Talent Acquisition and People Strategy: Insights&Advise

What HR Services Do Startups Actually Need?

🧩 What HR Services Do Startups Actually Need?

When you say “HR,” what do you really mean?

For many startup founders, “HR” is a catch-all for everything they don’t want to deal with — payroll, contracts, job posts, culture… you name it. But lumping it all together leads to chaos, mis-hires, legal risks, and lost momentum.

Let’s clear it up. Here’s what early-stage companies actually need when they say they “need HR” — and how to build it right, without wasting time or headcount.

The $2.3 Million Cost of Getting Startup HR Wrong

The Hidden Cost of HR Confusion:

68% of startups hire their first HR person for the wrong function (Harvard Business Review)
Bad early HR decisions cost startups an average of $2.3M in runway through mis-hires and legal issues (CB Insights)
Companies that build HR functions strategically scale 40% faster than those with ad-hoc approaches (Deloitte)

The Reality:

Most founders think they need "an HR person" when they actually need 3-5 different functions handled by different specialists.

HR Needs by Startup Stage: A Strategic Roadmap

Pre-Seed/Seed (1-10 employees):

Priority 1: Basic compliance and contracts (outsourced)
Priority 2: Founder-led hiring with expert guidance
Budget allocation: 80% compliance, 20% talent acquisition support

Series A (10-25 employees):

Priority 1: Structured talent acquisition process
Priority 2: Basic people operations and onboarding
Priority 3: Culture framework development
Budget allocation: 50% talent acquisition, 30% people ops, 20% compliance

Series B+ (25-75 employees):

Priority 1: Full people operations team
Priority 2: Advanced talent acquisition with specialists
Priority 3: Leadership development and performance management
Budget allocation: 40% people ops, 35% talent acquisition, 25% strategic HR

Scale-up Phase (75-200 employees):

Priority 1: Department-specific HR business partners
Priority 2: Advanced performance management and career development systems
Priority 3: Executive coaching and leadership pipeline development
Priority 4: Workforce planning and succession management
Budget allocation: 45% strategic HR & leadership development, 25% specialized talent acquisition, 20% people operations, 10% compliance

Growth Stage (200+ employees):

Priority 1: Full HR department with specialized functions
Priority 2: Data-driven people analytics and predictive modeling
Priority 3: Global expansion HR strategy and compliance
Priority 4: Organizational design and change management
Budget allocation: 35% strategic HR, 25% talent acquisition, 25% people operations, 15% compliance & legal

How to Choose: Build, Buy, or Partner for Each HR Function

When to Build In-House:

High-volume hiring (5+ hires per month)
Complex people operations needs
Industry-specific compliance requirements
Strong internal HR leadership available

When to Outsource:

Basic compliance and payroll
Specialized recruitment for hard-to-fill roles
Legal and employment law guidance
Benefits administration

When to Use Fractional/Advisory:

Strategic guidance without full-time need
Specialized expertise for specific projects
Bridge solutions while building internal capability
Access to senior-level expertise on startup budget

Red Flags to Avoid:

Hiring "HR generalist" as first HR person
Choosing providers who don't understand startup pace
Outsourcing culture and people operations entirely
Skipping strategic HR input to save costs

Your 90-Day HR Function Implementation Plan

Days 1-30: Foundation Assessment

Audit current HR gaps and legal compliance status
Define immediate hiring needs and talent acquisition strategy
Select compliance and payroll solution
Establish basic employee documentation

Days 31-60: Core Function Setup

Implement talent acquisition process and tools
Create basic onboarding framework
Set up people operations tracking systems
Establish culture foundation and values

Days 61-90: Strategic Enhancement

Launch structured performance management
Implement employee feedback systems
Build leadership development framework
Plan scaling strategy for next growth stage

🚩 The Problem: HR ≠ One Role

Spoiler: Your first HR hire shouldn’t be someone to “do it all.” That person doesn’t exist.

Startups need HR functions, not just titles. And different stages call for different expertise.

Let’s break it down.

🧱 The 5 HR Functions Startups Actually Need

Function	What It Covers	Why It Matters
1. Compliance & Admin	Contracts, payroll, documentation	Keeps you legally safe and reduces founder distractions
2. Talent Acquisition (TA)	Hiring strategy, sourcing, interviews	Bad hires cost you runway. Read: Embedded vs. Agencyexplains why strategy matters
3. Onboarding & Experience	First weeks, role clarity, engagement	Sets the tone. High performers leave if onboarding is sloppy
4. People Ops & Culture	Values, rituals, surveys, team structure	Keeps the org aligned as it grows — not just “vibes”
5. Advisory & Leadership Support	Coaching, mediation, strategic input	Helps founders lead better and prevent team toxicity before it starts

Read: Embedded vs. Agency explains why strategy matters

🧠 What Most Founders Get Wrong

Mistake #1: Hiring an HR generalist too early.

