Career Advice Archives

I recently posted a poll asking the question:
Is your company planning to increase headcount in 2026?

60% of respondents said yes, while 40% said no.

As a reference point, a recent Ibec study showed that 37% of companies plan to increase headcount in 2026, down from 41% in 2025 and 45% in 2024. Our poll suggests sentiment around headcount increases is slightly more positive than the 37% reported by Ibec.

Over the last three years, there has been an obvious dampening in hiring sentiment. While some companies are considering increasing headcount, other factors, like talent movement, are shaping the market.

Back in 2022, the job market was incredibly robust, with a material percentage of individuals changing roles during the post-COVID boom. Now, more than three years on, people are becoming a little more restless in their roles and are more likely to look externally if their career needs and ambitions aren’t being met internally.

There’s a phenomenon called the domino effect in a normalised market. It’s not directly related to job creation but occurs when someone leaves a role, prompting a chain of external hires to replace them. For example, if Mary leaves Company A for Company B, Company A hires Jimmy from Company C, and Company C now needs to replace Jimmy, and so on. This domino effect drives movement in the market even when headcount isn’t increasing.

While the domino effect exists in normal markets, we haven’t had a truly normal market for some time. Macro risk factors in recent years have made individuals more risk-averse; they often stick with what they know rather than moving externally. However, we are beginning to see more requests for advisory calls from talent, suggesting restlessness and the potential for the domino effect to become a bigger factor in 2026.

Other factors are also influencing the market. For example, tech sector redundancies in 2024 and early 2025 affected sentiment, but that issue has largely subsided. Some graduate hiring has reduced, driven by factors such as private equity pressures on professional services firms and cost-cutting measures, not solely by AI. While AI is being discussed in relation to jobs and productivity, its real-world impact on employment to date has been limited, and the extent to which it will accelerate this year remains uncertain.

In short, headcount increases might remain muted in 2026, but attrition and the domino effect of professionals moving roles could have a bigger impact on the employment market than outright growth. Leaders need to be aware of this dynamic and plan for talent retention as much as they plan for recruitment.

At Barden, our advisory team works with clients on a case-by-case basis to develop controls tailored to their specific processes and needs. If this would be helpful, reach out to me at ed.heffernan@barden.ie

*Sources: Ibec Publishes its HR Update – Pay and Resourcing Forecast Report 2025

Audit as a profession is often in the spotlight.

For quite some time, the supply of external audit talent in Ireland has been significantly below demand. This has been evident from the reliance we’ve had on other talent markets, including the Philippines, India and Pakistan.

The audit talent supply has faced many challenges over the last number of years. From the outflow of talent to international markets and other verticals, to the slight “audit aversion” – there is a lot to digest.

Here are some things that may be worth thinking about as an audit professional or audit hiring manager…

#1 Perception of Audit Careers in Practice

Before we dive into real-time data, it’s vital we take a step back and assess the perception of external audit as a profession.

For the purposes of this Talent Monitor, we are not focusing on client bases below the audit threshold.

We’ve spent a lot of time getting to know the audit community, and here are some shared views of a long-term career in audit…

There are thousands of people happily employed in the external audit world worldwide; however by the nature of the general audit training route in Ireland, many leave the audit profession on completion of their training. It’s important to note that this is to do with the structure of a typical audit training path and not the audit profession itself – many professionals are burnt out and feel a career change (or career break) is necessary.

Although this profession evokes mixed feelings, the role of the external auditor is crucial in maintaining the financial health and integrity of businesses.

#2 The Audit Landscape

When assessing your audit experience and how this may be perceived on the external audit market, it’s important to consider…

Your client base
Which tends to be dictated by the size of the firm you are working in
And in turn will shape your scope of experience

For the purposes of transparency, let’s categorise the audit landscape into two categories based on client base – Generalist and Specialist.

As a Generalist…

Client Base – usually serves local businesses and SME’s. More diverse in terms of industry. More likely to have direct and frequent interactions with clients, providing personalised services while building strong relationships.

