For instance, the second survey gave an insight about work recognition. Employees felt their managers have not been noticing the work they do. The company introduced a policy that enables anyone can give feedback to anyone. Employees now receive badges such as ‘thank you’, ‘star of the month’, ‘value champion’, among others. What’s more, these badges or points can be converted into cash.

The company’s ESOP policy is not restricted to the top management. “Start-ups generally offer ESOPs to 10-20 employees who form the core leadership team. However, we are widely spread with more than 100 employees having it among the 1,000-odd workforce. This promotes entrepreneurial culture where employees know that their success will reflect in the company’s success, and, in turn, they will grow financially,” says Dangi.

The company, however, still lacks the next line of leadership. Identifying this as a gap, Dangi says InCred Finance is working on that aspect.

InCred Finance is facing challenges in talent acquisition in small towns as well. “India does have a lot of people but not many are employment-ready. We find it challenging when we do scale hiring across the country,” he adds.

Valued at ₹7,000 crore, the company is on track to go public in the next 24-30 months. It has its task cut out. It wants to grow its employee strength by 500% in the next five years. How it balances the availability of talent and meritocracy is something to watch out for.