How to structure effective HR squads

Here’s why squads work slightly differently for People teams.

Unlike product teams, you’re simultaneously: building the product, running customer support, handling communications, managing implementation, etc.

The key?

Jessica says to build 6-person cross-functional squads around specific problems. Not 6 recruiters working on interview training, but:

• 1 recruiter
• 1 L&D specialist
• 1 People Partner
• 1 Admin
• 1 Learning Designer
• 1 Project lead

Each brings unique skills but works role-agnostically. One handles research, another comms, another analysis - regardless of their “official” title.

This creates better solutions AND better tracking of outcomes. No more siloed thinking.

Four different squad models your People team can use

Jessica went deep on how to structure your People team like a product team.

Here are four different models that she gave as examples:

1. The Funnel Model

Think recruitment/onboarding squad focused on top-of-funnel, similar to product marketing teams. Another squad handles “people-led growth” (promotions/development).

2. Employee Experience Model

Squads divided by experience areas:

- Engagement & Learning

- Manager Relationships

- Policy & Challenges

- Process Efficiency

3. The Quarterly Problem Sprint

Each squad tackles a specific problem statement per quarter. No overlap. Clear ownership.

4. Metric-Driven Model (Jessica’s favorite)

Teams own specific metrics:

- Employee Lifetime Value

- Internal Promotion Rate

- Retention Metrics

Key insight: There’s no “right” model. Jessica’s switched approaches based on company stage & needs.

How to use "spider diagrams" to build HR squads

Skill mapping hack for people team squads:

Jessica talked us through the Spider Diagram approach to mapping team capabilities.

Here’s how it works:

1) Draw a spider diagram with 6 key competencies:

- Operations

- Data/Analysis

- User Research

- Communications

- Project Leadership

- Subject Matter Expertise

2) Have each team member rate themselves across these areas

3) Layer the diagrams to identify:

- Team strengths

- Skill gaps

- Complementary abilities

The beauty? It’s flexible. You can:

- Adjust squad composition based on project needs

- Identify mentorship opportunities

- Make targeted hiring decisions

- Bring in part-time specialists for gap areas

No need for rigid roles. Let capabilities guide team structure.

How to pilot HR as a product with high-impact teams

People ops as a product isn’t about perfection - it’s about progress.

Jessica says to start with a pilot.

Instead of going away for a year to create the “perfect” program, what if you:

1. Identified key innovators (“positive halos”)
2. Gave them 3 months to tackle ONE problem
3. Released an MVP solution
4. Gathered feedback + iterated

Yes, some will resist seeing “unfinished” HR work. Yes, your team needs new skills like user research.

But the alternative? Those infamous “3-year HR transformations” that change nothing.

Start with one squad. One problem statement. Three months.

Build momentum through quick wins.

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See you next week!

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