Scope of Work – a broad range of audit responsibilities and tends to be involved at all stages of the audit – planning, execution and reporting. Need to adapt to a variety of client needs and industries, offering a broader skillset. The audit team can also wear multiple hats and support other areas of the firm, i.e. payroll, accounts preparation, tax compliance.

Team Structure – Smaller teams, often with more responsibility and autonomy. Less hierarchical in terms of structure.

As a Specialist…

Client Base – support larger businesses, including multinational corporations, public companies and government entities. Relationships tend to be managed by senior members of the team, so less direct client interaction at a junior level. Larger audit firms can have dedicated industry teams, allowing you to develop a niche, so you may only gain exposure to certain industries, i.e. financial services, pharmaceuticals, technology.

Scope of Work – the audits tend to be larger and more complex, with enhanced reporting requirements leading to a higher degree of risk. They can also involve multiple accounting standards, various jurisdictions and extensive documentation. Roles will be more specialised, and you may only focus on a specific area of the audit. More likely to use advanced audit software and data analytics tools.

Team Structure – Larger teams, often with less responsibility and autonomy. More hierarchical in terms of structure, with defined roles. More likely you will collaborate with other specialists, i.e. tax, advisory.

#3 Base

As we have explored above, the role of an auditor can differ depending on the client portfolio, which tends to be influenced by the size of the firm you’re working in.

For the purposes of transparency, we’re going to focus on years of experience and audit category (Specialist or Generalist).

This is also a very broad guideline, and it’s important to understand the specifics of each individual role, i.e., people management, scope of responsibilities, business development initiatives and technical knowledge.

As you will notice, deemed specialists are paid a premium for their technical knowledge as their clients are under more scrutiny in terms of financial regulation.

#3 Demand v Supply

The demand for audit professionals in practice continues to outweigh the supply of experienced audit professionals, which can largely be explained by:

Near-full employment.
Increased global financial regulation, resulting in further demand for audit services (and talent).
Significant outflows of talent to other verticals (mainly industry accounting and financial services).

The audit professional is in “very high demand”. Here are some data points about the audit talent pool in Ireland this quarter. It’s important to note that while a portion of the talent pool is demonstrating job-seeking behaviours, the majority are likely to be seeking a move away from the external audit profession.

#4 What are employers doing to attract Audit talent?

Flexibility – while client demands and statutory deadlines will dictate working arrangements, flexible working hours and an opportunity to work from home are essential. Part-time arrangements may be worth considering in certain circumstances.
Monetary – competitive base salaries that are talent-led rather than budget-led, and definitive salary review periods. Strengthening additional benefits, i.e. sign-on bonus and bonus multipliers, to recognise professionals exceeding expectations.
Career Progression – defining clear paths for progression in the current role and offering promotions based on performance rather than tenure.
Learning & Development – rotations through different departments, exposure to various types of audits, and opportunities to work on diverse projects. Offering a sense of purpose is essential for auditors and has recently been connected to sustainability assurance and reporting.
Boomerangs – Employers are placing greater emphasis on “boomerang” employees—those who leave and later return. By fostering positive relationships with former staff and creating a welcoming environment, companies can benefit from their experience while signalling a commitment to long-term career growth
Embrace technology to remain relevant – those considering a career in the profession wish to embrace advanced technologies. While certain firms can fulfil that wish, others are lagging. Bridging the technology gap is a strategic imperative for the profession.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Aoibhín Byrne, our Audit Talent Advisor & Recruiter here in Barden (aoibhin.byrne@barden.ie); we’re where leaders go before they start looking for Audit talent.

This information is accurate as per January 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aoibhín Byrne at aoibhin.byrne@barden.ie.

Ireland’s engineering profession is a dynamic and vital sector, encompassing a wide range of disciplines such as civil, mechanical, electrical, and chemical engineering. The profession is known for its strong export performance, with engineering products and services accounting for a substantial portion of national exports.

The profession is known for its best-in-class talent originating from world-renowned engineering courses in Irish universities.

#1 Engineering Verticals

Engineering qualifications cover diverse fields such as those identified below. For this report, we have decided not to include an analysis of the civil or structural engineering professions.

