Talent Trends 2027

Many companies still judge adaptability by gut feel, but it’s measurable. Korn Ferry defines it as learning agility, the ability to learn fast and apply that learning to something new. Treat adaptability as a testable capability to ensure you’re getting what you need. “Knowing when to trust instinct, when to reach for data, and when to blend the two—that's the real test,” says Cathi Rittelmann.

Like any skill, adaptability will grow through exposure. Move people into roles, projects, or teams outside, but adjacent, to what they already know, and let the unfamiliar do the teaching.

Embed a have-a-go mentality into your culture. If someone takes a risk and gets punished for it, everyone will learn to stick to what they're good at and play it safe. It would be better to publicly reward people when they try out a new approach or skill, even if it doesn’t always lead to a roaring success.

Give candidates a real task from the job itself, such as a sample of AI output to judge or a mock client scenario to handle, and see how they perform. Keep the test short or offer a fee if it’s a lengthy test with an output you might actually use.

Judgment isn't something people figure out alone. Let new hires shadow someone senior handling a task before they're expected to take on something similar themselves.

New hires should be given a small project with clear objectives early on. Not a shadow assignment. Give them something with actual stakes.

Higher-value work is exciting, right up until someone's underwater in month two. Check in earlier than you think you should so you can give them some guidance if needed.

A short list of two or three names in a succession pipeline assumes everyone still moves straight up. Most people won't anymore.

Recognize skill-building and cross-functional experience in pay and recognition. Treat them as real progress, not a detour.

When career paths become less predictable, recruiters need to be part of the conversation earlier. “The question isn't just, ‘Do we have the people?’ It's, ‘Do our people have the skills for the work that's coming?’" says Ellis.

A title tells you what someone was hired to do. It doesn't tell you what they can do now or what they could do next. Track skills development instead, so you know exactly who to tap when a critical role opens.

Leadership training is often built around running a stable team. Create training programs that simulate major changes to the business, so managers can practice leading their teams through ongoing disruption.

Assess managers on how quickly they can adapt when circumstances shift. Those who respond well are more likely to help their teams do the same.

When senior leaders make decisions about AI or other fast-moving issues, managers need more context than just the decision. Change won’t happen until mindsets shift, and that only happens when people can understand the bigger picture.

Managers are usually expected to explain why change is happening, but when the goalposts keep moving, that won’t always be possible. Coach managers to become comfortable with not always having the answer.

People might be less inclined to take on debt for a trade the way they might for a degree. Offer to cover the cost upfront and watch your applicant pool expand.

The best teacher for a technician role is someone already doing the job well. Reward them for the hours they spend training someone new.

Shortages are worse in places nobody wants to relocate to. "If a plant or facility goes up somewhere remote, the technicians you need often won't exist there, and the ones you want are unlikely to want to move," says MacDonald. "So you’ll need to train up the talent that's already in the area."

Job listings for frontline roles often make it sound like they’re placeholder jobs, even when the role could lead to something bigger. When writing up the descriptions, focus on what they could be—a competitive career with a solid future.

As long as every function controls its own budget, it'll keep making separate decisions, no matter what the reporting lines say. Combine the money, and more connected decision-making will follow.

The fastest way to bring these functions together will be through who you hire next. "The companies ahead of the curve on this merger will be the ones who recruit for an enterprise leadership mindset into HR—people who think about the whole business, not just their corner of it," notes Papandreou.

TA, L&D, and workforce planning shape a person's hiring, growth, and career path from different angles. Map where those processes overlap and where the real gaps are, then use that to decide what belongs in the new HR function.

If you’re planning to add a new senior role, such as Head of Skills, but you don’t give them authority to make decisions, then it’ll just be a title, not a job. Back it with real responsibility.