HR Essentials Masterclass for scaleups (5 employees or more)

12:30

Door opening and check-in

13:00
Regula Bleuler, CEO SSA

Welcome & Introduction

13.05-14:35
Fabienne Limacher, Partner at Walder Wyss
Ramona Wyss, Partner at Walder Wyss
Gustaf Heintz, Senior Associate at Walder Wyss

HR Policies & Legal Compliance 

• Employee equity participation, including key tax pitfalls and risks
• Global mobility of employees and freelancers
• Cross-border employment scenarios and related tax considerations
  Permanent establishment risks for companies
• Social security implications in international setups
• Taxation of employees in cross-border contexts

14.35-14.50

Coffee break

14.50-16.20
Laurent Decrue, Co-Founder and Co-CEO of Holycode

• Managing remote teams, setting up entities abroad, and office setup decisions
• Restructuring your organisational chart as the company grows, and structuring teams for efficiency
• What to do when employees no longer fit their role
• When to set up a second office
• Working with freelancers (remote vs in-office)
• Hiring workforce via payroll companies (legal risks and alternatives)
• Finding people for internationalisation & growth in new regions
• How to hire for regional/country reps vs internal sales teams
• Managing distributed teams across different time zones
• Tech tools for managing remote teams

16.20-16.35

Coffee break

• Covers core HR topics including policies, performance management, and recruitment.
• Shares leadership lessons from building and leading companies with up to 5,000 employees.
• Provides pragmatic guidance on building an effective HR tech stack without overspending.
• Explains how to use Employer of Record (EOR) models, balancing legal risk and speed.
• Argues why EORs are a practical shortcut for startups expanding into new countries.
• Breaks down when to hire, including the use of fractional roles instead of full-time hires.
  Explains how to hire by walking through the full recruitment cycle.
  Addresses tough performance management decisions, including handling underperformance.
• Emphasises acting quickly on poor performance to avoid long-term damage.
• Uses sales as an example, where weak performance can often be identified within four weeks.