Each field has distinct roles: mechanical engineers design machinery, electrical engineers develop power systems, chemical engineers manage chemical processes and so on.

Illustrated below is where each of the above qualifications can sit within the engineering lifecycle.

#2 Engineering Variables

Job title alone often does not capture the full scope of an Engineering role. Here are the key variables that help define what a position truly entails:

Industry & Compliance – Compliance differences across industries significantly influence engineers’ career decisions, as they must navigate varying regulatory landscapes, which impact innovation, risk management, and the complexity of their work. Below is a snapshot of the intensity of regulations across industries.
Size of business – Whether you are in an SME or a Multinational company, this can have a significant impact on several factors. If you are in an SME type business, your role is more likely to have a broader scope, perhaps including several different areas, i.e. an Engineering Manager covering manufacturing, operations, CAPEX, etc. However, for a larger multinational organisation, it may often be the case where your role is part of a wider function, e.g. NPI, R&D, CAPEX, Automation, etc. The larger the team, the more specialised each role is in most circumstances.
Global/ regional/ local role – This again probably depends on the size of the business or the organisational structure. You may be working on a global scale, covering several sites, or you may be managing operations for one manufacturing site, or you may be managing operations for a whole region/or multiple regions.
Sole contributor/ people manager – both SME and multinational companies have positions which often oversee or lead a team. It is also the case that both of these types of businesses will have sole contributor roles, e.g. Principal NPI Engineer, Principal R&D Engineer, Stand Alone Safety Engineering Manager.
Jurisdiction – There will be different rules and regulations in every jurisdiction, be it customs, imports or regulations around manufacturing, packaging, etc. For example, a drink may be allowed to have a certain amount of an ingredient in one country but not in the next. This can influence manufacturing processes, etc, which in turn can influence a person’s decision when exploring roles in different regions.

#3 Engineering Levels

Engineering levels typically reflect an engineer’s experience, skills, and responsibilities. Here is a general overview of how these levels might be described.

These levels can vary between organizations, but they generally reflect an engineer’s progression from learning and applying basic principles (L1, L2, etc) to leading and innovating at the highest levels (L8, L9, L10+, etc).

#4 Salary Data

Below is a high-level salary guide for engineers based on their years of experience and the size of the team they are responsible for, if they oversee a team. It is a caveat that the chart below is a guide, however, Barden’s engineering practice can help talent and hiring teams benchmark at a more precise level based on the scope of the role, nature of business, etc. This data was extracted from the Engineers Ireland salary survey 2025.

#5 Demand Versus Supply

Here is what we have observed from Q3 2024 – Q3 2025 in the Engineering talent pool in Ireland:

#6 What are companies doing to attract talent?

Internship/ co-op/ grad programmes – Offering internships and co-op opportunities allows students and recent graduates to gain practical experience. Many companies use these programs as a pipeline for full-time hires.
Promotion opportunities – Encouraging internal promotions helps create a sense of opportunity and career progression within the organisation. This strategy not only builds loyalty but also maintains a consistent corporate culture, saving costs associated with external hiring and training. Having regular communications around progression, performance, and future development can show talent that employers are invested in their future and can help to develop a sense of loyalty from employees.
Investment in facilities & technologies – Companies are investing in new technologies such as new automation systems, robotics, etc, to streamline processes and improve efficiency. Providing employees with the latest tools and technologies makes the work environment more dynamic and appealing.
Innovation & new products – Leading companies are attracting engineers by working on cutting-edge projects like AI integration, sustainable & next-generation technologies. They are also investing in advanced tools and health tech innovations, creating exciting opportunities for top engineering talent. Additionally, companies are focusing on projects that have a significant impact, such as developing AI-powered design tools.
Strategic roles versus BAU – Strategic roles attract engineers by offering high-impact, innovative projects (e.g. Capital Programmes), while BAU roles focus on maintaining and improving existing systems. Engineers in strategic roles work on transformative initiatives, whereas BAU roles handle routine tasks. Companies need to balance both to ensure operational efficiency and strategic growth.

