Understanding the Struggles of Hiring Managers

Networking has its own charm and potential for growth. Every week, I connect with individuals from diverse backgrounds, and I find it incredibly enriching to hear different viewpoints. Recently, a hiring manager reached out, expressing difficulty in sourcing Scrum Master candidates and seeking advice. Our dialogue went as follows:

Hiring Manager: “David, could you help me understand why we are having trouble finding candidates for our Scrum Master roles? Given your active involvement in this community, I hope you can provide some insights.”

Me: “Of course! What challenges are you facing?”

Hiring Manager: “We’re not receiving enough applications, and we need to expedite our hiring process. Our current Scrum Master isn't meeting our expectations.”

Me: “Understood. Can you elaborate on what those expectations are?”

Hiring Manager: “Nothing too specific, just the industry norms. We expect a Scrum Master to aid the team in consistently boosting velocity, planning releases, managing scope and budget, coaching stakeholders, and so forth.”

Me: “Interesting. How long have you been implementing Scrum?”

Hiring Manager: “We embarked on this journey two years ago. Prior to that, we primarily followed a waterfall model. We certified our Project Managers as Scrum Masters and our Business Analysts as Product Owners. It was a straightforward transition. Learning Scrum took just two days of training, and the implementation was cost-effective, so we thought we were on track.”

Me: “Thanks for sharing that. I can see why you’re struggling to find candidates and why your current Scrum Master isn’t fulfilling your needs. While my insights may not be what you want to hear, I’d be happy to share my perspective if you’re open to it.”

It’s surprising how often companies misinterpret the role of the Scrum Master. My first encounter with such misunderstandings occurred in 2014, and nearly a decade later, I still find myself having similar discussions. Why does this continue?

Organizations often seek to implement Scrum merely as a means to expedite delivery. Their primary focus is on increasing output.

Misconceptions Surrounding the Scrum Master Role

Many organizations have a skewed perception of what a Scrum Master truly is. They often mistake Scrum for a mere delivery mechanism, which can lead to teams falling into the trap of a feature factory mentality. To effectively recruit a competent Scrum Master, it’s crucial to first clarify what this role is not.

Here are some prevalent misconceptions about the Scrum Master position:

• Delivery Manager: Responsibilities like planning releases, managing timelines, and scope are not within the Scrum Master’s domain.
• Speed Maximizer: The goal of enhancing the Scrum Team’s velocity is a significant anti-pattern. Increasing speed doesn’t equate to delivering more value; effective teams prioritize outcomes over mere output.
• Gatekeeper: Acting as a barrier between stakeholders and developers is another misinterpretation. Scrum Masters should facilitate communication rather than obstruct it, guiding relevant conversations that help achieve Sprint and Product Goals.
• Project Manager: They do not oversee the traditional constraints of time, scope, and budget. These responsibilities do not fall within the Scrum Master’s purview.
• Psychologist: Providing therapy is not a Scrum Master’s role. The focus should be on coaching teams to improve their Scrum practices, not on conducting therapy sessions.
• Secretary: Administrative tasks for the Scrum team are not part of the Scrum Master’s responsibilities. Some developers mistakenly believe that Scrum Masters handle scheduling and resource allocation, which reflects a misunderstanding of the role.

Until organizations grasp the true nature of the Scrum Master role, they will hinder their potential for success.

What Constitutes a Scrum Master?

To better understand the Scrum Master’s responsibilities, we can refer to the Scrum Guide:

The Scrum Master is responsible for establishing Scrum as outlined in the Scrum Guide. This involves helping everyone comprehend Scrum theory and practices, both within the Scrum Team and throughout the organization.

The Scrum Master is also accountable for the effectiveness of the Scrum Team, enabling them to enhance their practices within the Scrum framework.

