Help, my teams want a Scrum Master!
Okay, your teams are asking for a scrum master, but what exactly will they add to the mix? Should you hire externally or look internally? And how can you separate the wheat from the chaff? In this article, I’ll walk you through the key considerations and share tips for selecting and successfully onboarding a scrum master.
Why would you appoint a scrum master?
At first glance, the scrum master is the person who keeps meetings structured, prevents discussions from derailing, and makes sure everything wraps up on time — all while armed with post-its and whiteboard markers.
A scrum master isn’t just there to facilitate meetings—they’re the quiet force keeping the engine running, helping the team stay on track and avoid hazards. Since they’re embedded in the team without being functionally or technically involved, they can offer a fresh, unbiased view and hold up the mirror when needed.
The scrum master is the team’s moral compass and the one who keeps an eye on the finish line—especially when things get hectic. They stay close to the team, help build trust and connection, and shield them from outside interference.
Because course correction often happens subtly, it can be hard to notice. Team conflicts are addressed before they escalate, and when the product owner starts to lose control, the scrum master steps in with support and guidance. The more senior the scrum master, the earlier they can intervene in the delivery process. A junior typically supports one team and their product owner. A mid-level scrum master can guide multiple teams and facilitate collaboration between them. A senior also engages with management and the wider business.
What does success look like for a scrum master? It’s when people work together effortlessly, teams become more open and reliable, product owners stay focused on value, and hardly anything needs to be escalated.
Scrum master: hire externally or bring in-house?
A good scrum master, in my view, focuses on implementing a practical, no-nonsense version of Scrum. That means clearly assigning ownership and doing everything possible to keep the team motivated and productive so they can deliver maximum value. In more traditional organizations, this can clash with the status quo—especially where frameworks like ITIL or PRINCE2 dominate.
Difference classical and agile organizations
In traditional organizations, a “command and control” approach is common—information flows from the floor to management, where decisions are made. In scrum, it’s the other way around: decision-making authority lies with the people who have the information.
Take releasing software into production, for example. In a traditional organization, there’s a Change Advisory Board (CAB). Teams provide input on what they want to release, and the CAB decides if and when it will go live.
In scrum, it’s the team that makes the decision and takes responsibility for it. Because they are accountable, they also implement risk mitigation measures—both technical and procedural—manage communication, and handle any necessary on-call support.
In certain situations, hiring an external scrum master may be more effective. As an outsider, they’re less sensitive to internal politics or personal career concerns. In other words, an external scrum master can guide bold changes with greater independence.
An internal scrum master, on the other hand, knows the organization well and is often better equipped to help teams navigate challenges rooted in the broader company structure.
If a scrum master aims to drive meaningful improvement but keeps hitting a glass ceiling, it can seriously impact their motivation. In such cases, hiring an external scrum master may be the more effective choice.
Wijnand Kroes
Scrum Master / Agile Coach
How do I assess scrum master resumes?
In many job listings and project descriptions, I often see knock-out criteria like PSM I, PSM II, or SAFe certifications. While most scrum masters have a PSM I, those with many years of experience haven’t always taken the time to pursue additional certifications. As a result, these strict requirements may unintentionally exclude highly experienced professionals. When I need to hire a fellow scrum master, this is how I assess their CV:
- PSM I and other certifications: Depending on the environment, a scrum master may hold different certifications that helped in specific situations.
- Travel time under 1 hour. Even if the standard is two days in the office, scrum masters supporting multiple teams might end up being on-site four days a week.
- Each assignment on the resume should be longer than 9 months, unless there’s a valid reason otherwise.
- Were all assignments primarily scrum master or agile coach roles?
- Years of experience:
o Junior: at least one previous assignment
o Mid-level: 3–5 years of experience
o Senior: 5+ years of experience - Does the most recent assignment include accomplishments or highlights that show pride in the work?
What I don’t take into account is the sector or the technology a candidate has worked with. However, I do consider the scale of the organization. A scrum master who has spent years working with development teams at large banks will likely perform well in a manufacturing company with very different teams. But a scrum master who has only worked at small companies may struggle in a large, slower-moving organization.
Conclusion
With the growing supply and demand for scrum masters, many teams and organizations can no longer see the wood for the trees. Their impact isn’t always visible, especially to management. Hopefully, this blog post gave you more clarity and some pointers. Would you like tailored advice for your organization and teams? Feel free to contact Opinity — we’re happy to help you find the best fit for your situation.
