clarity and process before acting

I fix, adapt, and move forward fast

Depends on who’s driving the change

At Revspot, we currently work six days a week. The reason is straightforward - the demand for what we do is far higher than our output today. If we could increase productivity, we could probably grow three times faster. For now, this structure helps us handle the sheer volume of work required across our account management and operations teams, especially since our customers’ revenue moves even on weekends. That said, I’m fully conscious that if five days are executed at high intensity, customers can still be managed well. I’m also aware that for tech and product roles, a six-day setup can make it harder to attract and retain strong talent. Given this, what is your view on how a company like ours should structure its work rhythm? Would you continue six days for now or move to an intense five-day cycle and why? How would you balance high growth with talent attraction, and have you faced or solved a similar situation in the past? If yes, what did you do? *

At Revspot, we’re scaling aggressively, and that means performance conversations aren’t quarterly, they’re weekly. Every person directly impacts growth, and when someone consistently falls behind, the cost to the company is immediate. We’re not talking about lack of intent or personal challenges, sometimes good people simply can’t keep up with the speed that the business demands. In those moments, we make quick calls: reassign key accounts, move ownership, or even let someone go if it’s clear the gap won’t close fast enough. It’s never emotional, it’s what keeps the company alive. As HR, your role isn’t just to execute that decision, but to uphold fairness, clarity, and culture while doing it. How would you handle a situation where a person isn’t a “bad” hire, just not fast or sharp enough for the current phase and the founders decide to make a quick change? How do you communicate it, maintain team morale, and still protect the culture of high performance we stand for? *

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