Generalist Vs Specialist

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Generalist Vs Specialist

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Specialist or Generalist - Whats Your Choice?

The current slowdown has brought forward some interesting views on Career Development;

Generalist Vs Specialist

The contention between being a Specialist or a Generalist has become very valid with the present times. Not only would this be relevant to new generation employees (Gen Y) but also to employers who are looking forward to grow inspite of an uncertain global environment.

Businesses are on one hand looking at professionals who are versatile and possess a wide range of knowledge and skills ( The Generalist) - while there is also a compelling need to have those with indepth and extensive knowledge on certain specific disciplines ( The Specialists).

Those in favor of Specialization believe the age of "Jack of all, Master of none" is past; while the Generalists are forwarding their cause as Strategic partners in Business.

At this juncture it would be wise to understand the relative differences between a Specialist and a Generalist. (refer to the PPT in the above post).

Some distinguishing features between the two can be summarized as below:

• A Specialist focuses on Tasks while a Generalist focuses on the context in which the tasks are carried out.
• A Specialist as the name suggests possesses comprehensive knowledge on a certain discipline while a Generalist's knowledge may not be deep, but spreads across various disciplines.
• A Specialist is more concerned with the employment of resources ( i.e Doing) while a Generalist is inclined towards deployment of resources ( i.e. arrangements).
• A Specialist tends to DO more ( Tactics involved in carrying out a Specific task) , while the Generalist tends to DEAL more ( Strategy of Dealing with people and processes).

Courtesy Fred Nickols, 2004 - From Generalists and Specialists - Whom Do I Consult?

In Favor of the Generalists
The level of a person in the business or a specific job can play a significant role in whether specialization or generalization is required. More specialized knowledge and experience becomes less important the higher your position.Executives need exposure and knowledge of a breadth of topics, while lower levels may need more detailed knowledge of a narrower range of topics.

While a person may find himself in a position of specialization, it is important to keep in touch with areas outside that area of specialization. In order for organizations to remain lean and flexible, there is a push to ensure that all personnel (including managers) have a broad perspective and a broad range of skills. Employees who refuse to broaden their skill set or take on assignments outside of their area of expertise are valued less within company's ranks.

In Favor of the Specialists

Specialists focus on Core Competencies; just as companies focus on theirs . This fact turns the tide in favor of the Specialists. The world has changed dramatically. People now work in organizational networks, not true hierarchies. And ultimately businesses change so fast that the business you are running is likely to change right out from under you.In most cases the success of companies is dependent on deep levels of expertise and judgment that Specialists posses: not simply good management and leadership skills of the Generalists.

This is not to say that leadership capabilities ( that the Generalists so often portray as their core competency) are not important: they clearly are. But if you look at what we call "enduring organizations," they endure because they are very focused on their core competencies: they are the "best in the world" at one or two things.

Several leading multinationals like Intel, Microsoft, Pfizer, Qualcomm have flourished upon their dependence on Specialist Knowledge. These companies did not become billion dollar companies by hiring and developing "good managers" - they did it through expertise and specialization. Early in their lives they found their niche: they focused heavily on it over many years; and they build deep levels of skills, expertise, experience, and sustainable competitive advantage in these areas.

The Verdict

Now coming back to the question of being a Generalist or Specialist.

Well, this is something that the individual has to choose as part of his/her Career Decision. Knowing the pros and cons of both can help in easing the decision making process. One also has to be aware of the consequences of such a decision and its impact on ones future jobs.

A prospective Generalist should be inclined to learn the various facets of business. He should be open to more wider specter of knowledge that comes his way. His breadth of knowledge will determine his success.

A prospective Specialist will need to exhibit curiosity in knowing MORE. He has to choose his area of interest and make all out efforts to dwell into the depths of his chosen discipline. This will require hard work and the determination to know all that can be known and to search for the unknown.

So, Whats Your take? Specialist or Generalist!


Some interesting reads: Who Do You Hire: Generalists or Specialists? by Mike Smith

Why the Slowdown is a Boon for some!

