There’s one topic that doesn’t get enough attention when it comes to startups: finding the right people can be really difficult. This isn’t always the case, of course, but in many instances it’s a real obstacle to growth.
This is because startups almost always start out the same way: limited capital, no brand recognition, a great deal of uncertainty, no track record, no established processes, and often not even clearly defined roles. From a candidate’s perspective, the comparison with a well-established company is quite straightforward: on one hand, stability, a salary, and a clear career path; on the other, risk, ambiguity, and a good deal of uncertainty. It’s not an irrational choice to prefer the first option, yet contrary to what one might think, not working for a startup might not be the right choice.
Thinking in terms of job stability is certainly a valid perspective, but it’s incomplete: within a startup, things happen much more quickly than elsewhere—or don’t happen at all—such as rapid learning, seeing the real impact of your work on the project, managing multiple objectives simultaneously, and having the opportunity to witness firsthand how a business is built. It’s a much more exposed environment, for better or for worse.
The problem is that this value isn’t immediately apparent, whereas the risk is. And in fact, it often boils down to “startups pay little.” This is partly true, especially in the beginning. But even when the financial aspect is less of a concern, a deeper issue remains: uncertainty. Working in these environments seemingly offers no guarantees regarding the direction the company will take, its growth prospects, or what will happen a year from now. In return, a lot is demanded, often right from the start.
And this is where a factor comes into play that carries a lot of weight in Italy: the prevailing work culture. Many people continue to view work through very traditional lenses—a clear role, defined scope, and linear growth—but a startup is the opposite of all that: boundaries are constantly shifting, you do things that aren’t “your role,” and decisions are made even without having all the information. In some ways, it’s closer to an entrepreneurial experience than to a traditional salaried job.
This creates a fairly obvious mismatch. Startups are looking for self-motivated, adaptable people with a certain tolerance for risk and, ideally, a more entrepreneurial mindset. The majority of the job market, however, offers candidates who—understandably—seek stability, clarity, and predictable career paths. Neither side is wrong, but the overlap is narrow.
If we also consider that certain skills are in short supply, that salary expectations have risen, and that competition for the best candidates is fierce, the picture becomes clear: building a team becomes one of the main challenges, not just an operational detail.
For founders and HR professionals, this means stopping to think that it’s just a matter of the number of candidates or recruitment channels—because it isn’t. It’s a matter of context and positioning. If you can’t compete on stability and salaries, you need to be very honest about what you’re actually offering: responsibility, learning opportunities, and the chance to make an impact. But you have to say this in concrete terms, not just as a slogan, because as soon as expectations aren’t aligned, the mismatch takes its toll immediately.
On the other hand, however, those who consider these opportunities also bear some responsibility. The Italian job market is less risk-tolerant (partly because cross-functional careers are often misunderstood, discouraging this type of path), and this is understandable, but this choice comes at a cost: it makes it harder to access non-linear growth paths—those where more happens in less time and which, in the long run, tend to offer the best careers.
Joining a startup isn’t the safest choice—and probably never will be—but it’s one of the few situations where you can really step up, make your mark, and build something rather than just manage it. It’s not for everyone, and that’s perfectly fine.
The point is that today there is still a wide gap between those who build startups and those who observe them from the outside; closing that gap isn’t easy, but it also depends on this: founders and HR professionals who are more clear-headed and less “romantic,” and candidates who are a bit more willing to step outside traditional thinking.
In other words, maybe we need a little more entrepreneurial spirit—and yes, a little more willingness to take risks. Obviously, startups aren’t for everyone, but that’s exactly why they’re the right fit for some people.