AI is delivering results, but adoption must accelerate
Our survey shows that AI’s influence is growing fast. Among those who have used AI in their work over the past year, the benefits are clear: 67% report higher productivity, 64% see improved quality and 55% experience greater creativity. Employees also expect these positive effects to continue over the next three years.
In the last 12 months, to what extent did AI increase or decrease the following aspects of your job?
Base: Respondents who have used AI in their job in the last months (those who answered 'Yes' or 'Don't know' in Q28)
AI curiosity outweighs fear, but adoption remains low
Irish workers are more likely to be curious about AI’s impact (39%) than worried (25%) or confused (22%). Yet Irish workers are less excited about AI than global peers, only 26% versus 41% globally, signalling a more cautious approach to AI’s uncertainties.
Despite this cautious optimism overall, AI adoption in Ireland lags behind the global average. 43% of respondents used AI in the past 12 months, compared to 54% globally. Daily usage remains low — only 10% of Irish workers use AI tools daily versus 14% globally. Adoption of agentic AI — the next phase of AI where intelligent systems autonomously perform tasks such as decision-making — is even more limited, with just 3% of Irish respondents using it daily compared to 6% globally.
In the past 12 months, how frequently, if at all, have you used the following technoogies at work?
Note: Asked of respondents who selected 'Yes' or 'Don't know' for Q28 - respondents who selected 'No' have been grouped into 'Never'.
A key factor behind low overall adoption is that usage is heavily concentrated among senior leaders. Our survey shows that 43% of senior executives use AI agents at least weekly, and 61% use AI tools at least monthly. In contrast, non-managers are far less engaged — 76% of non-managers in entry-level roles never use AI agents, and 82% of non-managers in above-entry-level roles never use AI agents. Similarly, 66% of entry-level non-managers and 68% of above-entry-level non-managers never use AI tools at work. This same trend appears globally.
These findings highlight a significant opportunity for leaders. Successful AI adoption depends on employees knowing how to use these tools and understanding potential risks.
To fully harness AI’s transformative power, leaders must go beyond boosting usage frequency. They need to help workers adopt and embrace AI across the organisation. That means investing in workforce development, skills strategies, reward structures, and career paths to ensure lasting impact.
Uncertainty is real. Leaders must communicate and guide
Today’s uncertain environment poses a real challenge for leaders, given the scale of disruption. Transparency is essential — employees need clarity on the scale of technology transformation and its impact on your business. 61% of workers expect technology to reshape their roles within three years. Leaders should engage in open discussion and provide clear milestones on the skills, training and progression opportunities that will help the workforce adapt.
The survey also highlights concerns about AI’s impact on entry-level roles: 46% believe these roles may decline over the next three years, compared to 20% who expect an increase. These fears contrast with our 2025 CEO Survey findings, which show that AI is not being used to replace the workforce. Only 10% of Irish CEOs and 13% globally have reduced headcount due to AI investments, while 87% in Ireland and 82% globally have maintained or increased it.
To what extent over the next three years will you have control of the ways technology affects your work?
Despite the uncertainty, 55% of employees believe they will have at least moderate to large control over how technology affects their work in the next three years. Only 17% feel they will have no control. Senior executives are the most confident — 60% expect to have significant influence over technology’s impact. Responses from entry-level workers are more mixed: 29% believe they will have large control, while 22% think they will have none.
Building trust between employees and management
As organisations accelerate their adoption of AI and other emerging technologies, employees can feel vulnerable. In this environment, trust in leadership becomes essential for stability and engagement. Global findings show that workers who trust their direct managers are 72% more motivated — measured by pride in their jobs, willingness to go above and beyond and how much they look forward to work — than those with lower levels of trust.
Employees tend to place more faith in their direct managers; a trend reflected in Ireland where 60% say they trust their direct manager compared to 46% for top management. Furthermore, only 41% believe senior leaders care about their wellbeing, and just 42% think leaders do what they say they will do. These figures highlight the need for leaders to invest in building trust across the organisation through transparency, consistency, and genuine care.
Skills confidence drives motivation
Our global survey findings reveal a strong link between perceived skills relevance and employee motivation. Workers who believe their skills will remain valuable over the next three years are twice as motivated as those who feel their skills are less relevant. Employees who feel supported in their upskilling journey report a 73% boost in motivation, underscoring the critical role of ongoing learning and development.
Despite these clear benefits, access to upskilling opportunities remains uneven across organisational levels. In Ireland, only 51% of entry-level employees feel they have adequate resources for learning and development, compared to 71% of senior executives. This disparity highlights the need for more inclusive and equitable training initiatives.
Irish workers place significant value on roles that foster transferable skills, with 70% prioritising such opportunities. Workforce mobility trends also suggest employees are increasingly aware of their market value and actively pursuing career development: 25% are considering changing employers in the next 12 months (up from 21% last year), 24% plan to seek a promotion and 34% intend to request a pay rise.
To meet the rising demand for upskilling and retain top talent, leaders must urgently invest in human capital. This means designing robust upskilling programmes, clearly communicating future skill requirements, and ensuring all employees — regardless of role — have access to relevant learning resources. Business leaders should prioritise continuous learning platforms, collaborate with educational institutions and industry experts, and foster a culture of lifelong learning to prepare their workforce for ongoing industry transformation.
Financial strain is real and shaping workforce priorities
While 64% of survey respondents feel satisfied with their work at least once a week, signs of strain remain — 49% experience fatigue and 36% feel overwhelmed weekly. This reflects the complex reality facing today’s workforce, where moments of satisfaction coexist with significant challenges.
Amid rising living costs, financial pressures are mounting for many Irish households. 42% say they can cover monthly bills but have little left for savings, holidays, or discretionary spending, while 17% struggle to meet basic financial obligations. A substantial portion of the workforce is living paycheck to paycheck, with serious implications for long-term financial stability and quality of life.
While pay remains critical, job security is equally valued: 61% of Irish workers feel confident about their job security over the next 12 months, and 81% consider job security a top priority when evaluating a role.
Which of the following best describes your financial situation?
To tackle ongoing financial pressures, leaders should prioritise strategies that support wage growth and introduce robust financial wellness programmes to help employees manage their finances effectively. Persistent financial stress can erode trust, increase burnout and reduce engagement, making it harder for employees to feel supported or embrace change, including the adoption of emerging technologies like AI.
By fostering a supportive environment and addressing financial wellbeing, organisations can strengthen resilience and empower their people to navigate disruption with greater confidence.
Key actions businesses can take today
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While Irish organisations continue to face significant challenges, business leaders can leverage their existing talent and emerging technologies to stay competitive while aligning their culture with their business transformation strategy. Key actions can be taken now, and we’re here to support you every step of the way. Contact us today.
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