The pace of technological and economic change has never been quicker. According to a report published by Dell Technologies and authored by the Institute For The Future (IFTF), 85 per cent of the jobs that will exist in 2030 have yet to be invented.
How are employers and workers meant to cope with such rapid change? How can they acquire skills for jobs and business models that don’t exist yet? What strategies can employers and individuals employ to secure their futures in such a highly dynamic environment?
If we were all to try to keep pace with the rapid developments in technology, we wouldn’t get any work done, says Claudia Carr, partner, business consulting, at BearingPoint. “Organisations need to consider how they can capture the collective intelligence of their people, while also avoiding multiple people and teams duplicating effort and not learning from others. Building relationships with technology providers will continue to be important, particularly ones which support knowledge sharing.”
PwC’s 2025 CEO survey shows that 42 per cent of global chief executives are of the view that their businesses will not be viable in 10 years if they do not change path, says Gerard McDonough, partner, workforce consulting, at PwC Ireland. “That number for Ireland is 29 per cent – still a very high percentage.
“With the current levels of uncertainty and disruption, business leaders recognise the need for change and to reinvent their business models. Transformative technologies such as AI and agentic AI will be huge enablers for this reinvention and will require a step up in upskilling employees with the necessary skills for the businesses of tomorrow.”
A staggering 91 per cent of Irish chief executives are concerned about key skills availability in their businesses, McDonough says, with nearly half (46 per cent) saying that they expect to integrate AI into business processes and workflows in the coming three years.
“At the same time, 73 per cent of Irish business leaders are of the view that AI will require most of their workforce to develop new skills,”
Business success will soon depend on agility, innovation and strategic reinvention, says Laura Flynn, head of people consulting at EY Ireland. “Companies that fail to integrate AI-powered workforce forecasting will struggle to remain competitive. Data confirms that organisations with strong people-first transformation strategies are 7.8 times more likely to thrive amid disruption.”
Business transformation strategies should consider facilitating proactive and dynamic job transitions and balancing deeper automation with broader workforce augmentation, says McDonough.
“Technology is fundamentally transforming the way work gets done and the types of skills employers are looking for,” he says. “Employees are therefore placing an increased premium on organisations that invest in their skills growth so that they can stay relevant and thrive in a digital world.
“Businesses in turn must be proactive in their upskilling programmes – prioritising the employee experience and being transparent.”
Employers need to invest in AI, involve employees in developing and choosing AI tools, and encourage widespread AI adoption and governance in their organisation, McDonough says.
“Meaningful engagement with your workforce will be a catalyst for successful transformation. But the upskilling is not ‘one and done’; it needs to be constant as we are in a rapidly changing environment where skills also need to constantly evolve.”
In this high-tech future, human skills are more valuable than ever, says Michael Hennessy, University of Limerick professional education manager. “Empathy, collaboration, adaptability – these are the traits that will define successful workers and leaders alike.
“We’re also seeing a shift in what people want from work. It’s not just about pay cheques any more. It’s about purpose, flexibility and wellbeing. Employers who recognise this, and who align their values with those of their workforce, will have a competitive edge.”
Ultimately, navigating the future of work is a shared responsibility. “Individuals must take ownership of their learning and growth. Employers must create environments that support continuous development. The Government must ensure that education systems, regulation and labour laws keep pace with change,” says Hennessy.
This is not a time for complacency. But it’s also not a time for fear. The future of work is not something that happens to us; it’s something we can shape, together. It is important for employers to understand the learning process and provide their teams with the tools to support this, says Carr.
“In the moment, learning can be supported through digital assistants, micro-training content and coaching support,” she says. “AI-related skills should be integrated into workplace training programmes, including the ethical use of AI, associated security and controls, the importance of keeping a ‘human in the loop’ and data quality and governance.”
All levels in the organisation will need to understand the capabilities of emerging technologies, but line managers will play a pivotal role in acting as catalysts by ensuring AI initiatives are understood and embraced at all levels.
For employees, it is important that they adopt a growth mindset, focusing on improving their skills, talent and performance through effort, learning and persistence, says Flynn.
“At every stage in the workforce, people should develop transferable skills like problem-solving, adaptability and leadership,” she says. “Continuous learning and development is no longer a luxury; today it is a strategic necessity. The future belongs to innovators and learners, and companies must support this through mentorship programmes, AI-integrated training, and cross-industry collaboration to bridge skill gaps.”
Employees who commit to continuous reinvention will be best positioned for new opportunities in an evolving job market, Flynn adds.
Carr says she is seeing “growing opportunities for reverse mentoring whereby the younger employers who are more comfortable and confident in the use of emerging technologies support other generations within the workplace in adopting the tools.
“In parallel, it is typically those with more experience and corporate knowledge that have the insight to validate the AI-driven content and bring networking and relationship development skills.”
Why Ireland’s workforce can’t afford to stop learning
The economy has always changed, and the State’s workforce of 2025 is radically different from 1975.
“The current digital revolution is rapidly transforming industries across the globe, with Ireland being no exception,” says Michael Hennessy, professional education manager at UL. “Technologies such as artificial intelligence, machine learning and automation are reshaping job roles and creating new ones.
“For instance, the rise of data analytics and cybersecurity has led to a demand for skills that were virtually non-existent a decade ago. As Irish workers have always done, to stay relevant, they must continuously update their skills and knowledge to keep pace with these changes.”
The traditional career path of staying in one job or industry for life is becoming obsolete, says Hennessy. Frequent job changes and the need for a diverse skill set characterise the modern workforce; lifelong learning enables workers to adapt to new roles and industries, enhancing their employability.
“Ireland has a small open economy which is heavily integrated into the global market, with many multinational companies operating from here,” he says . “This integration means that Irish workers are not just competing locally but globally, for the next product or service offering, to keep their company in Ireland. Continuous learning helps them stay ahead of their international counterparts by ensuring they possess cutting-edge skills and knowledge.”
A workforce that is adaptable and skilled can better withstand economic downturns and shifts in the job market, Hennessy adds: “For instance, during the Covid-19 pandemic, many workers had to quickly learn new skills to transition to remote work or to find employment in different sectors. Those who were able to adapt quickly were more likely to retain their jobs or find new opportunities.
“Beyond economic and professional reasons, continuous learning is crucial for personal growth and satisfaction. It keeps the mind active, fosters creativity and can lead to a more fulfilling career. Workers who engage in lifelong learning are often more motivated and engaged, leading to higher job satisfaction and productivity.”
The Irish workforce is known for its flexibility and adaptability, says Hennessy, its workers willing to learn new skills and adapt to changing job requirements: “This adaptability is crucial in a rapidly evolving global economy where new technologies and industries emerge frequently.”
He says the Irish Government is encouraging lifelong learning through the National Skills Strategy 2025 and other measures. The goal is to have 64.2 per cent of adults in education or training by 2030, surpassing the EU target of 60 per cent. This support for workplace education aims to create a more skilled and innovative workforce, confident and adaptable for future developments.
