Skilled workers seeking new roles with more innovative employers

One in three workers want to move to a more innovative employer, seeking better salaries, career progression and greater job security

Eleanor Dempsey, director of strategy, innovation and transformation, Auxilion.

Jobseekers in Ireland are increasingly applying for roles in more innovative companies, with many citing salary and lack of career progression as reasons for changing employer. 

A recent survey by Auxilion, the Irish IT managed services provider, found that 33% of workers in Ireland are applying for jobs in more innovative companies. Of those seeking to move to a new employer, 54% cited poor salary, 40% said lack of career progression, with 35% citing a lack of opportunity.

Eleanor Dempsey, director of strategy, innovation and transformation with Auxilion, advised: “To thrive, companies should embrace and empower change. That means they should be investing in technologies to support automation and business process innovation.

“It also means focusing on the change management piece and implementing processes around cost optimisation, demand management and digital capability. In turn, companies can better navigate transformation and support innovation while retaining talent and driving success.” 

The survey – conducted by Censuswide and involving 1,000 office workers – also found that 34% of respondents said their company had announced redundancies in the last year, with job security the most cited fear when it comes to organisational change (40%). This was followed by increased workload (29%) and loss of autonomy (13%).

In this Q&A interview, Auxilion’s Eleanor Dempsey explains how companies can very quickly adapt to these challenges, using innovation and transformation programmes to enhance their business while using effective, visible communications to ensure employees are fully engaged and motivated by any organisational change.

What advice do you have for employers in relation to using innovation in talent acquisition and retention? 

"Make innovation tangible, systematic, and career shaping. First, turn ideas into outcomes through a clear pipeline with established milestones and quality control checkpoints so people can see progress from an initial concept to measurable value. In Auxilion, we use a simple ‘Go, Park, Kill’ approach with early adopter stages. This accelerates good ideas (‘Go’), reduces noise (‘Park’), and prevents inefficiency (‘Kill’). In turn, the team knows that when it comes to innovation, our intent is real – not just theatre.

"Second, tie innovation to capability building or skills development. Commit to structured learning paths, dedicated time to experiment, and cross functional teams. In our current strategy, culture and talent development sit alongside a formal innovation framework because skills and rituals matter just as much as tools.

"Third, anchor innovation in a clear Employee Value Proposition (EVP). Spell out what exactly people give and what they get. Consistency is also key throughout the process, from hiring to onboarding to development. In tight and competitive tech markets, clarity beats hype.

"Finally, act fast on employee feedback and behaviour. If there is a risk of fragmentation in your workforce, it may be time for a larger-scale operating model and communications change, as opposed to a cosmetic fix." 

How can companies in Ireland balance staff appetite for innovation with the disruption of transformation?

"Balance comes from phasing, framing, and feedback.

"Phasing the journey means you can protect operations while you innovate. We use a ‘Stabilise, Transition, Transform’ approach for our internal transformation programme. This structure gives people predictable milestones and reduces anxiety.

"Frame change by highlighting outcomes and skills, so that it’s not a case of implementing technology for its own sake. For instance, we link our modernisation initiatives to workflow fixes, measurable service improvements, and clearer roles for employees. This increases buy in because people can see the benefit to their day job and career path.

"By rolling out small pilots with fixed or predetermined timelines and clear exit criteria, you can identify which ones are effective, gather feedback, and then scale the winners. A gated approach with early adopters – including distinct development phases, specified review points, and defined follow-ups – respects capacity. For example, we are undertaking a focused exploration of AI control tower work rather than a broad rollout, which keeps disruption contained." 

What role does effective communication play in successful innovative change?

"Effective communication turns change into a shared project. It’s important to treat communications as a dedicated workstream with defined objectives, budgets, milestones, and KPIs. Our Comms and Engagement strategy is crucial to supporting innovative change as it outlines audiences, messages, cadence, and measurement – which lets us adjust quickly to any workforce changes.

"Make communication two way and consistent. In earlier innovation programmes, we would have used organisation wide updates, roadshows, and weekly roundups to address questions and show the adjustments we made. This built trust and encouraged adoption.

"Keeping leaders visible and aligned to the same milestones is key. We have formalised leadership messaging calls and sessions, linking it to the overall narrative so timing and content work in tandem. That consistency reduces rumour, maintains focus, and sustains momentum." 

Given the mobility of skilled workers, how quickly should employers move on these issues? 

"Move in weeks, not quarters, and make early moves tangible.

"Within 30 days, publish a clear narrative, establish a simple process to facilitate idea submissions, and announce two or three near term pilot projects with sponsor names and dates.

"Within 60 to 90 days, deliver proof points, a pilot, a training pathway, or a visible process improvement. Within Auxilion, we use clearly defined workflows and compliance dashboards, each with appointed owners and timelines. Make sure to spotlight the people who made it happen.

"Be explicit about resourcing and sequencing when it comes to these projects or programmes. Then tie funding and next steps to evidence, for example adoption and customer value. It’s also important to discuss and address challenges such as capacity constraints or change fatigue.

"By six months, ensure your EVP and external story matches reality and align brand and go-to-market (GTM) strategies to the innovation you are delivering. That credibility in the wider market and inside the company aids retention."