The idea of the T-shaped employee—someone with deep expertise in one area and a broad skill set across others—has become a prominent topic. Especially in 2025, with the rapid pace of technological change and evolving business landscapes, this concept continues to spark conversations.

The agile, responsive organisational structures discussed in Gartner's report require employees who are not only experts in their respective fields but are also capable of working across various teams and departments for 2025.

In such a landscape, Harvard Business Publishing introduces the concept of "both/and" leadership, where leaders are encouraged to develop skills that combine deep expertise ("I-shaped") with the ability to collaborate and understand broader organisational strategies ("T-shaped").

The T-shape model might seem like the ideal approach for growth. But is it really the best route to career advancement today?

The reality is a little more nuanced. The T-shaped approach works for some, but for others, it may not always be the best fit. Let's explore both sides and find the sweet spot that works for everyone.

Building Depth Without Overwhelm

On the surface, the T-shaped employee is the perfect blend of depth and breadth. Being an expert in one field while having a broad range of skills can make someone incredibly versatile, adaptable, and valuable.

One of the key challenges in fostering T-shaped employees is ensuring that individuals are not spread too thin.

Rather than choosing between expertise or versatility, the answer might lie in finding a balance between the two. The beauty of the T-shape is that it allows for both depth and breadth, but it needs to be managed thoughtfully.

Employees can—and should—build deep expertise in one area, but this doesn’t mean they have to forsake learning new skills. The key is to do so in a way that complements their core strengths without overwhelming them.

The challenge is in supporting this balance. Encourage employees to develop their expertise while also offering opportunities to broaden their skillset where necessary. It’s about allowing them to grow without losing sight of their true passion and strength.

The insights drawn from Sophie (Global Talent Acquisition Project Manager (Headquarter COE) at Delta Electronics) emphasise how the T-shaped skillset remains highly relevant both professionally and personally, particularly as businesses and individuals navigate the ever-changing work environment.

First, what does the company need right now—what profile and skill sets are we looking for? Second, what are the employees' own interests? Finding the sweet spot between these two is crucial, as misalignment will eventually lead to dissatisfaction on one side.

By offering targeted learning programmes, keeping an eye on cross-functional collaboration, and providing time for employees to reflect on their personal and professional goals, organisations can help people achieve this balance without burning out.

When balancing these elements, we offer employees a dual-track career path. One option is the people manager track, where you'll focus on managing teams rather than developing technical expertise. It's always a give and take.

Does the T-Shaped Model Work for Every Role?

In Southeast Asia, where businesses are diversifying and expanding, employees who can cross-functionalise their expertise are an asset. A person who can collaborate across teams, understand various business facets, and contribute in multiple ways is highly sought after.

The T-shape concept encourages growth by promoting continuous learning and widening one’s skillset. After all, adaptability is key in a global economy, and the ability to apply expertise in new contexts can lead to unexpected opportunities. According to Sophie:

The T-shaped talent, particularly benefits people managers and those advancing in their careers. When you move up, having deep expertise in one domain becomes especially valuable—you bring substantial insights and experience to the table.

While the T-shaped model is widely applicable, it doesn’t always work for every role. In fields like medicine, law, or highly technical industries, deep expertise is often paramount, and breadth can sometimes take a backseat. In such cases, specialization is not just preferred but necessary for success.

As you progress, the challenges become more complex. That's where the horizontal bar of the "T" becomes crucial, helping you make better decisions across different areas.

In these roles, while general knowledge of other areas can certainly be beneficial (like understanding the basics of administration or IT systems), the depth of expertise often outweighs the need for a broad skillset.

It’s essential to recognise that in such industries, the path to growth may need to be adjusted to ensure that employees have the time and space to hone their deep expertise.

On the other hand, roles that involve cross-functional collaboration—like in marketing, product development, or management—might benefit more from the T-shaped model.

Employees in these roles thrive when they can draw from a variety of knowledge areas and still maintain a strong point of expertise.

When we create cross-functional scenarios, we start with people's original job scope but try to extend it. We bring them to customer meetings and cross-functional meetings. When they see how their work connects to final outcomes and hear feedback from others, it often triggers a shift in identity or creates a welcome challenge.

For these positions, it’s about fostering a team environment where diverse skills come together to drive innovation and problem-solving.

They begin to notice gaps and gradually work to bridge them. This is essentially a facilitation process: we create scenarios, environments, and opportunities for natural immersion.

Supporting Employees in Defining Their Own Growth Path

A critical part of the T-shaped model is allowing employees to define their own growth path. Too often, growth is seen as a one-size-fits-all trajectory dictated by organizational needs or leadership’s expectations. This can lead to frustration and burnout. Instead, the goal should be to give employees the autonomy to identify where they want to grow, both in terms of depth and breadth.

At the end of the day, career growth isn’t one-size-fits-all. Some people thrive in T-shaped roles, while others may find more fulfilment by going deeper into their chosen field. Sophie points out:

Building a learning culture means that when people need to learn something new to do their jobs better, it's viewed as an investment rather than extra work. For example, if a manager encourages you to use an AI tool to create something new, there will be a learning curve. While this takes time, what matters is how leadership responds to and recognizes this growth process.

Both paths are valid, and it’s essential to recognise that every individual’s journey is unique. Leaders should understand that growth is personal, and what works for one person may not be the right fit for another.

Creating a supportive learning culture with evolving leadership is crucial, especially since T-shaped employees already juggle many responsibilities.

Ultimately, career growth is deeply personal. It’s about offering employees the freedom to choose how they grow—whether it’s through deepening their expertise, expanding their skillset, or a mix of both.

The focus should always be on supporting employees in a way that aligns with their strengths, values, and long-term aspirations. When employees feel fulfilled and supported in their growth, they’re more likely to contribute meaningfully to the organisation.

After all, growth should be an empowering journey, not a race to master everything.

Reflection Questions:

The T-shaped employee model has been celebrated for its adaptability, but does it truly deliver long-term value, or could it be leading to unintended consequences?

Take a moment to challenge the conventional wisdom and consider these reflection questions that might reshape how you approach employee development in 2025 and beyond.

• How can we make sure that employees continue to build deep expertise while also expanding their skillsets, without feeling overwhelmed by the constant demand to "do it all"?
• Does the T-shaped model work for every role within your organisation, or are there particular positions or industries where depth should be prioritised over breadth?
• How do we support employees in defining their own growth path?

About the Author

NewCampus Contributor is a group of HR specialists across Southeast Asia with deep expertise in fostering collaborations between people to inspire conversations and drive impactful people journeys.

• Sophie Tseng, Global Talent Acquisition Project Manager (Headquarter COE) at Delta Electronics

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