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Chapter 4

The Talent Challenge

4

The Talent Challenge

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We know that having the right people in the team is key to a startup’s success, but hiring has always been one of the greatest challenges for founders. With the growth in the popularity of AI, this challenge is only becoming  more difficult and the competition for the scarce pool of skilled AI professionals will escalate, giving an advantage to the biggest and most financially robust entities.

Where larger organisations may have the luxury of hiring in new roles, smaller companies will predominantly need to look to retrain or upskill their current teams. Empowering existing team members through training and education to understand and leverage new technology in their roles will be key.

On average, cost and experience are the top shortcomings in the talent pool, followed closely by a mismatch in remote/hybrid work expectations and a lack of general soft skills.

 

Hire the right marketer at the right stage of growth 

Our survey reveals that a majority of startups are facing difficulty in hiring the right people in at least one of the key roles.

[GTM role] Startup Ecosystem Pulse SEA and IndiaStartups typically have unique cultures shaped by innovation, risk-taking, and a strong sense of a shared mission. Hiring marketers who align with these values is crucial for fostering a cohesive team and driving the startup’s vision.  

Oswald Yeo, the founder of Glints, a Singapore headquartered startup, found it helpful to think of building their marketing team in three phases: Early, growth, and maturity.

Early stage Growth Stage Mature Stage

Local market leader: Initially, Glints hired a marketing leader in Indonesia, their primary market. This decision was driven by a belief in a hyperlocal strategy, which emphasizes productivity and agility through proximity.  

Potential and versatility: At that time, their founding, sales, product teams, target users and customers were all in Indonesia. They prioritized potential and a generalist skill set over experience and specialization, and their first marketing leader embodied this approach. 

Diverse roles: As Glints grew, its marketing leader adapted to various roles, including growth, business operations, product development, and geographic expansion. This versatility was key to their expansion.   

Team expansion: Glints built teams around this marketing leader, hiring individuals who could contribute to multiple facets of the business and were driven to learn, adapt, and grow as team leaders.  

Specialised roles: With a solid foundation in place, they began hiring for more specialised roles to deepen their expertise in specific marketing areas, such as content, social media, and performance marketing. 

In-market leaders: The company maintained a hyperlocal approach even as it expanded further by appointing in-market growth marketing leaders who could tailor strategies to the nuances of their respective markets.   

 
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AI on the rise but talent in short supply

The emergence of artificial intelligence (AI) is fundamentally transforming the startup landscape in Southeast Asia and India. AI is increasingly seen as a pivotal element in the future strategies of companies, automating repetitive tasks and creating new roles that demand advanced skill sets. However, this technological advancement comes with its own set of challenges, particularly in the area of talent acquisition.

Among non-GTM roles, AI/ML engineers are the hardest to find on average, with India (42%) facing a particularly tough time as compared to the regional average (35%). 

[Non-GTM role] Startup Ecosystem Pulse SEA and India

With the talent shortage showing no signs of easing, startups must rethink their talent strategies to overcome these hurdles.

Clare Leighton, the COO and Co-founder at blusheets, a Singapore headquartered AI startup, advises that "In the early days of an AI startup, the focus should not just be not on building the best AI platform with the best team but on testing your most critical assumptions to get to product market fit and raise your next round of capital."

When it came to solving for talent crunch, Clare focussed on keeping the team lean and leveraging offshore talent, hiring AI engineers in Ukraine who were specialised in that technology. "Being able to access talent in that market was absolutely a competitive advantage for us." - she adds

 

Taking a leaf out of seasoned founders’ hiring playbooks 

Hiring for a startup is never easy. You may not have the funds to pull top talent from more established companies, and sometimes, the transition from a mature business to a startup can be less than ideal for employees. However, startups can learn from experienced founders who have built and scaled teams. Consider their advice so you can leapfrog trial and error in hiring well!

When it comes to attracting the right talent, Oswald advises founders to clearly communicate their company’s mission and how candidates can contribute and find purpose in it. This attracts those seeking meaningful work. He further advises founders to highlight the potential for personal and professional growth within their company and promote their company’s culture and values to engage candidates.

In terms of hiring, Oswald advises prioritising generalists over specialists, and candidates with a capacity to learn and grow with the company. “In the nascent stages of a start-up, having team members who can adapt to various roles is invaluable. Look for individuals with broad skill sets who can pivot as needed.” - he adds. [Glints] Startup Ecosystem Pulse SEA and India

Similar to the approach taken by bluesheets, Oswald also recommends founders to expand their search beyond local borders. “Consider regional candidates to overcome the limitations of the local talent pool and manage rising costs effectively.” - he advises.

Hiring is only half the battle. Seasoned founders understand the value of retaining their best talent. Oswald’s top tips for retention include:

  • Invest in continuous learning opportunities and career development programs to help employees grow with the company
  • Foster a sense of ownership and belonging by implementing Employee Stock Ownership Plan (ESOP) schemes alongside recognizing and rewarding contributions and achievements
  • Cultivate a supportive work atmosphere where employees feel valued and heard
  • Arrange regular check-ins and feedback sessions to help address concerns promptly