In this comprehensive series I aim to provide early stage startup founders with essential knowledge about hiring.
Throughout this series, I’ll delve into the intricacies of hiring, from navigating legal and compliance issues to mastering the art of onboarding and shaping company culture. I’ll offer advice for efficient onboarding and training, without advanced HRIS tools typically built for later-stage ventures. Additionally, I’ll examine the sourcing process, reviewing key considerations when assessing resumes and applications.
Simple: save startup founders time and hopefully missteps along the way in figuring out the complexity of hiring. I’ll shed light on government red tape so you can steer clear of pitfalls along the way. I’ll also talk about working with external consultants and SaaS tools. Reviewing what you need to know prior to engaging them and how to maximize your output when you do.
This information will be most beneficial for very early stage startup founders and executives, from pre-seed to series A, who have yet to appoint HR or operational leaders. I will offer insights into what you need to know when working alone or with a co-founder. How to establish simple processes to ensure legal and financial compliance without spending excessive time on administrative tasks and unnecessary tools. Enabling you to focus more on product development.
Stay tuned for some real talk and practical advice on hiring when you’re just starting out.
As you may have read in my About This Blog post, I spent over a decade working in Silicon Valley with startup founders and executives. During that time, I gained insights into the recruiting and onboarding process – as an employee and as a leader. You could say I’ve seen it all – from “here’s your desk, solve world hunger” to meticulously planned 30 day programs.
I’ve learned where businesses excel or falter at onboarding. This critical phase can either be the start of a beautiful friendship or a disastrous blind date. Spoiler alert: if your onboarding process runs like an episode of Survivor…well, you get the picture.
In my last role as Head of Operations for a YC-backed seed stage venture, I managed a fully distributed workforce. While I had some awareness of regulatory hurdles from previous roles, moving through the process myself proved surprisingly complex.
For guidance, I engaged HR, accounting, and legal consultants with significant domain expertise. They conducted audits, identified compliance gaps, and offered services to navigate government red tape. However, I was surprised to find little client education or guidance on what these processes involved.
I realized that unless I specifically asked about certain legalities or processes, I would not have known about them or understood their importance. This is not a criticism of consultants, as I am one myself. However, it highlights the importance of self-education and knowing precisely what services you require. These insights are the driving force behind this series of posts.
As we explore these topics together, my goal is to equip startup founders with the knowledge you need to build your hiring and onboarding strategies as your business grows and secures funding. We’ll deep dive into topics that will help you navigate the labyrinth of hiring. Helping you decide when to keep things in-house or call in the cavalry, and how to get the most out of your consultant interactions.
Without further ado, let’s dive in.
Brenna is a former Silicon Valley operations leader turned startup whisperer, using her own battle scars and tales of victory to guide others through the land of unicorns and disruptors.
