Investment in AI will fall short if employers leave their staff behind

Seven in ten Irish organisations have already deployed AI, with a further 16% piloting it, new Aon report shows

Mairéad O’Mahony, head of human capital, Aon Ireland.

Irish businesses have rapidly moved from AI experimentation to everyday business use, investing in new tools, exploring how work can be redesigned and looking for the productivity gains that AI promises.

Mairéad O’Mahony, head of human capital with Aon Ireland, says that most employers in Ireland believe the new AI technology will create opportunities and require new skills, rather than simply replace existing jobs.

New research from Aon’s Human Capital Trends Report 2026 shows just how advanced that transition has become. More than seven in ten Irish organisations have already deployed AI, with a further 16% piloting it.

That confidence is encouraging. However, it also exposes a growing risk. Technology is moving faster than many of the people expected to use it, international professional services firm Aon notes.

Fewer than one in three organisations believe they can recruit and retain enough AI talent, according to our research. At the same time, 27% of employees are not at all confident that their employer is investing in the training and development needed to prepare them for the future of work.

These findings point to a broader disconnect between the investments employers are making and the experience of their people. In this Q&A interview, Mairéad O’Mahony analyses some of the key findings of Aon’s Human Capital Trends Report 2026.

Should employers boost AI readiness by recruiting new talent or by upskilling their existing workforce?

Deploying an AI platform is a defined project. Preparing an organisation to use it effectively is more complex.

Employees need practical opportunities to apply technology within their roles. They need to understand how their work may change, which skills will become more important and how they can continue to progress. Managers also need the confidence to lead teams through that change.

Technical proficiency will matter, but it is only one part of AI readiness. Critical thinking, creativity, collaboration, and adaptability will become even more valuable as technology takes on a larger role in routine tasks and decision-making.

Employers should therefore treat upskilling as an organisation-wide priority, rather than something reserved for technology teams or a small group of early adopters. Training should be linked to real jobs and business needs, supported by continuous professional development and reinforced by opportunities to practise.

Hiring specialist talent will remain important, but the external market alone cannot meet every organisation’s needs. In many cases, the people best placed to unlock value from AI are already inside the business. They understand its customers, processes and culture best. It is about giving them the skills and confidence to successfully adapt.

Does Aon’s research suggest that benefits packages need to better reflect the things that employees value most?

The disconnect between employers and their people extends well beyond AI.

Aon’s research shows that two-thirds of employees in Ireland would be willing to give up some existing benefits in return for greater choice. Yet only 39% of employers currently offer customised benefits. Almost all employers believe their wellbeing strategy meets workforce needs, but fewer than one in three report a strong and visible leadership commitment to wellbeing.

This does not necessarily mean employers are underinvesting. Many organisations already devote significant resources to pensions, healthcare, wellbeing, leave and other supports. The problem may be that this investment is not sufficiently aligned with employees’ circumstances, or that people do not understand what is available.

A uniform benefits package will struggle to remain relevant across a workforce encompassing different ages, family circumstances, health needs and financial priorities. Greater personalisation can help employers direct existing spending towards benefits that people are more likely to use and value.

Personalisation does not mean creating a separate package for every employee. It can involve establishing a strong core offering, then providing meaningful choices around additional benefits. At Aon, our team of human capital specialists provide the expert advisory services that can help employers better meet the shifting needs of their workforce.

How best can employers turn people investment into a visible promise?

Only 13% of Irish organisations say their employee value proposition is clearly defined and well understood. That is a significant weakness when 67% of employees are either moving employer or considering new employment within the next 12 months.

An employee value proposition should answer a straightforward question: why should a talented person join this organisation, develop their career here and choose to stay?

The answer cannot be a slogan developed for recruitment campaigns. It must be visible in learning opportunities, career progression, and the day-to-day employee experience.

Employers should begin by looking at the workforce evidence available to them. Ireland has a relatively strong base, with 43% of organisations reporting a high level of HR data maturity. The opportunity is to move beyond reporting and use that information to guide decisions.

That means identifying where skills gaps are emerging, which groups are engaging with development opportunities, which benefits are being used and where unwanted turnover is concentrated. Employee feedback can then add context to the numbers.

What steps can help develop a workforce fit for the future?

Ireland’s early adoption of AI gives employers an important advantage, but technology alone will not sustain it. The organisations that attract and retain high-calibre talent will be those that match investment in AI with an equally deliberate investment in people.

For employers, the priority is clear: build workforce readiness at the same pace as technology adoption, offer benefits that reflect what employees value and make the overall employment proposition tangible.

Making the right decisions today can unlock the full potential of their workforce for the future.