Tackling Turbulence: Empowering Irish tech sector skill development in 2025

Tackling skills development in turbulent times

The Irish technology sector has historically thrived throughout disruption but is now facing unprecedentedly choppy waters. Strategically informed L&D leadership will be crucial in equipping organisations to steer for success in uncertain times.

Training for change in the Irish tech sector

Global instability, disruptive technologies, waves of layoffs and the persistent battle for top-tier talent: Many companies in the Irish tech sector are currently struggling to navigate in an unpredictable environment. 

As savings are sought and large-scale spending is put on pause, Learning and Development (L&D) investment may feel like an easy budget cut; after all, how can organisations effectively train when the future is so uncertain? 

But strong L&D leadership is more vital than ever, not just as a facilitator of training, but a stabilising force uniquely positioned to guide organisations through the storms and on towards success. 

When everything is changing, the strategic value of developing your people remains constant. So how do L&D step up and what direction should they steer in?

In this article, we address the challenges facing the Irish tech sector, and explore some successful strategies L&D teams are using to empower and future-proof the capabilities of employees and organisations alike.

Turbulent times for Irish technology companies 

The $19 billion Irish ICT market has seen sustained and increasing demand for the digital technologies and solutions it provides. Since 2013, the sector in Ireland has enjoyed growth at an average of 12% per annum. In 2023 a Central Bank of Ireland report found the sector accounted for 9.6% of wages, 6.4% of employment and just under a quarter of corporation tax revenue.

But the sector as a whole is now facing a perfect storm of uncertainty. Key areas of concern include:

• Global economic strife

• Rising risks and evolving skill sets

• Layoffs and turnover 

• The ongoing bid for top-tier talent

Global economic strife

Global economic conflicts, the threat of US trade barriers and encroaching Chinese competition could all spell trouble for Ireland.

In a recent Censuswide survey, 70% of enterprises surveyed believed Ireland is a good location for digital innovation - but 63% said they are preparing for a weaker Irish economy over the next 12 months and 64% are preparing for a weaker global economy. 

As businesses tighten their belts, all departments will need to prove their worth and justify every penny spent.

Rising risks and evolving skill sets

Risk management has become a key focus as the odds of many risks move from “what if” to “when”. For example, the tech sector’s supply chain – requiring global sourcing, processing, and assembly in different locations - is highly exposed to risks from extreme weather events and geopolitical tensions.  

Other challenges identified for Irish businesses in 2025 include the growing risk from evolving cyber and AI capabilities and the complexities created by forthcoming regulatory and legislative changes. The World Economic Forum's Future of Jobs Report 2025 predicts 50% of employees will need reskilling by 2027 to keep up with changes from automation and AI integration alone.

Layoffs and turnover 

The global tech layoff has also made waves in Ireland. According to the Central Statistics Office (CSO), almost 6,000 IT workers lost their positions in the State’s technology sector in 2024. The sector has seen ongoing cuts and restructurings as many key multinationals reduce their headcount in Ireland.

Cutting staff creates its own problems; according to HBR, layoffs can mean a 20% decline in job performance and a 31% increase in voluntary turnover for those remaining. Shedding these people means shedding knowledge – often in key areas. Meanwhile emerging risks and opportunities, such as cyber and AI, are continuing to evolve; many companies will have to learn to do more with less.

The ongoing bid for top-tier talent

The decade ahead will see an intensification in the global battle for labour, talent and innovation. Ambitious people want to grow and if their current job isn’t investing in them, they will look for a company that will. Recruiting and onboarding for key positions is time-consuming and expensive; one estimate puts replacing high-level or specialist staff at around 400% of their annual salary.

The Future of Jobs Report 2025 states talent shortages are expected to persist both globally and locally, posing a barrier to organisational transformation. It also found that many Irish organisations are already proactively these addressing persistent skills gaps through increased reskilling efforts and AI adoption.

As a whole, the Irish tech sector faces an uncertain future. Organisations and employees alike are on edge and budgets are being cut or placed on hold. This constant stream of changes can lead to disengaged staff and unprepared management, creating an inflexible organisational mindset unable to take advantage of opportunities.

