Why the Generalist will be happier in a Skills-Based Organization: Navigating the Modern Workforce.

If you are a CHRO, CEO, COO or senior executive, you probably know that organizations face a pivotal decision when structuring their teams: should they favor generalists, specialists, or perhaps a new hybrid model?

The debate between these two approaches has gained traction, particularly in the context of a skills-based organization and the scarcity of talent. Read here if you’re not familiar with the SBO concept or here ‘about what does a skills-first approach look like in practice?’

To navigate this terrain, it's essential to explore the various models of expertise, such as T-shaped, M-shaped, and V-shaped professionals, and their implications for modern organizations.

Generalists: The Adaptable Multi-Taskers

Generalists are often praised for their adaptability and broad skill sets, making them ideal for dynamic environments where change is constant. In startups or small businesses, generalists can wear multiple hats, covering roles that might otherwise require several specialists. This flexibility allows organizations to pivot quickly, responding to new challenges and opportunities without the need for constant retraining or hiring according to Thrive.

One of the key strengths of generalists is their ability to integrate knowledge across disciplines, fostering innovation and creative problem-solving. Their broad perspective can help organizations identify connections and opportunities that specialists, with their narrower focus, might overlook, says Ongig blog.?

Moreover, in times of uncertainty, such as during the COVID-19 pandemic, generalists proved their value by being able to adjust to new roles and responsibilities quickly, this article of Culture Amp explains.

However, generalists also face challenges, particularly in fields that require deep technical expertise.

In industries like technology, engineering, or healthcare, where precise, specialized knowledge is crucial, generalists may struggle to compete with specialists according to UK Business Coaching. This limitation can sometimes result in the perception that generalists are "jacks of all trades, masters of none," which can be a disadvantage in highly specialized fields.

Specialists: The Deep Experts

Specialists, on the other hand, offer unparalleled expertise in their chosen fields. Their deep knowledge allows them to excel in roles that require a high level of technical proficiency, making them invaluable in industries where precision and advanced skills are paramount. For example, in healthcare, a neurosurgeon (a specialist) is essential for performing complex brain surgeries that a generalist could not handle, explains Thrive.

The demand for specialists has grown alongside the increasing complexity of many industries, particularly in technology and sustainability. As businesses adopt more advanced technologies, the need for specialists who can navigate these complexities has become more pronounced, says Ongig blog. Specialists can also command higher salaries and greater recognition in their fields due to their expertise.

However, the specialization that makes these professionals so valuable can also limit their flexibility. Specialists may find it difficult to transition to different roles or industries, and their skills may become obsolete if their field evolves rapidly, according to this article. This narrow focus can also lead to challenges in collaborative environments, where interdisciplinary knowledge is increasingly important.

The T-Shaped, M-Shaped, and V-Shaped Professionals

As organizations strive to balance the strengths and weaknesses of both generalists and specialists, several hybrid models have emerged, each offering a unique blend of depth and breadth.

T-Shaped Professionals are perhaps the most well-known hybrid model. They combine deep expertise in a specific area (the vertical bar of the T) with a broad range of skills across other disciplines (the horizontal bar). This blend makes them versatile team members who can contribute to specialized tasks while also collaborating effectively across different areas, explains this article.

However, as the demands of the modern workforce evolve, some experts argue that the T-shaped model, while valuable, may not be sufficient. Enter the M-Shaped Professional, who possesses deep expertise in multiple areas (multiple vertical bars) along with a breadth of knowledge across disciplines. This model is particularly relevant in fields requiring interdisciplinary expertise, where professionals must navigate complex, multifaceted challenges.

Building on this concept, the V-Shaped Professional introduces a new dimension to the hybrid model. Like T-shaped employees, V-shaped professionals have deep knowledge in one area and broad knowledge across other domains. However, the V-shape also incorporates "adjacent knowledge"—knowledge that is not as deep as their core expertise but deeper than the shallow knowledge required for basic collaboration. This adjacent knowledge allows V-shaped professionals to be versatile and agile, enabling them to switch roles, grow within the organization, and adapt to new challenges.

