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Most Indian startups discover their HR obligations during a dispute, an audit, or a due-diligence request. Sixty days to a hiring engine that recruits on evidence, a compensation and ESOP structure you can defend, and the statutory floor — PF, ESI, gratuity, POSH — actually in place.
For founders who are the HR department, whether or not they meant to be.
Interviews that are really conversations, offers made on pedigree, and a 40% chance the hire does not last the year.
Structured interviews, evidence-based scorecards, a sourcing plan per role, and an offer-closing method that recruits on merit.
PF and ESI half-registered, no professional tax, no Shops & Establishments certificate, and no idea which of the Labour Codes are notified.
The statutory floor mapped to your headcount and state, with the filings, thresholds and deadlines you actually owe.
"We'll sort out ESOPs later" — and a cap table conversation that gets harder every hire.
Salary bands, fully-loaded cost, variable pay, and an ESOP pool with its tax treatment understood before you grant, not after.
A PDF in a drive folder, no Internal Committee, and no idea what a complaint would actually trigger.
A properly constituted IC, accessible reporting, natural-justice investigation, and the annual obligations met.
Twelve modules of five lessons each, from first hire through compliance, performance and scaling to lawful separation.
Built for founders who need decision-ready tools, not passive reading.
One per lesson, saving your work — interview scorecards, compensation band builders, ESOP and CTC calculators, compliance calendars and separation checklists.
PF, ESI, gratuity, bonus, professional tax, Shops & Establishments and the four Labour Codes as notified — matched to your headcount and state rather than described in general.
Salary bands, fully-loaded cost, variable pay and benefits, with ESOP structuring under Companies Act s.62(1)(b) and the tax treatment that follows a grant.
A properly constituted Internal Committee, accessible reporting, natural-justice investigation and the annual filing — not a policy document nobody has opened.
OKRs kept separate from pay, evidence-based feedback, anchored ratings, structured PIPs and bias checks — a system people can trust the output of.
Come back at every headcount threshold. The compliance obligations change as you cross ten, twenty and fifty employees, and so does what you need from this course.
Real lessons from the course. Each one opens by telling you exactly what you will have finished by the end of it.
Hiring Strategy for Startups The one idea for today: Most early founders treat hiring as a series of emergencies — a role breaks, they panic-post a JD, they hire the first competent person who says yes. The founders who win treat hiring as…
Culture Fit Assessment The one idea for today: "Culture fit" is the most dangerous phrase in hiring. Used well, it means shared values that predict how someone will behave under pressure. Used lazily — which is the default — it means…
Pre-boarding Excellence The one idea for today: The moment a candidate accepts, most companies go silent until their start date — and that silence is one of the most expensive mistakes in the entire employee lifecycle. The accept-to-start…
Salary Benchmarking in India The one idea for today: Every founder eventually pays people by gut and a competitor's offer — and ends up with a compensation structure that's inconsistent, inequitable, and impossible to defend when an…
PF & ESI Compliance The one idea for today: Provident Fund and ESI are not optional, not negotiable, and not forgivable in arrears. They are mandatory social-security systems that switch on automatically at specific headcounts, and once…
OKR Implementation The one idea for today: A startup's scarcest resource isn't cash or talent — it's focus. Without a shared, explicit answer to "what matters most this quarter?", a team of capable people will work hard in slightly…
Resignation Handling & Notice Periods The one idea for today: How you handle someone leaving says as much about your company as how you welcomed them in. A resignation handled badly — defensive, punitive, chaotic — burns a relationship,…
When Founders Must Lead HR The one idea for today: Long before you can afford an HR leader, you already have one: you. In the pre-CHRO phase — typically before 50–75 people — the founder is the de facto head of HR, and that's not a burden…
Eight capabilities the course is built to leave you with.
Why it matters: Design a stage-appropriate hiring engine — role prioritisation, structured interviews, evidence-based scorecards, sourcing channels, and offer closing — that recruits on merit and fit rather than pedigree or gut feel.
Why it matters: Run onboarding that converts a signed offer into a productive, culturally-immersed employee, and measure it (time-to-productivity, 90-day retention) rather than treating day one as paperwork.
Why it matters: Build a defensible compensation architecture — salary bands, fully-loaded cost, variable pay, benefits, and ESOPs with their tax treatment — that stays internally equitable and market-competitive.
Why it matters: Meet core statutory obligations (PF, ESI, gratuity, bonus, professional tax, Shops & Establishments, and the four Labour Codes as notified) with a compliance calendar that manages the founder's personal principal-employer liability; verify current thresholds and notification status on the EPFO/ESIC and state labour portals or with a qualified professional.
Why it matters: Stand up a genuinely functional POSH framework — a properly constituted Internal Committee, accessible reporting, natural-justice investigations, and real anti-retaliation protection — per the POSH Act 2013; verify current rules and reporting requirements with a qualified professional.
Why it matters: Operate a fair performance system — OKRs kept separate from pay, evidence-based feedback (SBI), anchored ratings, structured PIPs, and bias-resistant promotions — that improves performance instead of gaming metrics.
Why it matters: Codify workplace policies (handbook, leave, remote work, code of conduct) and run engagement, retention, and L&D programs that close the loop on what people actually tell you.
Why it matters: Execute separations — resignation, termination, full & final settlement, retrenchment/VRS, and knowledge transfer — lawfully, on time, and with dignity, while building an inclusive, accountable organisation and leading the people function personally until you hire and empower professional HR; verify termination, notice, and retrenchment rules (including Industrial Disputes Act thresholds) with an employment lawyer.
Indicative market rates for the work this course teaches you to do in-house. Ranges vary by city, agency and scope — treat them as a comparison, not a quote.
What founders pay for this, piece by piece
Price is inclusive. No GST is charged.
All benchmarks, thresholds, and figures referenced in this course are directional and change frequently; confirm the current position on the relevant official portal (EPFO, ESIC, state labour departments, MCA, SEBI) or with a qualified labour-law/HR professional before relying on them for decisions.
Sixty days from ad-hoc hiring and half-done compliance to an HR foundation that survives an audit and a due-diligence request.
1 year access · 60 lessons · 60 interactive tools · 3-day refund