L&D leaders are in a prime position to see these changes and challenges as a call to action. They are critical to driving success by:

1. Ensuring their organisation remains agile;

2. Reframing the talent equation; and 

3. Empowering employees in the face of change.

L&D strategies for tackling changing times

Championing organisational agility

Learning and development teams play a key role in developing organisational agility at every level. By proactively identifying current and future skill needs, and developing targeted learning pathways, L&D ensures organisations remain nimble and responsive.

• Turning managers into leaders: Leadership training focused on change management, leadership and digital literacy pays off when things get tough. By equipping managers with the tools to lead with confidence, the whole workforce is better prepared to tackle change.

• Feeding the leadership pipeline: Nurturing future leaders is vital for longer-term success, enabling succession planning and the organisation's ability to handle complexity. Internal promotion minimises recruitment resource costs and leverages talent the organisation has already invested in.

• Increased Adaptability: In a rapidly evolving tech landscape, creating a culture of continuous and convenient learning is vital to empower all staff. This includes the ongoing upskilling of existing employees in areas like data analytics, cybersecurity, and AI, ensuring the workforce can pivot as the business evolves.

Reframing the talent equation: retain and reskill

In a climate of uncertainty and job market shifts, retaining and training key talent makes sound economic sense. Building existing talent rather than hiring both bolsters morale and decreases costs.

• Learning to retain: “Employees are saying, ‘I expect you as an employer to help me keep up, and if not, I’m going to go somewhere else,’ ” according to Josh Bersin, a global HR industry analyst. Leading organisations are investing in professional development as a means to both attract and to retain talent, supporting staff development and enabling the company to stay abreast of innovations.

• Learning to reskill: L&D are ideally placed to identify Transition Talent; mid-career individuals who are interested in reskilling and retraining to possess relevant and in-demand skills. By investing in key skills, organisations can access untapped potential within their own ranks. This not only addresses immediate skill shortages but also creates a culture of internal mobility and growth, enhancing retention and engagement.

• Creating continuous learners: Strategic L&D initiatives prioritising continuous learning demonstrate an organisational commitment to its employees' future. This can foster loyalty, reducing turnover and safeguarding valuable internal knowledge.

Empowering employees in the face of change 

Uncertainty is unsettling; L&D plays a crucial role in empowering employees by providing them with the tools, knowledge, and mindset to navigate change confidently. This includes both “hard” technical skills training and “soft” evergreen skills such as resilience, leadership, adaptability and change management.

• Online upskilling for convenience: For organisations and employees alike, time is a precious resource. Online learning has become the standard within the Irish tech sector as it is convenient for staff, requires no transport and enables peer-to-peer learning.

• Quick and effective approaches: Learning is increasingly being offered through shorter flexible courses, so staff can acquire specialist skill sets quickly and conveniently. Other effective approaches include course customisation, which uses the company's own data to create “real world” training, and layered learning programmes that can manage a wide range of abilities and enable ongoing progression.

• Lighting the path to the big picture: In their role as facilitators of change, L&D are uniquely placed to identify interests and gaps. This is a win-win situation; employees feel valued and confident, and organisations benefit from a skilled workforce. By determining and offering training for the behaviours and skills needed, the L&D team plays a key role in moving critical objectives forward. 

Changing for the better

By proactively focusing on the big picture and creating a culture of continuous improvement, L&D helps organisations to tackle turbulent times and to emerge stronger and ready to capitalise on the next waves.

While disruption and change can be unsettling, it also presents opportunities for business departments to stand out and provide strong value. L&D teams in the Irish tech sector are placed to clearly demonstrate their value and to equip their organisations with the new knowledge they need - not just to survive but to thrive.

From Surviving to Thriving – 3 Ways to Communicate L&D Value

• Make the data human: Share quotes, testimonials and case studies from training success stories to show how it has helped to solve problems or improve engagement for employees.

• Establish senior staff supporters: Managers are often the first affected when change hits. Turn business leaders into L&D advocates by equipping them with the tools to communicate and lead with confidence, and rally senior staff who've benefited from L&D.

• Communicate effectively: Proactively translate L&D data into business language such as ROI, cost savings, retention improvements and productivity gains. Create visuals of key results to quickly communicate L&D’s activities and impacts to stakeholders.

Are you ready to tackle turbulence in your organisation, and drive a solution through L&D? Chat to us about how we can support you with our short course options and customised solutions designed to close your most pressing skills gaps here.