#7 Projected challenges for the next 12 months

For employers:

Geopolitical uncertainty: This poses a significant risk to Irish employers due to potential tariffs and protectionist policies that could disrupt trade and lead to job losses.
Skill Shortages: There is a significant shortage of skilled engineering professionals, particularly in specialised fields like project management and sustainability.
Competitive Salaries: Companies must offer competitive salaries and benefits to attract top talent, which can be challenging given budget constraints.
Retention: Keeping skilled engineers engaged and preventing turnover requires ongoing professional development and career growth opportunities

For Talent:

Geopolitical uncertainty: This poses risks to Irish employees due to potential job losses from US multinationals relocating back to the US, driven by changes in tax policies and protectionist measures.
Experience Requirements: Engineers may struggle to meet the specific experience requirements for many positions, especially when transitioning to new industries.
Technical Interviews: Rigorous technical interviews that test problem-solving and practical skills can be daunting and challenging.
Competitive Job Market: The high number of applicants for engineering roles means that standing out requires exceptional qualifications and networking.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Jonathan Olden, our Engineering Talent Advisor & Recruiter here in Barden (jonathan.olden@barden.ie); we’re where leaders go before they start looking for Engineering talent.

Business Support professionals – the people who keep organisations moving.

There’s a lot more to business support professionals than meets the eye. Behind the calendar invites, scheduling and office administration, these people are the glue that holds organisations together and are essential to the smooth operation of an organisation

It is important to understand the value a business support professional can add to your organisation. This can range from junior administrators who hold entry-level roles or more senior, highly experienced professionals who have made a career of providing immeasurable support to organisations. These professionals find opportunities to add value to the operations of a company while continuing to develop in their own careers and making it easier for others to do their roles.

#1 The Continuum Of Activity

In the business support industry, job titles alone don’t capture the full scope of a role. It’s the specific responsibilities and demands placed on individuals that truly define their positions. Whether it’s a receptionist managing the first impressions of a company or an Executive Assistant coordinating high-level operations, understanding the context behind each title is essential to appreciate the true value these professionals bring to their organisations.

The continuum of activity for a business support professional can be understood as a range of tasks and responsibilities that vary in complexity.

Variables Influencing Business Support Roles:

The role of business support professionals can vary widely depending on factors like company size, the complexity of the day-to-day operations, and the level of specialisation needed. Hiring managers need to understand these factors to match their talent effectively.

Company Size: Larger companies often have more specialised roles, while smaller ones may require employees to handle a broader range of tasks.
Business to Business or Business to Customer: In B2B settings, roles involve complex tasks, strategic relationship management, and multiple stakeholders. B2C roles focus on high-volume customer interactions, emphasising satisfaction and brand loyalty.
Nature of Industry: Different industries have unique requirements. For example, tech roles might need specific software knowledge, while healthcare roles might focus on medical terminology.
Company Structure: Larger organisations may have clearly defined roles, whereas flatter organisations might require more collaboration and flexibility.

#2 Salary Insights:

Salaries and compensation for business support professionals in Ireland are influenced by several factors, including the level of experience, specific job role, industry, and location. Overall, the salary range for business support roles can vary widely, reflecting the diverse opportunities and career paths available within the field.

Examples of Recently Delivered Assignments:

This is a very broad guideline and it’s important to take into account the specifics of each individual role. For bespoke advice please contact susan.greene@barden.ie.

#3 Challenges for Attracting & Retaining Talent for the future:

Business support roles can sometimes be seen as stepping stones, leading to higher turnover if employees don’t feel recognised by the business or see clear career advancement opportunities. Ensuring that employees feel valued and engaged in their roles is essential to prevent burnout and turnover.
Offering competitive salaries that match or exceed market rates is necessary to attract top talent. Beyond salary, offering attractive benefits and perks is important to attract and retain employees.
AI presents several challenges to the business support industry. It can lead to job displacement as routine tasks become automated, requiring roles to be redefined. There’s a significant need for upskilling, as professionals must adapt to new technologies and continuously learn. Integrating AI systems can be complex and costly, with concerns about data privacy and security. Additionally, ensuring AI systems are free from bias and operate transparently is crucial.
Despite these challenges, it’s crucial to keep business support professionals involved. Their human insight, judgment, and ability to build customer relationships are irreplaceable. They provide essential oversight, adaptability, and problem-solving skills, ensuring AI systems function ethically and effectively. By combining AI with human expertise, organisations can create a more efficient and human approach to business support.

