Nearly seven in 10 leaders expect hiring, learning and workforce planning to unite as roles like head of skills emerge
Hiring, learning and workforce planning teams are set to merge into a single talent function in 2027, according to Korn Ferry's latest Talent Trends report, which also forecasts the rise of new senior human resources (HR) roles focused on skills, work design and artificial intelligence (AI).
The consulting firm found that 69% of respondents agree HR, talent acquisition, learning and development, and workforce planning will become one integrated function.
The 13th annual report, published on 22 October 2026, surveyed more than 1,300 talent and senior leaders across over 75 countries, from talent teams and chief human resources officers to CEOs and board members.
Why talent silos are breaking down
Korn Ferry said these functions currently operate as separate departments, each with its own leader and budget, but expects those silos to break down as skills become more fluid.
It argues that the skills a business hires for, builds internally and needs next are all part of the same workforce puzzle.
"Talent teams will join forces to become a single talent ecosystem," said David Ellis of Korn Ferry.
The shift comes as capability, rather than headcount, becomes the main concern for employers.
According to the survey, 77% of leaders said capability gaps will be a greater challenge than talent shortages, while 78% said too few people are prepared for how work will be done in the future. Another 66% plan to invest heavily in reskilling.
"The work people are being asked to do is evolving faster than many organisations are prepared for," said Jeanne MacDonald, chief executive officer of recruitment process outsourcing at Korn Ferry.
New roles for skills and human-AI work
Meanwhile, the combined HR team is also expected to bring new leadership positions.
Nearly half (47%) of respondents agreed that specialist leadership roles will become more common, with Korn Ferry pointing to positions such as head of skills, head of work design and head of human-AI.
The firm cautioned that such appointments will carry little weight without real decision-making power, warning that a senior role lacking authority amounts to a title rather than a job.
"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," the report read.
What this means for HR leaders
Korn Ferry's guidance centres on budgets, structure and hiring. The report recommends combining budgets across talent functions. It notes that teams controlling their own money will keep making separate decisions, regardless of reporting lines.
It also advises organisations to map where talent acquisition, learning and development, and workforce planning overlap, and where the real gaps lie. That analysis should then determine what belongs in the new HR function.
Recruitment is another lever, with the report urging employers to bring people with an enterprise leadership mindset into HR – those who think about the whole business rather than their own corner of it.
"Organisations will need clear career pathways, meaningful development and managers who help people build the capabilities their businesses need," MacDonald said.
