- Cross-functional collaboration isn’t optional — it’s essential. Without it, organizations will waste talent and struggle to adapt to business needs.
- Embrace a skills-first mindset, and focus on learning, adaptability, and growth to future-proof your HR career.
- AI isn’t the enemy — it’s a way to get more done, faster. Embrace AI and skills intelligence now to drive smarter talent strategies and keep pace with a rapidly changing world of work.
The other day I overheard a conversation between two HR leaders, and one of them said, “Our organization is moving fast, but not always in the same direction.”
That stuck with me. As someone who spends a lot of time talking to talent teams, I hear this a lot: smart people are doing great work but aren’t always in sync.
That’s exactly what we tackled on our May Talent Table webinar, where I was joined by Nehal Nangia, Industry Analyst and Senior Research Director from The Josh Bersin Company, and Colin Mitchell, Senior Talent Acquisition Manager for the Americas from Huntsman Corp. We went deep on what it really takes to align strategy across functions, embrace AI without getting overwhelmed, and build cultures that actually support growth.
If you’re navigating change, chasing alignment, or just trying to breathe a little easier while staying ahead, these takeaways are for you.
Colin Mitchell talks about how functional silos can hinder collaboration in organizations.
1. Break down silos to unleash organizational agility
We all know functional silos are a problem, but Nangia put it into perspective with one of the most relatable analogies I’ve heard.
“Imagine a world-class orchestra where every musician is incredibly talented, but no one is playing in sync,” Nangia said. “The result isn’t music — it’s noise. That’s exactly what happens when departments operate in silos.”
Mitchell emphasized that while many teams are working toward the same end goal — business success — they often fail to coordinate in a way that aligns those efforts.
“No function works in isolation,” Mitchell said. “TA, talent management, L&D — we all feed into each other’s success. Without cross-functional communication, you miss opportunities to reskill internally or even avoid layoffs.”
One common breakdown? Teams hiring externally while others lay off employees internally — missing opportunities for redeployment simply because data and communication aren’t shared.
To fix this, HR leaders need to address cultural barriers, misaligned incentives, and a lack of shared goals across teams.
“Culture, systems, and reward structures all need to align toward enterprise thinking,” Nangia said. “If we reward talent hoarding, people will hoard talent.”
Nehal Nangia and Colin Mitchell share how they are applying a skills-first lens to their own careers and organizations.
2. Apply a skills-first lens to your own career
I loved this point. We talk so much about a skills-first approach for our organizations, but how often do we apply that lens to our own growth?
“I always remind myself: my experiences don’t define my future. My skills — and the skills I can learn — do,” Nangia said. “We have to stop thinking, ‘I don’t have the right degree,’ and start thinking, ‘I can build the right skills.’”
Mitchell echoed that sentiment, describing his own journey into talent acquisition. “I didn’t set out to be in TA,” he said. “But I stayed open to opportunities that aligned with my strengths — and sometimes that meant stepping into uncomfortable roles.”
This mindset is essential in today’s environment. With job requirements constantly evolving, HR professionals can no longer rely solely on past titles or linear career paths. Instead, as Nangia put it, “Prioritizing skills over experience opens doors.”
3. Build a culture that encourages learning and vulnerability
This part of the conversation was like a master class in human-centered leadership. Curiosity, safety, experimentation — none of it happens by accident. It starts with how we show up as leaders.
“Leaders don’t need to be know-it-alls,” Nangia said. “They need to be ‘learn-it-alls.’ That mindset fosters growth across the team.”
That is going to stick with me. And Mitchell? He reminded us that career conversations shouldn’t be annual events. They should be real, ongoing, and centered on exploration.
“Don’t just check in once a year,” he said. “Have regular career conversations that ask, ‘Where do you want to go? What are you curious about? What skills do you want to build?’”
It’s also important to give employees time and space to learn. “You can’t say you support development and then expect people to do it after hours,” Nangia said. She pointed to Google’s famous 20% time as a best practice, where employees are encouraged to explore passion projects that often result in innovation.
I talked about how sometimes the best way to meet someone from another department is through a work-sponsored sports team, in an employee resource group (ERG), or on a cross-functional project. Those organic relationships build trust and create opportunities for growth.
Colin Mitchell talks about the benefits and challenges organizations face when giving AI a seat at the table.
4. Give AI a seat at the table
This was a big theme and one I’m passionate about. I said it during the session, and I’ll say it again: today is the slowest AI will ever be.
That’s not meant to scare you — it’s meant to wake us up.
Nangia was crystal clear: “Always, always, always invite AI to the table. It may not be the solution, but if you don’t consider it, you’ll never know what’s possible.”
Both she and Mitchell emphasized the importance of aligning AI to a clear business strategy. “Don’t adopt AI because it’s trendy,” Mitchell said. “Start with your North Star — what your organization is trying to achieve — and then ask how AI helps you get there.”
Skills intelligence platforms are one of the most powerful applications of AI in talent. Nangia explained it this way: “These tools show you what skills are emerging, which are in decline, and who in your organization could be reskilled for open roles. That’s incredibly powerful.”
But without communication and leadership buy-in, even the best tools fall flat. “AI only works if people know how and why to use it,” Mitchell added. “And if managers don’t understand skills-based hiring or mobility, no tech can fix that.”
5. Focus on enduring capabilities to stay competitive
In a world where job descriptions change faster than ever, what should HR professionals focus on to future-proof their careers?
“AI skills, data analytics, and tech literacy are important,” Nangia said, “but the most enduring capabilities are curiosity, learning velocity, and resilience. These are what will keep you relevant five, 10 years from now.”
Mitchell added that business acumen is a non-negotiable for HR leaders. “You’ve got to understand the business if you want a seat at the table,” he said. “At Huntsman, my team starts every day by reading industry news or listening to our earnings calls. That’s how we make better hiring decisions and add real value.”
And perhaps most importantly, both speakers encouraged us all to give ourselves grace.
“As tech gets smarter, it’s easy to feel overwhelmed,” Nangia said. “That’s why being kind to yourself is a skill too. You don’t need to have all the answers — you just need to stay open and keep learning.”
Final thought: Stay open, stay curious, stay human
Our Talent Table discussion made one thing clear — the role of HR is expanding. It’s no longer just about compliance or filling roles. It’s about building adaptable, empowered, and connected organizations.
That means thinking differently — about skills, about tech, and about ourselves.
As Nangia reminded us, “If you don’t invite AI and new ideas to the table, you’re limiting your possibilities before you even begin.”
And Mitchell’s parting advice? “Explore the art of the possible. Learn what’s out there — and then make your own plan for how to lead your organization forward.”
Watch “From silos to strategies: Empowering talent teams with skills and self-reflection” on demand now.