HR is the gate keeper for any organization and startup founders face a challenge on various fronts to bootstrap, build products and manage teams. Most of the time have observed founders, not able to trust the staff too soon, and there is a possibility of isolated groups getting formed, sooner then anyone can imagine.
Conflict resolution becomes one of key focuses. How founders can look beyond themselves and actually focus on staff and inspire them to be next gen lead is where the success story lies. Empowerment by just designations really do not serve any purpose, if the resource is not skilled, qualified to take on a particular role. There is a tendency to damage the startup even before investors build confidence on them.
It is important for startups to identify the right resource who can be assigned the HR role, essentially if it is one of the founder, it becomes very important for that founder to stay connected with resources, understand their issues, look at the compliance parameters and build a strong committed team working zealously for organization purpose..
A paying job is absolutely essential, but in competitive environment, retaining right resources also is absolutely essential as during the initial stages at least we need a team to be motivated fully for the cause..
It is absolutely no use, if we have resources spending long hours but not goal focused and are not aligned to mission / vision of company.
Organization Structure can be simple and as much as possible avoid multiple reporting. This will lead to confusions sooner or later. Peer review should be encouraged and it is most important for founder to focus on growth and not get into small issues / conflicts with subordinates as this will damage the founder’s good will as the first client for a founder is always an employee. The art of managing resources need to be learnt and working as team player should also be learnt.