While the definition appears straightforward, interpretations often diverge. For instance, the phrase “accountable for the team’s effectiveness” does not imply a focus on speed, despite companies often favoring that interpretation. I don’t insist on rigid adherence to how Scrum is applied, but the core principles should remain intact. Here are some traits that distinguish exceptional Scrum Masters:

• Anticipatory Leadership: Each Scrum team possesses a unique maturity level. Skilled Scrum Masters assess where the team stands and assist them in progressing gradually.
• Inquisitive Approach: Inexperienced Scrum Masters may attempt to solve problems for the team, while seasoned Scrum Masters pose questions that empower the team to devise their own solutions.
• Effective Communication: Successful Scrum Masters avoid dogmatism. They empathize with their audience, adapting their communication style to enhance understanding and openness to experimentation.
• Observational Skills: To facilitate the team’s growth, a Scrum Master must recognize the team’s dynamics and identify conflicts. They should help the team acknowledge and resolve issues to strengthen collaboration.

A great Scrum Master can transform average teams into high-performing units.

The Reasons Behind Hiring Failures

Returning to my earlier conversation, companies struggle to recruit Scrum Masters because they aren’t genuinely searching for them; they aren’t even practicing Scrum effectively. When the Hiring Manager recounted their approach to Scrum, it became evident they viewed it purely as a delivery framework, missing the essence of the methodology.

You cannot reap the rewards of Scrum while clinging to outdated practices.

Many organizations aspire to harness the benefits Scrum offers, yet they desire rapid results. They aim to be Agile and generate value quickly, but resist the necessary changes to achieve that goal. It’s akin to a cousin of mine who dreamed of becoming a professional football player but was unwilling to endure the effort required for growth. He opted to play casually instead, which mirrors how many companies treat Scrum—implementing it for superficial reasons.

To achieve what most organizations fail to, one must be willing to embrace what they aren’t willing to do.

Embracing Reality and Attracting Talent

What I often see missing in organizations is a commitment to a reality check. I find myself questioning if hiring managers are truly honest with themselves. When they claim to be Agile and proficient in Scrum, is that genuinely the case? Facing the truth can be uncomfortable, but it’s essential for growth. While I don’t expect every organization to master Agile, I do hope they can realistically assess their situation.

Honesty can help attract the right candidates. Allow me to share how my conversation with the hiring manager continued:

Hiring Manager: “Yes, David. Please share your thoughts. I need guidance.”

David: “To put it succinctly, your Scrum maturity level appears low. You’re modifying the framework to fit your previous practices. Your Scrum Masters seem to be functioning as Project Managers, and your expectations don’t align with the role.”

Hiring Manager: “It seems we misunderstood everything. It sounded too simple to be true. What should we do next?”

David: “I can’t prescribe a specific path, but I can assure you that many Scrum Masters would be eager to take on this challenge if you demonstrate a willingness to change. Numerous professionals are motivated to support your transformation if empowered to do so.”

Hiring Manager: “That’s the crux of the issue. Management demands results, and we implemented Scrum to boost delivery.”

David: “Increasing output doesn’t automatically translate to profit. I understand that management is concerned with financial outcomes, but the focus should be on identifying the right initiatives rather than merely doing more of what is irrelevant. If you want to truly embrace Agile, you must commit to a transformational journey. It will take time, but the rewards will be worth it.”

Hiring Manager: “I guess I’ll need to be courageous and adopt a different approach.”

Concluding Thoughts

Scrum Masters should not be held responsible for output, although they may indirectly influence it. A crucial element in securing a talented Scrum Master is empowering them to fulfill their role and allowing them the necessary space to do so. Patience is vital for success with Scrum.

As the pace of business continues to accelerate, we must remember the human aspect—change takes time. Sometimes, slowing down is more beneficial than hastening processes. Consistency often surpasses raw talent. Give your team the room to grow, and you may be astonished by their accomplishments. Numerous examples exist, such as Leicester City’s stunning Premier League victory in 2017; they may not have had the best players, but they formed the best team.

“Talent wins games, but teamwork and intelligence win championships.” — Michael Jordan

Chapter 2: Misconceptions in Hiring Scrum Masters

In this insightful video, the speaker discusses the critical misunderstanding many organizations have regarding the Scrum Master role and the implications for hiring.

Chapter 3: Overcoming Barriers to Agile Success

This video explores the challenges new Scrum Masters face in securing positions and offers strategies to improve their chances in the job market.