Being unemployed myself, I was foraging through the wide mazes of the internet for resources that could help folks like me! Thanks to Sergey Brin and Larry Page (for the Google) that I ended up at some really interesting sites that were making hay while the Sun shone.

Check out some of these really funny yet helpful portals that are specifically aimed at those Laid Off! Indeed I am reminded of the old adage " One man's adversity is anothers' opportunity".

But not to blame all these, since some of them are providing totally free advisory services and other Resources to the needy.

• Telonu.com - For the Laid Off to share their Horror Stories Anonymously (Rant and Rave Portal!)
• layoffsupportnetwork.com - Advisory on Living without a Job
• laidoffcentral.com - Social Networking for Laid Off folks across the world!

Do let me know if you come across some interesting portals as well!

HR Professional Killed By Worker Mob at PRICOL

Yet another fall out of an apparently strained industrial relations. A senior HR Professional at PRICOL lost his life today in a gruesome incident at their Coimbatore facility.

No matter how provocative things would have been, such behavior is totally unjustified.

Indeed a wake up call for all concerned ( employers and employers) on the detoriating labour conditions in the country.

Read what other dailies are talking about the incident.

• Pricol HR executive succumbs in labour strife - The Economic Times
• Pricol official dies - The Hindu

Innovate? Me? - This is a Recession!!

Trading Innovation for Survival:

Of all the steps taken to negate the impact of the slow down, perhaps the most significant ( in monetary terms)one remains the Cut in R&D expenditure. ( though Lay Offs are more popular due to their sentimental value).

While this seems like the ideal strategy for the short term, in reality such practices would actually put organizations at more risk than previously thought. Sacrificing innovation amidst the recessionary cost-cutting frenzy can leave companies vulnerable in the long run.

Firing Talent, Cutting back on technology expenditures, reducing risks,stopping new product development and replacing systems management over Innovation as Key Strategy for success are the Worst Mistakes that an organization can do during the bad times.

These actions are partly because of the misconception on what Innovation really means. Innovation is not Rocket Science. Innovation doesn't always refer to inventing new technologies or making drug discoveries!

Peter Drucker rightly points out the effects of innovation during recessionary time in his work : Management - Tasks, Responsibilities and Practices

"Innovation is a term of economics than technology. The most productive innovation is a different product or a service creating a new potential for satisfaction, rather than improvement. Typically this new and different product costs more - yet its overall effect is to make the economy more productive"

Also from Drucker Library: Peter Drucker and Innovation

Perhaps its time for your company to jump OUT of the bandwagon of needless layoffs and cost cutting and see the see the Upside of Recession - The Innovation Engine.

Other Interesting Reads: Innovation is recession-resistant
The Official Site of Drucker

News You Can Use

New Section at GyanHR

I plan to introduce a new section on my Blog: NEWS; where I would post news and other updates that would be relevant to HR Pros as well as other interested readers.

To start of, here we go with the first few links:

1. Economic downturn sees an upsurge in labour unrest - From the Business Standard
2. Jet Airways Stand Off resolved - From the Business Standard
3. More B-Schools trying to lure PSUs for placements - Business Standard

Recession: How Flexible Compensation and Rewards Strategies Help

Recently, I met a HR friend of mine who works for a renowned IT services firm in India. As its so usual these days, our talk slowly drifted into the realms of the economic slowdown and its impact. In spite of the tremendous beating that the services industries had taken during the year, his company continued to make profits without resorting to any sort of extensive layoffs or fancy cost cutting measures.

More interestingly the company managed to dole out bonuses to all employees ( around 50, 000 of them) during the worst quarter. Apparently the company made some significant changes in its compensation structure just before the slowdown set in - i.by increasing the proportion of the incentive pay in the overall salary lay out.

This was followed by major changes in the job descriptions of all leaders in the organization - which included improving team performance, increasing the Utilization Rates ( a major parameter which depicts the exact proportion of employees engaged in software development work - closely linked to Productivity), and fostering Innovation ( Bright Ideas for Dark Days!).

The above is a good example of how an adaptive Compensation Strategy has helped organizations successfully tide over tough times.