Hiring business support talent comes with its own set of challenges. Recognising the intricacies of challenges allows companies to develop more efficient recruitment and retention strategies. Offering competitive salaries, flexible working conditions, and providing continuous learning are crucial to attracting and nurturing adaptable, innovative talent.

#4 Demand vs Supply

Here’s what we’ve noticed this quarter in the administration and business support talent pool in Ireland:

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Susan Greene our Business Support Talent Advisor & Recruiter here in Barden (susan.greene@barden.ie); we’re where leaders go before they start looking for Business Support talent.

Tax professionals remain in demand. Our latest talent monitor highlights specific trends and data around the movement, availability and salary trends for tax professionals in Ireland:

#1 Reasons for high demand:

The demand for tax professionals has arisen due to the rapid change in the tax landscape, particularly in the international tax environment. Tax professionals with international tax expertise are in high demand. Pillar II/BEPS and the focus on transformation/automation skills to support enhanced reporting requirements have heightened this demand. Recent years have also brought a focus on controversy, tax, audits and disputes as Revenue and tax authorities around the world ramp up investigations.

At the same time, tax professionals who are deemed generalists are back in demand to manage a broad scope of tax areas for their clients or company stakeholders. Domestic issues such as wealth & succession planning remain a focal point for private client tax advisors.

While demand for tax professionals remains strong, the past two quarters have seen a noticeable slowdown in the creation of new roles – largely influenced by the tariffs introduced by the Trump administration. Although Ireland and the EU have negotiated relatively favourable terms, the uncertainty surrounding global trade has led many companies to pause or delay investment and recruitment decisions.

That said, we’re beginning to see a more optimistic tone emerging as we move into the final quarter of 2025. Whether this will translate into increased hiring activity remains to be seen – but the signs are encouraging.

#2 Salary trends of tax professionals

Salaries have remained steady over recent quarters and are in line with average salaries monitored throughout 2024. Below are some guidelines for salaries within the industry and practice.

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. For bespoke advice please contact our team; aoibhin.byrne@barden.ie (Leinster), kate.flanagan@barden.ie (Ireland), or aideen.murphy@barden.ie (Munster).

Some important points to note:

Figures relate to base salary only.
Context is key. There can be variances in these figures(and significant ones) dependent on the industry sector, scope of responsibility, geographical reach, reporting line and years of experience.
Job titles themselves can vary between one company to another, so it’s important to figure out what they mean, particularly the title of Tax Manager/International Tax Manager.
Bonuses and other benefits impact the total comp value of a tax professional’s salary and need to be considered.
Finally to note the importance of benchmarking each role using real-time market info from a trusted source, as our salary guideline (as many others on the markets) is a broad guide…

#3 Continuum of Activity | Tax Industry

A job title in the Tax Industry doesn’t define your role in the external market. A rule of thumb, the smaller the tax team, the broader your scope of duties is likely to be. The role of the Tax Professional in industry is largely defined by the variables listed below. The variables that are relevant to the role you are hiring for matter a lot.

#4 Movement trends of tax professionals this quarter

The demand for tax professionals across Tax and Industry continues to outweigh the supply of experienced tax professionals. Companies recruiting in this quarter are predominantly international tax groups with their EMEA headquarters in Ireland and Irish professional service firms across the Big 4 and top 10 sector.

We are noticing a significant outflow of talent to international tax markets for tax professionals with 3 – 5 years’ experience– Australia, Canada, and London remain the most popular destinations.

