Podcast: Four ways to build "HR squads"
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Go listen to our recent episode on The Modern People Leader where we talked about four ways to build an HR squad, how to use a spider diagram for squad design, and why it’s smart to pilot just one squad first.
If you don’t have time to listen, read the highlights from our conversation below. 👇
5:40 – 11:10 | Why Team Structure Trips People Up
Daniel, Jessica, and Stephen kick things off by digging into why “restructuring” feels so scary for HR teams. Jessica explains that shifting to a squad model isn’t about blowing up org charts — it’s about changing how you work, not who you report to.
Jessica introduces the “squad” concept (borrowed and adapted from Spotify), where small, cross-functional teams (think 5–6 people) form around a single problem or goal. Unlike traditional HR silos, each squad blends different skill sets — recruiters, L&D, people partners — and tackles work like a product team would.
11:10 – 15:55 | Building Your First Squad
The team gets tactical:
Use a spider diagram to map each person's “skill spikes” (e.g. comms, data, research).
Roles aren’t based on titles — they’re based on strengths.
Squads are fluid. If someone’s better at research than data, swap them next sprint.
The takeaway: You don’t need a perfect team to get started. You need willingness to experiment and a structure that promotes learning.
15:55 – 24:30 | Picking a Squad Structure That Works
Jessica walks through four ways to structure your squads:
Funnel – Assign teams to different stages of the employee journey (e.g. onboarding, promotions).
Experience-Based – Focus each squad on moments that matter (e.g. manager effectiveness, engagement).
Problem-Driven – Let squads pick 1–2 high-priority problems per quarter.
Metric-Driven – Align squads around KPIs (e.g. time to productivity, attrition).
For small teams, the advice is clear: start scrappy, solve what matters most, and flex as you go.
24:30 – 29:20 | Day Jobs vs. Squad Work
How do you balance “squad time” with your regular job? Jessica recommends a 60/40 split (Human Ops/Product Work). Importantly, the work you’re doing in squads should make your day job easier — solving root issues instead of reacting to symptoms.
Stephen compares it to the Bezos 2-pizza team model. Daniel shares how his wife’s team at Amazon uses a similar system where she leads projects but doesn’t manage anyone.
29:20 – 35:10 | New Career Paths Without Management
This model opens up a third path for HR folks: entrepreneurial ICs.
If you don’t want to manage people, but love leading projects — this is your lane. Jessica shares how her teams built a framework that rewards both technical excellence and project leadership. This means more flexibility, more autonomy, and fewer “bad managers” doing it just to move up.
35:10 – 38:13 | CPO = Chief Product Officer of the People Team
Jessica shares how leaders like Dropbox’s Melanie Naranjo use a clear vision (e.g. distributed-first culture) to align all squad work. The CPO or CHRO’s job? Set the strategy, assign meaningful problems, and ensure all work ladders up to a bigger goal. Without that alignment, even great squads can veer off-course.
38:13 – 40:43 | Coaching the Team Through Change
Some mid-level HR pros will get excited. Others might panic. Jessica’s advice:
Show them how this approach makes their work more impactful, not less relevant.
Let them lean into their spikes.
Remind them that AI and tech are reshaping the field — this is how we stay ahead.
40:43 – 46:00 | Scaling It at Bigger Companies
If you’re at a 5,000-person org, don’t launch this overnight. Start with a pilot squad made up of “positive halo” folks — people others want to work with. Give them a clear mission, test it for 1–2 quarters, and then expand.
Jessica notes that scaling this requires re-training on things like user research, data analysis, and agile workflows. It’s a learning curve — but one that pays off in speed, innovation, and internal trust.