A short recap on the T-shaped profile.

The T-shape refers to the visual representation of the skill set of a person. The vertical part of the T refers to the expertise acquired in a certain field. In other words, this is the set of skills in which you excel. The horizontal part of the T refers to the knowledge and skills outside of your own expertise. Profiles combining both horizontal and vertical skills are considered as T-shaped profiles or generalizing specialists.

Most of us are still evolving from an I-shaped or dash-shaped profile towards a T-shaped profile. Tough some already predict the need for pi-shaped, E-shaped and even hashtag-shaped profiles, having deep expertise in multiple fields.  :)

Why cross-functional teams need T-shaped profiles?

If each of the needed specializations is represented in a team, the team can be considered as a cross-functional team. Each team member takes up the work related to this specialization.  This works as long as the overall workload, the type of work and the team composition are a constant. Unfortunately change is the constant, thus most likely none of these three factors remain stable over time. That is the exact reason why a cross-functional team needs T-shaped profiles. In a team of generalizing specialists, where every team member is equally responsible for the end result, there is no individual workload. T-shaped profiles take up tasks outside of their expertise and make themselves useful where they are needed the most. A team of T-shaped profiles thrives, even in fast changing environments.

Why cross-functional teams create T-shaped profiles?

Where working in a cross-functional team requires team members to be T-shaped, it also makes them more T-shaped. In the ideal cross  functional team everyone is equally committed to reach the agreed upon end result.  This results in team members taking up tasks outside of their specialization when a colleague is in need of help or absent. When teams mature they weapon themselves against changes in workload, changes in type of work and changes in team composition, to deliver the agreed upon result. This results in; team members working in pairs on certain tasks, documenting important processes, having whiteboard sessions involving the entire team,…  All of these self emerging behaviors result in knowledge and expertise being shared withing the team.  As a result, creating cross functional teams where everyone is equally committed, results in team member becoming more T-shaped.

Join a cross-functional team and become more T-shaped!

The attached example is a made up job vacancy.  Nevertheless, I must say, most real life examples look very close to the example above. Vacancies are often an exhaustive overview of the company’s technology stack including all related tools and frameworks. The candidate matching this technology stack is considered as being talented.

For temporary missions when working with externals, the situation is different. In this case, I completely understand companies need a perfect match between technical expertise and technology used. However, I’m talking about hiring internals for a (hopefully) long-term engagement.

Unfortunately, there is a problem. Our companies change continuously and the technology used changes even faster. Therefore, by the time, the first candidate appears for his/her first interview, the technology stack and corresponding minimal job requirements have already changed.

Start hiring for the future

The war for talent is raging and we are still hiring for the past. Time to start hiring for the future by putting more focus on long-term winning competences: willingness to learn, proven learning capacity and having the mindset to experiment.

These competences will compensate for some of the missing skills and knowledge of the candidates.  Moreover, here is the good news: they will keep paying off in the fast changing technological environment we are living in.