From Zero to (S)hero: How to shine as a solo HR Manager in a startup?

Iris, tell us a bit about yourself, about your journey so far and your current mission!

Hi, I am Iris, 42 years old, living in Berlin with my husband and my dog. I am originally from Bavaria and studied pedagogics in Augsburg. I’ve spent over 15 years building and developing international HR teams in fast-growing startups as well as in corporations. I quickly realized that my passion lies in the dynamic, fast-paced world of startups, where HR often starts as a one-person show, but the impact can be massive.

Throughout my career, I’ve worn multiple HR hats - from recruiting and employer branding to leadership development, compensation strategies, and navigating the most complex people challenges. I’ve experienced firsthand what it’s like to be the only HR person in the room, expected to figure everything out on my own. I know the struggles, the overwhelm, but also the incredible opportunities that come with this role.

Looking back I could have done with the support of a sparring partner, mentor or at least some training, but the budget and the time was limited and startups just began to flourish with only little sources to learn from.

That’s why my current mission is to empower new and solo HR professionals in startups - helping them move from uncertainty to confidence. With my training session “From Zero to (S)hero: A Startup HR Manager’s Playbook,” I want to provide them with practical tools, mindset, strategies and coaching they need to build strong, people-centered HR practices that truly support the business.

HR in startups isn’t just about following best practices - it’s about adapting, innovating, and making things work with limited resources. My goal as Coach, Trainer and Mentor is to help HR professionals navigate this world with clarity, impact, and confidence so they can become true enablers of business success.

One of the most controversial questions for HR professionals around the globe: what is the difference between “HR” and “People”?

This is a great question, and one that sparks a lot of debate, also in my teams! In many ways, “HR” and “People” are two sides of the same coin, but they reflect different mindsets and approaches.

Traditionally, HR (Human Resources) has been seen as a more process-driven, compliance-focused function, ensuring that policies, labor laws, payroll, and operational structures are in place. It’s about managing the resources a company needs - hence the name. In many companies, HR has historically been reactive rather than proactive, often focused on minimizing risks rather than enabling growth.

On the other hand, the “People” function, as you read this wording more and more in the startup environment, represents a more holistic, strategic, and employee-centric approach. It emphasizes culture, engagement, leadership development, and employee experience rather than just policies and processes. The term “People” signals a shift from seeing employees as resources to seeing them as the heart of the business - fostering an environment where they can grow, thrive, and contribute meaningfully to company success.

That said, it’s not about picking one over the other. Great HR functions blend both aspects - balancing compliance and strategy, efficiency and empathy.

Especially in startups, where HR teams are small or even a one-person function, you need to wear both hats: Be a solid HR professional who ensures structure, fairness, and compliance AND be a People leader who champions growth, engagement, and culture.

Ultimately, it’s not about the title—it’s about the impact. Whether you call it HR, People & Culture, or Talent & Growth, the key is to build a function that supports both the business and its people in a meaningful way.

How do you see the HR function have been evolving in the last 10 years in startups?   

Over the last decade, the HR function in startups has undergone a massive transformation - shifting from an operational necessity to a strategic enabler of growth. While early-stage startups once saw HR as a “nice-to-have” or a purely administrative function, today, it’s recognized as critical to scaling a company successfully.

10 years ago, many startups hired their first HR person primarily for payroll, contracts, and compliance. HR was often reactive, brought in only when things went wrong. Today, HR (or “People & Culture”) is expected to be proactive and a strategic partner, with often even a seat on the management table.

Modern HR functions have become more and more data-driven, using people analytics to track engagement, performance, and retention. Startups now expect HR to provide insights rather than just processes - helping leadership teams and management make informed decisions based on talent data.

Also, in the war for talent in the big startup world, companies now understand that culture isn’t just a buzzword - it’s a key factor to retain talent and for long-term success. In recent years, we’ve seen a shift toward intentional culture-building, psychological safety, and employee well-being. Flexible work, mental health support, and meaningful engagement strategies have become non-negotiables key initiatives for attracting and keeping top talent, driven by HR.

So you can see: HR in startups is no longer just about keeping the company legally compliant or filling roles—it’s about driving business success through people. 

What have been the biggest challenges for you as a HR leader in startups? 

Working in HR for startups is an incredibly rewarding but also demanding experience. Unlike in larger corporations, where HR functions are well-defined and resourced, startup HR is often expected to figure things out as you go. 

One of the biggest challenges is balancing long-term strategy with immediate needs. Whilst it is tempting to operate in constant “firefighting mode”, dealing with hiring pressures, retention issues, or leadership conflicts - while struggling to find time to set up scalable, long-term HR frameworks. I’ve learned that the key is to prioritize and implement simple but effective processes that support the business without slowing it down.

Such challenges are exactly why I created my training “From Zero to (S)hero: A Startup HR Manager’s Playbook.” I’ve lived through the struggles of being the only HR person, juggling multiple priorities, and building HR from scratch. My goal is to help other HR professionals navigate these challenges with clarity, confidence, and the right tools - so they can truly thrive in their role.  

What are the core skills and traits that one needs to have to be able to master the challenges in a startup?  

