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Future Trends and Predictions: The Rise of Pi-Shaped Employees

Kane Mar |  11m 15s

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As we step further into the 21st century, the landscape of work and the skills required to thrive in it are undergoing a seismic shift. The concept of pi-shaped employees has gained traction, and it’s poised to play a pivotal role in the future of work. Here, we will explore the trends, shifts, and predictions surrounding this innovative skill set.

Pi-Shaped Skill Sets

A Scrum Alliance and Business Agility Institute report, "Skills in the New World of Work," found many employers are currently searching for employees with what can be described as "pi-shaped" skill sets.

These employees possess two (i.e., the two "legs" of the pi symbol) or more core competencies in addition to a broad range of things they're moderately good at. 

For example, consider a scrum master who is also experienced in managing stakeholders and technical expertise.

Contrast this idea with the "T-shaped" employee, whom agile teams have long relied on to have one deep specialized skill in addition to a generally broad range of other capabilities they're moderately good at.

Evolving Skills Landscape

The digital transformation, accelerated by global events such as the COVID-19 pandemic, has reshaped the skills landscape.

Automation and artificial intelligence are taking over routine tasks, highlighting the need for skills that are uniquely human and cannot be easily replicated by machines. Critical thinking, emotional intelligence, and the ability to collaborate across disciplines are becoming indispensable.

In this context, pi-shaped employees, with their dual expertise and collaborative skills, are emerging as invaluable assets. They are adept at navigating the complexities of a digital world, blending technical know-how with soft skills to create innovative solutions and drive progress.

Increasing Demand for Versatile Talent

The demand for versatile talent is surging. Organizations are looking for employees who can wear multiple hats, adapt to changing circumstances, and contribute to various facets of the business. The pi-shaped employee, with their broad skill set and deep expertise in multiple areas, fits this bill perfectly.

They are not confined to silos; instead, they act as bridges between different departments, fostering communication and collaboration. Their versatility makes them highly adaptable, ready to take on new challenges and roles as the business landscape evolves.

Cultivating Pi-Shaped Talent: A Strategic Imperative

Recognizing the value of pi-shaped employees is one thing; actively cultivating such talent is another. Organizations need to embrace a culture of continuous learning, providing opportunities for employees to develop and hone their skills.

Mentorship programs, cross-functional projects, and ongoing training initiatives are crucial in this regard. They help in nurturing the dual expertise of pi-shaped employees, ensuring that they have the resources and support needed to flourish.

The Role of Education and Continuous Learning

The education system plays a critical role in shaping the workforce of the future. There is a growing recognition of the need to move beyond traditional models of education, focusing instead on fostering critical thinking, problem-solving, and collaboration skills.

Continuous learning and upskilling have become the order of the day. Pi-shaped employees are lifelong learners, constantly seeking to expand their knowledge and skills. Organizations that invest in learning and development initiatives are likely to be the breeding grounds for pi-shaped talent.

The Future Work Environment: A Breeding Ground for Pi-Shaped Talent

The work environment of the future is one that values agility, innovation, and collaboration. It’s a setting where pi-shaped employees can truly thrive. As organizations continue to navigate the complexities of a digital world, the ability to bring diverse skills to the table, to innovate, and to collaborate across boundaries will be paramount.

In this environment, pi-shaped employees will not just survive; they will flourish, driving innovation, bridging gaps, and contributing to the resilience and agility of the workforce.

Embracing the Future with Pi-Shaped Employees

The future of work is bright for pi-shaped employees. They represent a new breed of talent, equipped to navigate the challenges of a rapidly changing world. Their unique combination of skills positions them as invaluable assets, ready to drive innovation, foster collaboration, and contribute to the success of organizations.

As we look ahead, the onus is on both individuals and organizations to recognize the value of pi-shaped talent, to invest in their development, and to create an environment where they can thrive. The future belongs to the agile, the adaptable, and the versatile—in other words, the pi-shaped employees.

Learn More: Download "Skills in the New World of Work" Now

In addition to skill capabilities, this new report is chock full of insights about what employers are looking for and what employees are experiencing in the labor market. Please fill out the form below to get your copy of the report.

 

 

 

About the author

Kane Mar
Biography Why should I attend one of your courses? I am Scrum trainer (CST) and coach (CSC) specializing in the use of Scrum and Extreme Programming. I have been working exclusively with Agile software development teams since 2001 and have worked with clients such as Microsoft, Capital One, Progressive, Oracle and TransCanada Pipelines. I was one of the first 30 Scrum trainers worldwide, and I've been training companies in the use of Scrum since 2006. I'm also one of the first three Scrum coaches when the certification was release in 2007. However, I don't feel that training is about the trainer ... it's about the participant. It's about how the trainer communicates the essential principles, methods and practices in a manner that's fun, engaging and thought provoking. I believe that learning is most effective if done through a combination of exercises, games, and discussion. And so, I've constructed my training materials in this manner to provide an educational but still enjoyable course. What experience do you have with traditional Project Management? Prior to my work with Agile software development, I had 10 years of experience as a software developer and project manager for Waterfall and RUP projects working with Java, Smalltalk, C, PowerBuilder, SQL and PL/SQL. I worked as a project manager for PriceWaterhouseCoopers (now IBM Global Services), delivering "at risk" projects. And, I was successful by using a combination of managing client expectations and technical ability. To be successful in a traditional project management role requires a great deal of personal sacrifice, and for me it wasn't sustainable. After years of death march projects I needed to find a way to be successful in a more mature, holistic fashion. And, I found that in the Scrum community ... let me share my experiences with you. What experience do you have with large companies, and senior management? Ken Schwaber wrote the famous "Scrum is hard and disruptive" paper in 2007, in part to help the wider community understand that Agile software development is a systematic change to how software is delivered. I am experienced in guiding organizations, and I have successfully helped in the transition of Capital One, Qpass and TCPL. I know what it's like to have a difficult question from the CIO, I understand what information she is looking for and how to provide it. I also wrote the white paper A Roadmap to Agile Development: A Strategy to Increase Adoption Success, which is the corner stone of my free online mini-course. You can find more details about this white paper and the online course on my website. What is your experience with the Agile technical practices? I began my career as a software developer, and I love code. Although I haven't coded professional since I became a Scrum trainer (CST) I still learn a new language every year. During my time at Thoughworks (2001-2006) in the US, I worked with some of the most experienced and cutting edge Agile developers in the world. It took me several years to learn all the tools, techniques and practices involved with Agile software development. I found that understanding some of the key Agile engineering concepts is as important as understanding the technical practices. And, it was only once I fully embraced the art of the possible was I able to let go of many of my fears and help take a teams performance to the limit. Can you help teams struggling with Self-Organization? Or poor quality code? Can you show teams how to deliver an "increment of potentially shippable code" within a 2 week sprint? Yes ... these are all common issues that Scrum teams struggle with. I help my course participants learn by guiding them through physical game play, in depth discussions and case studies. I firmly believe that it's only be doing Scrum are participants able to understand what it feels like to be on a Scrum team, and to appreciate the collaborative nature of Agile software development. I still have questions. Why not read some of my material online? I've been writing and blogging about Agile software development since 2005, and it's a great way to get introduced to my work as a trainer. My blog can be found at http://Scrumology.com I'm also on Facebook, and Twitter although I'm not nearly as active as I have been in the past. You may also want to read some of the endorsements that I've received through my LinkedIn profile.