Recruitment in Startups

Recruitment Process in Startups

Startups have to be very keen when recruiting their employees since their performance will determine how far the organization will go. A business may be promising, but the introduction of unqualified staff can be its downfall. The following is the process used by startups when recruiting their staff.


The shareholders in the new business need to set up a strategy to follow. The new business should focus on gaining a competitive advantage. Prioritizing and setting up the standards that they require their staff to have is important. Senior management, therefore, should recruit new staff by the priorities set (Honig & Hopp, 2016 p. 74). Setting the priorities right enables the management to save unnecessary costs such as hiring agencies to find employees on behalf of the new business set up (Münstermann, Eckhardt & Weitzel, 2010 p. 49).

Formulation of a Framework

According to McKenzie (2017 p. 2271), startups may experience fast growth which may make it overwhelmed and overlook recruitment processes. Positions may be opened up without careful consideration which can result in over hiring. To avoid this problem, a startup should formulate a framework that focuses on the job to be done. The framework helps in defining the work to be performed by the new employees, skills, and values desired and testing skill at the interview. Clarity is therefore enhanced in the organization and costs associated with unnecessary hiring are reduced (Honig & Hopp, 2016 p. 74).

Bias Reduction

Startups should adopt methods that are fair during recruitment. There should, therefore, be a reduction of bias which makes the recruitment process fair and just. Fairness can be defined by the careful selection of words and inclusion of people of all gender, people with disability and race (Honig & Hopp, 2016 p. 74).

Evaluation of the Candidate’s Skills and Experience

A startup should take on the best employees to enhance continuous success. It is important that the startup does a thorough interview with the candidate to ensure it does not suffer losses in the future (Honig & Hopp, 2016 p. 77).

How Startups Get Qualified Employees

According to Russell and Brannan (2016 p. 118) Getting the right employees in a startup may be hard because many people view a startup as low paying. Most of the educated people stick to the mature organizations thus giving the cold shoulder to startups. However, there are others who prefer startups since they may be opportunities for career development. When interviewing the potential employees for the startup, careful consideration has to be made which include:

Determining the Level of Tolerance in a Potential Employee

The level of failure in a startup is high depending on the industry invested in (Kasabov, 2015, p. 741). When recruiting employees, there is a high need to assess the ability of a person to endure hardship. Some employees might not be able to tolerate the downfall of an organization and fear to lose their salaries in case the organization fails. Therefore, it is important that tolerance is considered as the strength of a potential employee (Russell & Brannan, 2016 p 118).

Assessment of the Strengths of a Potential Employee 

When selecting an employee, it is important to consider their strengths. People are talented differently, and the level of performance is also different from another person (Kasabov, 2015, p. 742). During an interview, all the strengths of each potential employee should be noted down for further review. A startup needs the best of employees so that maximum performance can be achieved (Russell & Brannan, 2016 p 118).

Assessment of the Weakness of the Potential Employee

It is important that a question on the weakness of an employee be determined during an interview. An answer given by the potential employee may determine whether he or she is a good fit. Knowledge of this information in startups helps in filling in the gaps. One potential employee can have a weakness that can be complemented by another’s strength. The management is hence able to decide which of the employees it should hire (Russell & Brannan, 2016, p. 118).

Evaluating the Potential of Employee

Startups at times go through dynamism and increase in size rapidly. One of the major issues facing the startups is the difficulty experienced by the initial workers when the change erupts. Another issue facing startups is the ability to perform to attain achievement and flourish in the industry (Kasabov, 2015 p 742). Startups require individuals who can visualize and have the ability to develop. To capture the capabilities of an individual, one should not only pay attention to performance on the former job but also how he or she performs outside the work premises (Russell & Brannan, 2016 p 118).

Carrying out recruitment and selection for the startup is amusing as it shows development and growth of the business (Münstermann et al., 2010 p. 48). Candidates whose course of action is candid, suits with the business customs, knowledgeable, skilled and innovative, then they deserve to work in the business. When recruiting the candidates, critical compliance with employment regulations and provisions should be adhered to avoid suits.

The recruitment process by a startup is challenging since it is a high-risk business (Kasabov, 2015 p. 741). Careful measures need to be taken to ensure the selected employees are viable and will not fail the new venture. Selection of employees is based on experience, knowledge and skills, confidence and presentation during the interview.


Honig, B., & Hopp, C. (2016). New venture planning and lean start-up activities: A longitudinal empirical study of entrepreneurial success, founder preferences, and venture context. In Models of start-up thinking and action: Theoretical, empirical and pedagogical approaches (pp. 75-108). Emerald Group Publishing Limited.

Kasabov, E. (2015). Start‐Up Difficulties in Early‐Stage Peripheral Clusters: The Case of IT in an Emerging Economy. Entrepreneurship Theory and Practice, 39(4), 727-761.

McKenzie, D. (2017). Identifying and spurring high-growth entrepreneurship: experimental evidence from a business plan competition. American Economic Review, 107(8), 2278-2307.

Münstermann, B., Eckhardt, A., & Weitzel, T. (2010). The performance impact of business process standardization: An empirical evaluation of the recruitment process. Business Process Management Journal, 16(1), 29-56.

Russell, S., & Brannan, M. J. (2016). “Getting the Right People on the Bus”: Recruitment, selection, and integration for the branded organization. European Management Journal, 34(2), 114-124.



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