Triangle Talk: Are startups running off with all the best talent?

Startups, leeches in the job market that take the best talent away from big companies, or the ideal incubators for entrepreneurial minds? Are startups the paradise for everyone with ambition, or not after all, made for everyone? Are big companies completely powerless when their people show entrepreneurial drive, or can they also create opportunities in their own lane? And what can they learn from each other?

At the Hays Triangle Talk table are Joyce Stroeckx, co-founder of Collectief, a provider of soft HR and community building solutions, and Philippe Dullaert, EMEA Finance Director at Hays. Read the key takeaways and most remarkable quotes from this insightful conversation between two professionals from opposite work environments.

Are startups really running off with all the best talent?

Philippe Dullaert doesn't believe so and explains that "everything depends on how you sell your business. You have to know what people are looking for. Some people need structure, while others are more comfortable in an entrepreneurial environment."

Joyce Stroeckx adds that there are many opportunities in a startup. "The downside is that it's not the ideal environment for everyone. Some people need more structure, not every startup has perfectly mapped out career paths. Startups can also be chaotic at times. My colleagues ask me questions sometimes that I still don't have a clear-cut answer to," Joyce said.

"In a startup, you help shape the company and your position"

Dans une entreprise qui existe déjà depuis longtemps, on suit souvent une trajectoire bien In a company that has been around for a long time, you often go through a set and very defined career path. Philippe says that "you know what to expect. The positions in a developing company will also evolve. In large companies, your role will not change much, and you can add a few personal touches here and there. A startup usually still faces problems that a large company has already overcome. "According to Joyce, it depends on the startup: "Some develop faster than others. There's room to shape your job. You also help shape the company, that's the big difference." The reality in a startup is often different from what was advertised in the job posting. Joyce says that "New colleagues question things we haven't thought of ourselves. They take on these things and help shape their role in the company."

Startups often also don't have the resources to hire a dedicated person for every position. "They get very creative with the talents they have. Sales might also do marketing, and the finance person might also take on the legal side," Philippe said. The first people within a brand-new company are often also the foundation of your organization. From experience, Joyce says you "choose these people very wisely because they’ll be working on the future and success of your company." "Working with someone who has a 9-5 mentality and only wants to do what’s in their job description might lead to serious problems," says Philippe.

"Not everyone in a startup has to be an entrepreneur"

There's a need for more diverse profiles, both in startups and large companies. Joyce explains that "our biggest pitfall is that we have a sympathy for people who look like us. Consciously refrain from always choosing the person who looks most like you but look for someone who compliments you." Not everyone in a startup must be an entrepreneur: "you need both leaders and more supportive profiles for the success of your venture," Joyce said.

"Intrapreneurship and job crafting are the building blocks of a well-running business."

Taking initiative within a company, according to Philippe, can also be done with very small things that have a positive impact on the company. He gives the example of Starbucks where an employee decided to write names on the famous coffee cups. "This person wanted to make the process more efficient. People who come up with solutions are very important in any company, big or small." Joyce finds intrapreneurship valuable and encourages job crafting very much, she says, "bosses are being challenged more now than ever before. I intentionally leave certain things to my team so they can fill it in with something they need to grow in their job."

"Disconnect and make time to think creatively."

Just like at Google, employees are given time during work hours to think about new ideas. Philippe thinks this is a clever idea "because it encourages being creative. There are people who want to do their job the same way every day, while others want to come together to brainstorm about how things can be different and better. Especially in companies that have to keep reinventing themselves, it's a good idea." In a startup, you have to find more of a balance because there’s limited staff and every moment of the day has to be put to good use as efficiently as possible."

"Turnover is the biggest cost in a company"

Joyce highlights the benefits of social media for startups: "Thanks to LinkedIn and other social media platforms, people are seeing the potential of entrepreneurship more. There are new startups every day." Philippe adds that "the world is more open. It’s also easier to get money and investments." He also advocates job hopping, to avoid bore-outs. Internal mobility, according to Joyce, is the solution to keep the best talent in your company: "People have a more critical look at their job responsibilities and also look at other passions they want to develop." This way, companies also save on the biggest cost: turnover. "An employee leaving the company after a year is very expensive for the company, because you have invested in growth and after a year that person is already gone. By investing in growth and development correctly, people stay in companies longer and can switch positions internally," Philippe said.

This fourth episode of Hays Triangle Talk ends with a critical note from Joyce: "In a startup, everyone is often expected to be a jack-of-all-trades, but I recommend always having an honest conversation with your employees when you want to change things up." And Philippe concludes with the following advice: "dare to assign people to different tasks. Assign people to different tasks based on their talents and not solely on a fixed set of responsibilities."

If you enjoyed this recap, you can listen to the full episode here (in Dutch). Subscribe to Triangle Talk on Apple Podcasts, Google Podcasts and Spotify for more inspiring stories. Don’t forget to leave us a review!

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