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初創公司是一種演化迅速的有機體。世事多變，如果一切順利，以它們的發展速度，一年仿佛抵得上十年。對許多企業家而言，這段腎上腺素滿溢的創業時光可能會是反復試錯的混亂時期。不過這沒關系，從實踐中學習也不壞！

盡管如此，從其他有過同樣經歷的創始人那里學習會很有幫助，尤其是在招聘方面。確認你要設立的崗位以及所需的人才，會決定你的公司可以——并將變成什么樣子。

接下來，讓我們首先有請瑜伽公司的一位企業家分享自己為全新的瑜伽館招聘員工的經驗。

企業家：杰西卡·羅森

公司：瑜伽館One Dog Down，在洛杉磯設有兩家門店（很快將擴張至三家）

成立時間：2013年

員工數量：管理團隊5人，前臺員工7人，瑜伽教師32人

像許多洛杉磯的居民一樣，杰西卡·羅森并非本地人。2005年，她從密歇根州搬到這里，在這座影視城經營一家瑜伽館的分店。之后她又當過高中老師和有關藥物濫用的顧問。這樣過了八年，她卻始終感到自己無所寄托。她表示：“我在尋找給我歸屬感的社群，卻沒有找到。”在30歲生日之前的一個月，她決定開設自己的瑜伽館。

她租了一個共享空間，這就是她迅速發展的起點。“我沒有錢，也沒開過公司，沒有商業背景，然而……它就這樣發展起來了。”共享空間很快就不再夠用，于是她有了自己的瑜伽館。

起初，羅森會從Craigslist和Facebook的帖子上招募瑜伽教師。隨著瑜伽館漸漸發展，她開始依靠其日益增長的人際網絡來聘用新的教師和全職員工。人們加入公司后，就會被鼓勵去嘗試新的角色。她的總經理原本只是瑜伽館的油漆工。羅森表示：“我們有瑜伽教師進入管理崗的情況，反過來也一樣。前臺員工也有人開始參與教學工作。”

起初幾年，公司的崗位是流動的，交流也很自然。不過隨著公司逐漸壯大，情況開始脫離正軌。在已有兩家門店，第三家也很快就要開張的情況下，羅森需要努力讓運營正規化，才能避免待辦事項連續幾周都無法取得進展，因為“我們都在干同一件事”。

為了在公司內部明確各自角色，羅森開始讓員工把自己對目前崗位的描述以及希望自己從事的工作寫成郵件發給她。員工反饋的結果與她自己對這些職位的認定時常出現偏差，這一信息十分重要。隨后，她與瑜伽館的經理共同研究了公司已經涵蓋的崗位，仍需人手的崗位，以及如何把剩余的工作根據現有員工的偏好分配給他們。

看起來，羅森處理得井井有條——而實際上并不是。她表示：“目前這項工作仍在進行。”

更多建議：

把事情委派給他人很難：短期來看，教別人去完成任務，比自己完成任務要花費更多時間。不過隨著公司漸漸發展，這種做法也漸漸變得必要——到某一時刻，你自己就無法解決所有事情了。為了避免筋疲力盡，你應該坐下來，給員工定好崗位，這樣你就能弄清誰要負責什么了。（財富中文網）

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A startup is a rapidly evolving organism. Things change, and, if everything is going well, grow so quickly a year feels like a decade. For many entrepreneurs, these early adrenaline-fueled days can be a messy period of trial and error. Which is ok! Learning by doing isn’t a bad strategy.

That said, it’s helpful to learn from other founders who have gone through the same process, particularly when it comes to hiring. Identifying the roles you need to create and the people you need to fill them determines what your business can—and will—become.

In the first of a 3-part series, we hear from a yoga entrepreneur on hiring for a brand new studio.

Name: Jessica Rosen

Business: One Dog Down, a yoga studio with two (soon to be three) locations in Los Angeles

Founded in: 2013

Number of employees: Managerial team 5; Front desk staff 7; Yoga instructors 32.

Like so many LA residents, Jessica Rosen is a transplant. She moved to the city in 2005 from Michigan to run a branch of a yoga studio in Studio City, before doing stints as a highschool teacher and substance abuse counselor. Eight years in, she still felt rootless. “I was looking for a community, and wasn’t finding what I was looking for,” she says. Thirty days before she turned 30, she decided to open her own studio.

She rented a shared space, and, well, that was the beginning of what has been a wild ride. “I had no money, I never owned a business, had no business background and…it took off.” She quickly outgrew the shared space, and opened her own studio.

In the very beginning, she hired instructors she found on Craigslist and from Facebook postings. As the studio grew, Rosen began relying on its growing network to recruit new instructors and full-time staffers. Once someone joined the company, they were encouraged to try out new roles. Her general manager was originally hired to help paint the studio. “We’ve had teachers step into more administrative roles and vice versa,” she says. “People who started off at the front desk have gone on to teach.”

In the first few years, positions were fluid and communication organic. But as the company grew, things started to fall the cracks. With two locations and a third slated to open shortly, Rosen has taken a concerted effort to formalize operations so items on the to-do list don’t languish for weeks because “we’re all working on the same thing.”

In order to create clearly defined roles within the company, Rosen started by having employees email her their current job description, as well as what they’d like their job description to be. These responses didn’t always align with how she’d viewed the position, which was good information to have. Next, she sat down with her studio manager to figure out the roles they already had covered, the roles they still needed to assign, and how to divide up these remaining tasks among the current staff, taking into consideration their stated preferences.

If this makes it sound neat and tidy—it wasn’t and it isn’t. “This is a work in progress,” she says.

More tips:

Delegating is difficult: in the short-term, it takes more time to teach someone a task than it does to simply do it yourself. But as you grow, it becomes increasingly necessary—at a certain point, you physically can’t do everything. To avoid burnout, sit down and formalize employees’ positions so you’re clear on who is doing what.