Startup Staffing Grid Means of Specifying Skills, Timing and How to Hire for Each Function
Startup Staffing Grid: Working out what skills and experience are needed to run your business may seem pretty obvious. However, it’s worth taking time to figure out what they are and when you’ll need them. Some abilities will be needed right away. Some you’ll need full-time, others you can sub-contract or outsource, as and when needed.
You can identify what’s needed, when and how you’ll meet the need early on and then you will not be tearing your hair out later wondering how to deal with the problem later. Here is a startup staffing grid, though of course, you’ll need to adapt it to your special circumstance.
The general rule that should be applied is not to hire unless absolutely essential. Any action that avoids adding to overhead and committment at the beginning is basically good. There are many examples of venture funded startups where an excess of liquidity has turned out to be a disadvantage!
Startup Staffing Grid (example)
If you do absolutely have to hire people, make sure that you have a flat organization. Happily a flat organization is almost synonymous with starting your own business. Don’t build hierarchies or so-called ‘stovepipe’ structures. Make sure you hire people that are highly motivated, share the vision and have personal traits that you respect.
The incentives you offer don’t always need to be financial, but make sure that people are going to commit and give them a real reason to be there. When you are hiring, avoid denigrating yourself. You are starting the business, after all. I made the mistake of thinking since I was not a trained sales person, and that I should get in professionals.
The choice of partners and colleagues is fraught with risk. Don’t therefore make decisions that you may regret later and ensure that the conditions you offer people are really clear. If you are going into partnership or taking on senior management, be prepared to spend a lot of time working out whether your values are really shared; how you are going to divide responsibilities; what will be the share of ownership or income; who will measure success and by what yardsticks. This may sound harsh at a point when you are full of get-up-and-go, but I learned from bitter experience that it’s better done before you start.
Make sure you value the talent of your people. Remember that those who may be paid the least may have a high impact on your success. Don’t confuse the impact with the cost of people. Someone who answers the phone can make or break you.
Avoid huge salary disparities. In 2015 US CEOs earned 335 times the pay of the average worker. Avoid such a ratio. It is both bad for the company and its culture and bad for the economy.