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A dual focus for a changing workforce
Engagement among Irish workers remains strong which broadly mirrors the global picture. More than three-quarters (79%) are satisfied with their job, 89% feel proud of their work, and the same proportion say they go beyond what their role requires. This provides a firm foundation for change, but it doesn’t mean that all employees experience change in the same way.
Some workers are interested in AI’s potential and feel ready to adapt. Others are less confident about the pace or impact of change, particularly when it coincides with financial pressure, heavier workloads, or concerns about job security.
Pay and benefits remain important, selected by 63% of Irish workers compared with 57% globally, alongside job security, workplace relationships, career progression, and a manageable workload. These factors influence whether employees have the confidence, motivation, and capacity to learn new skills and adopt new ways of working.
Employers therefore need to focus on both parts of the workforce. Those already using AI should have opportunities to experiment responsibly, develop their skills, and improve how work is done. Those who feel less confident may need clearer communication, protected time for learning, and support that reflects the pressures they face.
A single workforce approach is unlikely to meet these different needs. Organisations should use workforce data, employee feedback, and regular conversations with managers to understand what helps or prevents different groups from adapting. They can then tailor communication, development, and support while maintaining a clear direction for the organisation.
Which factors are most important in your current or future job?
From AI adoption to workforce value
AI is becoming part of everyday work in Ireland, but adoption remains below the global rate: 51% of Irish workers used it in the past year compared with 64% globally. Among Irish workers, 62% report better-quality work, 60% say AI helped them make greater use of their skills, and 58% report increased creativity. These findings point to the potential benefits, but access to AI tools alone won’t produce lasting value.
Irish workers are broadly positive about greater AI use. Almost two-thirds feel at least somewhat energised (65%) and confident (62%), although one in four report some degree of fear. This mix of optimism and concern reinforces the need to introduce AI in a way that gives employees the skills, guidance, and confidence to use it well.
For Irish businesses, the next step is to move beyond isolated tools and pilots. Organisations should identify where AI can improve specific tasks, redesign roles and workflows accordingly, and give employees opportunities to test new approaches responsibly. Clear governance and appropriate oversight will also be important as adoption increases.
The return on AI investment will depend on whether greater use leads to better work, stronger productivity, and new ideas. Businesses should therefore measure more than adoption. They need to assess how AI affects the quality, speed, and value of work, and use that evidence to refine their approach.
How does the increasing use of AI in your job make you feel?
Readiness is high, but capacity is constrained
Irish workers report a high degree of readiness for change: 73% feel ready to adapt to new ways of working, while 68% understand the skills they will need in the future. This provides a strong foundation, but willingness to adapt doesn’t mean that every employee has the time, support, or capacity to do so.
The findings show that workers are learning while their jobs become more demanding. Around a third applied new skills, learned new tools or technologies, or experienced a significant increase in workload over the past year. For some, change is creating opportunities to develop. For others, the demands of their current role may leave little time to prepare for what comes next.
Managers play an important role in closing this gap. Seven in ten workers trust their manager, but organisations must give managers the clarity and authority to make practical decisions about roles, priorities, and development. Managers also need the capacity to support their teams through change rather than simply passing additional demands on to them.
Learning should be part of everyday work, not an extra requirement added to an already demanding role. Employers can support this by protecting time for development, reviewing workloads, setting clear priorities, and tailoring support to employees’ different levels of confidence and experience. These measures can help workers convert their stated readiness into active participation in change.
How much do you agree with these statements about your role?
Wider pressures shape capacity for change
Employees don’t experience workplace change in isolation. Two-thirds (66%) say the cost of living had a moderate or major impact on them at work, broadly in line with 62% globally. However, financial strain is more pronounced in Ireland: 46% can pay their bills but have little or nothing left over, compared with 42% globally, while 19% struggle to pay some or all of them, compared with 14% globally. Financial pressure can affect the time, energy, and confidence people have to learn, experiment, and adapt.
These findings add another dimension to a workforce adapting at different speeds. Some employees may feel energised by new opportunities, while others face financial strain, heavier workloads, or concerns about job security. The quality of leadership also matters. Poor management ethics affected 46% of Irish respondents, highlighting the importance of credible and consistent leadership during periods of change.
Employers can’t resolve every external pressure, but they can influence employees’ experience at work. Fair reward, manageable workloads, clear expectations, and visible development opportunities can give people greater confidence in the future. Leaders should also communicate openly about decisions, demonstrate the standards expected of others, and ensure that employees know where to raise concerns.
Supporting change therefore requires attention to both capability and circumstances. By understanding the pressures affecting different groups and addressing those within their control, organisations can enable more employees to participate, regardless of their starting point.
Which of the following best describes your current financial situation?
Turn workforce readiness into practical action
Irish workers are broadly ready for change, but differences in confidence, capacity, and experience require a more tailored response. Businesses should focus on three priorities to help more employees participate in change and translate AI adoption into measurable value.
1. Support a workforce adapting at different speeds
Use workforce data, employee feedback, and manager insight to understand what helps or prevents different groups from adapting. Tailor communication, development, and support to employees’ motivation, confidence, and capacity, while maintaining a clear direction for the organisation.
2. Redesign work to translate AI into value
Move beyond deploying tools and running isolated pilots. Identify where AI can improve specific tasks, then redesign workflows and operating models accordingly. Give employees the guidance and space to experiment responsibly, with clear governance and appropriate human oversight.
3. Equip managers to turn readiness into action
Give managers the clarity, capability, and authority to lead through change. Help them set priorities, manage workloads, protect time for learning, and tailor support to different levels of confidence and experience.
We are here to help you
Turning workforce readiness into business value requires more than introducing new technology. We can help you understand how your people are experiencing change, identify where AI can improve work, and design practical support for employees and managers. Contact our team to discuss what the findings mean for your organisation and how you can build a workforce strategy that supports adoption, strengthens capability, and delivers measurable value.
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