They often come from corporate and lack startup context. You’ll still need to lead.

Mistake #2: Calling it a “Head of People” when it’s really admin + recruiting.

See: Stop Calling It a Head of People When You Need a Talent Manager

Mistake #3: Outsourcing to a payroll provider and thinking “HR is covered.”

You’ve solved compliance. You haven’t solved culture, hiring, or team performance.

🚀 So What Do You Need?

For most startups (5–50 people), this setup works best:

Role/Support	How to Handle It
Admin & Legal	Outsource (e.g. remote HR/payroll provider)
Talent Acquisition	Embedded or fractional partner tied to your growth roadmap
People Ops	In-house or part-time hire once culture complexity grows
Strategic HR Input	Advisory support (e.g. UnitiQ, coaches, specialists)

Read - Embedded or fractional partner tied to your growth roadmap

🏗️ How to Build It Without Overhiring

Step 1: Start with clarity

Know what you’re solving — is it compliance? Is it speed in hiring? Is it retention?

Step 2: Build a fractional stack

Think of HR like a tech stack. Use lean, high-impact resources until you're ready to scale internally.

Step 3: Add context before tools

Don’t just buy an HRIS. Get someone who can tell you what to track, how, and why.

💡 Why This Matters Now

Hiring, retention, and culture are growth levers — not hygiene factors.

Treating HR as a cost center instead of a strategic asset keeps startups small.

The ones that scale treat it like a system that fuels performance, alignment, and speed.

Startup HR Strategy: Expert Answers to Common Questions

When should I hire my first full-time HR person?

Typically at 25-40 employees, depending on hiring velocity and complexity. Before that, fractional specialists and outsourced solutions are more cost-effective and provide better expertise.

What's the difference between People Ops and traditional HR?

People Ops focuses on employee experience, culture, and performance optimization. Traditional HR emphasizes compliance and administration. Startups need both but at different stages.

How do I handle HR for remote teams?

Emphasize strong onboarding, clear communication tools, regular check-ins, and culture-building activities. Remote HR requires more intentional people operations but can be highly effective.

Should I use an HR consultant or hire fractional HR?

Consultants provide project-based expertise; fractional HR offers ongoing strategic support. For most startups, fractional provides better value and business integration.

What HR compliance issues should early-stage startups prioritize?

Employment contracts, data protection (GDPR), workplace safety basics, and clear termination procedures. Focus on preventing the most costly legal risks first.

How do I measure HR function effectiveness?

Track time-to-hire, employee retention rates, onboarding satisfaction, performance review completion, and founder time saved on HR tasks.

🔁 Related Reading

🎯 Final Thought

Founders who treat HR as one role miss the point.

HR isn’t one thing — it’s a set of systems that drive your team’s performance and your company’s longevity.

Don’t wait until it breaks. Build it intentionally, step by step.

👉 Interesting? Let's Talk!

Building HR That Scales: Your Next Steps

HR isn't a cost center - it's a growth multiplier when built strategically.

This Week's Action Items:

Assess which of the 5 HR functions you need most urgently
Calculate the current cost of HR gaps (founder time, legal risk, poor hires)
Research solutions for your highest-priority function
Set budget for HR investments over the next 12 months

Next 30 Days:

Implement basic compliance and legal protection
Define your talent acquisition strategy and process
Start building people operations framework
Establish relationships with fractional HR specialists

The startups that scale successfully don't just hire great people - they build great systems for attracting, developing, and retaining talent.

Ready to build HR functions that fuel growth instead of slowing it down? UnitiQ has helped over 150 European startups implement strategic HR approaches that reduce costs while improving team performance.

About Author

Olga Fedoseeva is an award-winning HR executive and people strategist with over 20 years of international experience across EMEA, the US, and APAC. Currently Chief of Staff at Exponential Science and Founder of UnitiQ, she has personally hired more than 1,000 employees and scaled organizations from 30 to 3,000 staff. Recognized as one of the Top HR Women in EV (2021), Olga has led global HR transformation, talent acquisition, and people operations for startups, scale-ups, and multinational enterprises. Her expertise spans the full HR lifecycle—succession planning, DEI, HR tech integration, workforce planning, and executive coaching—helping businesses align people strategies with growth objectives while fostering inclusive, high-performance cultures.

Olga Fedoseeva

Talent Acquisition Culture Leadership