Succeeding in HR at a startup requires a unique blend of skills, mindset, and adaptability. Unlike in larger companies, where HR roles are more specialized, startup HR professionals need to wear multiple hats - from recruiter to culture builder, leadership coach, and crisis manager.

HR in startups isn’t just about policies and processes - it’s about understanding the business model, growth strategy, and key challenges and making data driven decisions. You need to align HR efforts with business goals, ensuring that people strategies drive company success rather than just supporting it.

We also know that Startups change fast. One day, you’re working on employer branding; the next, you’re handling a leadership conflict. The ability to pivot, reprioritize, and embrace change is crucial. You need to be comfortable with uncertainty and think on your feet.

Another challenge is limited budgets, tools, and HR support - meaning you need to be creative in finding solutions. Whether it’s launching a low-cost learning program or designing a lean onboarding process, the ability to make things work with what you have is a superpower.

That also leads to another necessary skill set: you need to be a strong communicator and influencer of founders, managers and employees - often without formal authority.

Last but not least, look at yourself. Let’s be honest: HR in startups can be overwhelming. There’s no established roadmap, and you’re often building things as you go. Staying resilient, setting boundaries, and managing your own energy are critical to stay healthy while making a real impact.

As a solo HR manager you might find yourself sometimes in situations where you don´t know the answer or a solution. What are your strategies to master such situations?      

Being the only HR person in a startup means you’ll inevitably face situations where you don’t have an immediate answer. And that’s okay! HR in startups is rarely about having all the answers - it’s about knowing how to find them, who to ask, and how to navigate uncertainty.

Some advice, that might help you navigating through:

Shift from “knowing” to “figuring it out”: startups are full of firsts - your first termination, your first compensation review, your first scaling challenge. Instead of feeling pressured to have an answer right away, I focus on asking the right questions:

• What’s the core issue here?

• Who has faced this before?

• What risks and trade-offs should we consider?

A mindset of curiosity and problem-solving is much more valuable than trying to know everything upfront. ;) 

Leverage networks & communities: no solo HR manager should operate in isolation. I highly recommend getting your foot into HR networks, communities, and getting in touch with mentors to get insights from others who’ve been in similar situations. There’s always someone who has dealt with a similar challenge before - reaching out can save you a lot of time, stress, and frustration.

Build your own playbook over time: every challenge is a learning opportunity. Instead of reinventing the wheel each time, document:

• What worked & what didn’t

• Resources & contacts you used

• Key takeaways for the future

Over time, this becomes your own  HR playbook - making it easier to handle similar situations in the future and scale HR practices as your company grows.

We see a lot of scenarios where the startup's “first recruiter”, becomes also it´s “first HR manager”. What do you think of such a scenario?

This is a very common scenario in startups, and while it can be a great opportunity for growth, it also comes with significant challenges. Hiring is often the first pain point startups face, so they naturally start by bringing in a recruiter. But as the company scales, the need for HR beyond hiring - culture, leadership development, performance management, and compliance - becomes unavoidable.

This transition can work well, but it’s important to acknowledge the skill gap and actively work on bridging it. Without the right support, first recruiters-turned-HR managers often feel overwhelmed, stretched too thin, and struggle to scale HR beyond hiring.

Being a great recruiter doesn’t automatically make you a great HR leader - but with the right mindset and guidance, you can absolutely grow into one.

What are the top 3 things to keep in mind before stepping into the role of a solo HR manager in a startup? 

Stepping into the first HR role in a startup is an exciting but challenging journey. Unlike in larger companies, there’s no established structure - you’re often building HR from scratch, wearing multiple hats, and proving the value of HR to leadership. 

Before saying yes to becoming a solo HR manager in a startup, take a step back and reflect: Is this the right role for me?

• Am I comfortable with uncertainty and building things from scratch?

• Do I thrive in fast-paced environments where priorities shift constantly?

• Am I okay with having little to no HR structure, tools, or resources at first?

Many first-time startup HR managers - including myself - weren’t fully prepared for how intense and overwhelming this role can be. You might feel isolated, stretched too thin, or even question your own expertise. Being honest with yourself upfront can help you prepare mentally and emotionally.

If you enjoy structure, clear processes, and HR specialization, a corporate HR role might be a better fit. But if you love problem-solving, being a business partner, and creating HR from the ground up, this can be an incredibly rewarding and high-impact career move for you.

What would you advise the solo HR managers in startups who are just starting their journeys? 

First of all, congratulations! Stepping into a solo HR role in a startup is a great step. You’re about to embark on a challenging but highly rewarding journey - one where you’ll have a real impact on shaping people, culture, and the business itself.

But let’s be honest: It’s also going to be tough. You’ll feel overwhelmed at times, you’ll question yourself, and you might feel like you’re building the plane while flying it. That’s normal. 

First of all: prioritize ruthlessly! You can’t fix everything at once. Everything will feel urgent - hiring, onboarding, culture, compliance. Focus on what drives business success now (often hiring & retention). Start small, scale as you go.

Also build relationships and speak business: HR isn’t just about policies—it’s about people and business. Get buy-in from founders, managers, and employees. Show how HR drives growth, not just admin work.

And a final thought: you are more than “HR”. As I said earlier: you’re a key driver of company success. Some days will be overwhelming, but you’re building something meaningful.