For example, a V-shaped employee with deep expertise in strategy might also have medium-depth knowledge in organizational development, change management, and entrepreneurship. This additional layer of adjacent knowledge enhances their ability to tailor their approach to different organizational needs and contexts, making them more effective in their roles.

Read more about Google and Goldman Sachs case studies of the T- and V-shaped professionals here or a post of Jeroen Kraaijenbrink explaining the concepts here.

Skills-Based Organizations: A Balanced Approach

In a skills-based organization, the decision to prioritize generalists, specialists, or hybrid professionals like T-shaped or V-shaped employees depends on the company's specific needs and goals. For businesses in rapidly changing industries, the adaptability and broad problem-solving abilities of generalists may be more beneficial.

Conversely, companies that rely on cutting-edge technology or advanced scientific knowledge may need to invest in specialists who can provide the necessary expertise.

A balanced approach, incorporating all three types of professionals, is often the most effective strategy.

T-shaped and V-shaped professionals, in particular, offer a middle ground between the adaptability of generalists and the expertise of specialists. By fostering a diverse talent pool, organizations can ensure they have the flexibility to adapt to new challenges while maintaining the specialized knowledge required for success.

Upskilling and reskilling programs can further enhance this balance, allowing employees to expand their expertise and contribute more broadly to the organization.

Why Generalists Are Happier in Skills-Based Organizations

In a skills-based organization, generalists often find greater job satisfaction due to the alignment between their versatile skill sets and the organization's dynamic needs. Generalists thrive in environments that value adaptability and continuous learning, as they can leverage their broad range of skills to contribute in various ways. This flexibility not only makes them valuable to the organization but also provides them with a sense of fulfillment as they tackle diverse challenges and roles, according to Thrive Assess.

Moreover, skills-based organizations typically emphasize growth and development, offering opportunities for generalists to deepen their knowledge in areas of interest while continuing to apply their broad skill sets. This approach aligns with the generalist's desire for variety and continuous improvement, making them happier and more engaged employees.

If you want to join a gathering of 1000+ generalists on September 18th you’re invited, just drop Milly Tamati a message with the name of your city here here!

Conclusion: The Future of Work

The debate between generalists and specialists is not about choosing one over the other but rather about understanding how each can contribute to organizational success. In a skills-based organization, where talent is aligned with business needs rather than traditional job roles, generalists, specialists, and hybrid models like T-shaped and V-shaped professionals all have vital roles to play.

The rise of T-shaped and V-shaped professionals highlights the importance of blending depth and breadth, creating a workforce that is both highly skilled and adaptable. As businesses continue to navigate the complexities of the modern world, the ability to leverage a diverse range of skills will be key to staying competitive. Whether through generalists who can adapt to new challenges, specialists who provide critical expertise, or T-shaped and V-shaped professionals who bridge the gap, organizations must recognize the unique value that each type of employee brings to the table.

Organizations should first start defining required skills and measuring current skills.

Collecting skills will also help you identify and understand the so called T-Shaped, M-Shaped, and V-Shaped Professionals in your organization.

By fostering a culture of continuous learning and development, skills-based organizations can create a more engaged, versatile, and future-proof workforce—one where every employee, regardless of their model, can thrive and contribute meaningfully to the organization's success.

Jan-Willem Nieuwenhuys is Chief Skills Officer of Digital Skilled Professionals and is a trusted advisor in the field of skills-first organizations. Independent strategic advise and project management support for learning and skills management solutions.

We solve productivity and engagement issues to organise work and people around skills.

You can DM me here.

Jan-Willem is also host of the Learning & Skills Management podcast ??

Work changes quickly. Learning and transforming is a challenge for organizations. In these podcasts, we have conversations with learning leaders, professionals, and solution providers who have applied successful methods to transform a business environment.