Here are some lessons that the Recession has reinforced on Compensation Managers:

• Customer Value: A good compensation and reward strategy should inspire employees to enhance customer value ( and Shareholder Value). This, perhaps is the ultimate aim of such strategies.
• Performance Oriented: Organizations today are highly performance oriented; hence a compensation strategy that is not visibly Performance Linked would fail to attract, retain or motivate employees.
• Flexibility: Though compensation strategies are expected to be robust and closely linked to the organizational goals, its also essential that such plans are also flexible enough to handle external situations which may be totally outside the control of the firm.
• Communication and Trust: Also its important that employees are aware of their organization's compensation rationale and that they are taken into confidence before any significant changes are planned in the overall pay structure. Such Transparency will breed trust and avoid the unnecessary rumours that often make their rounds during tough times.

Saving HR - Step 3

Step 3 - Rebuilding a Positive Image through Empowerment

Jay talks about HR getting itself rid of the "Knucklehead Stuff". There exists a serious problem of perception among employees about HR. They always believe that all policies, rules, norms ( or whatever you call it) is the brainchild of the HR guy. And when these policies run against employee well being or end up being unduly restraining, they turn to the HR folks for a resolution - and the HR guy inevitably shows up with the I-swear-I'm-not-making-this-up response.

Employees are annoyed and dismayed by the irony ( or their perception) that if someone is not able to change the rules, then they just cant be in-charge of making them in the first place!

Such employee perception will go a long way in determining the image of HR.

Jay also posts an interesting experience in his blog supporting this view.

Saving HR - Contd1...

Step2 : Outsource the "personnel stuff"

Jay is Bang On! A lot of HR pros spend considerable time and energy managing trivial administrative stuff! While everyone seems to agree that HR should play the role of a strategic partner in Business. the same has not resulted in any concrete action on the ground. Jay has a solution which i cant refuse to agree : "Outsource"

"Outsource it. Send it to India. Offload it to companies who provide these services as an "outside personnel department." Clear your desk of the nickel-and-dime stuff. Then you can focus on developing, managing, and retaining the best talent your company can get."

Saving HR

That HR needs to move to the next level as a Business Partner is obvious, but how do we? In continuation to my post of "Five Things HR Can Do"; How do we save HR? - Post Courtesy Jay Shepherds.

Step 1 — Moving HR to "C" level - Bringing HR to the Spotlight

Most companies have a handful of executives who report directly to the CEO: the Chief Operating Officer, the Chief Financial Officer, the Chief Information Officer, the Chief Marketing Officer, and the Chief Legal Officer (usually called the General Counsel). But rare is the company that has its head of human resources sitting in the"C suite."

This makes no sense. Every company depends upon having the best people — the best talent — it possibly can to succeed. Without top talent, who actually does the operations, finances, technology, marketing, or legal stuff? Why do most companies relegate the recruiting and managing of talent to an administrative position that usually reports to the CFO? Even the term "human resources" — itself a euphemism for the drab "personnel" — demeans the role and its importance. HR professionals often decry not having "a seat at the table," and for good reason. Most companies fail to recognize the strategic role that HR should play.

The Truth about CSR

I have always been intrigued by the sudden love of India Inc towards Corporate Social Responsibility! (CSR).

I had believed that CSR was more of a Social Volunteering by Corporates; a result of their moral guilt born out of their insatiable lust for Natural Resources and their inability to give back in quality and quantity what they have exploited.

CSR has today become a a very powerful diversionary tool which shifts the focus from problems caused by corporate mismanagement (of the environment) to so called pressing social issues!

While most CSR Reports from Business Houses mention of the good things they have done, almost none of them cite the harm they have done to the people and environment around them! The Social Economic Costs of Industrialization is something that most Corporates and the Government have willfully ignored.

I found one such voice in a leading portal http://www.amrc.org.hk/


Check out the link to download the Critical Reflection on CSR

Shasun Shuts Down its Plant in Cuddalore

Controversy has been brewing around the Shasun Chemical's plant that produces drugs in Tamil Nadu. Finally the Government and the Pollution Control Board seem to have got their act together and sent a notice to the Factory asking it to stop all production activities until further notice.

Check out this link on BusinessLine