Purpose This research investigates employee rotation within startups during the transition from early to growth stages. It identifies root causes of high turnover by analyzing hiring practices and culture mismatches in startup environments. The goal is to provide startups with a strategic framework to adapt their talent acquisition strategies effectively as they progress through various growth stages. Design/Methodology/Approach A mixed-methods approach is employed, using quantitative data from a diverse sample of startups and qualitative interviews with personnel directors and founders as primary research sources. Findings Two primary factors contribute to high employee rotation in startups. First, startups struggle with effective talent acquisition during their early stages, where product-market fit is uncertain, leading to hiring employees unsuited for early-stage challenges. Second, as startups grow, they recruit individuals from larger companies, resulting in culture clashes that disrupt organizational momentum. Originality/Value This research offers a novel perspective on the challenges of employee rotation in startups, highlighting common mistakes in hiring practices and culture misalignment. The proposed framework provides valuable guidance for startups to adapt their talent acquisition strategies according to their growth stages, optimizing talent needs and facilitating smoother transitions.