The tax professional is in “very high demand”. Here are some data points about the tax talent pool in Ireland this quarter:

There is a marked cautious sentiment due to the Trump administration, where some tax professionals, particularly at the senior end, are deciding to hang tight and wait out this period of uncertainty.
Qtr 1 of any year is usually a time for promotions and bonuses paid, so it can result in lower movement and hence a lower supply of talent.

#5 What can companies do to attract and retain talent?

Align salary expectations to current market trends. Unfortunately, current team members may be below the salary averages, so when looking to recruit an additional person onto the team, it can be challenging for many hiring managers to meet an increased base salary.
If base salaries can’t be moved, strengthen additional benefits – sign-on bonus, bonus multipliers, stronger employer % pension contribution, wellness subsidies, enhanced annual leave offering.
Emphasise the culture of the firm or company.
Provide a clear pathway for career development, and if possible, promotional opportunities.
Communicate the hybrid working policy or any flexible work practices.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Aoibhín Byrne (Leinster), Kate Flanagan (Ireland), Aideen Murphy (Munster) our Tax Talent Advisory & Recruitment team here in Barden (aoibhin.byrne@barden.ie; kate.flanagan@barden.ie; aideen.murphy@barden.ie); we’re where leaders go before they start looking for Tax talent.

This information is accurate as per January 2026 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aoibhín Byrne (Leinster) at aoibhin.byrne@barden.ie, Kate Flanagan (Ireland) at kate.flanagan@barden.ie, or Aideen Murphy (Munster) at aideen.murphy@barden.ie.

To achieve successful change in an organisation, Kotter’s change management model advises forming a guiding coalition, a coalition of the willing. Change agents must be identified to do this; people who will engage with and influence others in an organisation. Their change-agent role isn’t always defined by job title; these people can be social influencers, strong personalities, and highly regarded individuals, even if they are individual contributors rather than managers. If you can get their buy-in, there’s a much greater likelihood of sustained change. Identifying and understanding these subtle, yet powerful workplace dynamics is pivotal to project/change success.

The Limits of AI

As consultants and leaders, we can feed organisational charts into AI. AI will analyse the data and likely pinpoint decision-makers based on organisational hierarchy. But decisions are not always made from the top down. A lot of influence happens informally through social networks, personal relationships, and individuals highly trusted by their peers. The challenge is identifying these key people and engaging them, knowing they will then become advocates and help bring others with them.

The Value of Human Insight

This is where having real people/consultants, and not technology, leading projects adds value. People inside the organisation might see everyday interactions, but an outsider can spot patterns and dynamics and see how they might be leveraged to support positive change. AI can’t identify these nuances, at least not in any meaningful way. Decision-making isn’t linear, and it doesn’t always follow the formal hierarchy. It’s shaped by undocumented influence. Recognising influential people in an organisation is critical; understanding why they behave the way they do, and how you engage them, using empathy and emotional intelligence to understand their perspective and bring them on board.

Interpreting Culture

AI cannot “feel” culture. Culture is not what’s written on a website. Culture is what someone experiences when they walk into a business, how people interact, how decisions are made, and how conflict is handled. Picking up on that culture and knowing how to work with it is critical.

Final Thoughts

Sustainable change depends on truly understanding the people, the culture, and the informal dynamics that shape how an organisation functions day to day. Real influence comes from engaging the right individuals, recognising subtle behaviours, and using empathy and emotional intelligence to address the root causes of resistance. AI can’t replicate these deeply human factors, nor can AI think on its feet or respond in real time to the nuances of human interaction. Successful change is ultimately driven by people, their relationships, their trust, and their willingness to move together toward a shared goal.

Padraig Ryan (LinkedIn>>>) is the Managing Director of Navitise Consulting. Navitise is a boutique consulting firm that combines big-firm expertise with a personalised approach, delivering strategy, operational excellence and transformation solutions.

Job-seeking behaviour among professionals in Ireland now stands at 19.1%, representing a seven percentage point year-on-year decrease, which is significant.

This decline is being driven by the same factors contributing to subdued job numbers in the market: macro-level uncertainty and an elevated perception of risk. Ongoing forecasts of a potential AI bubble throughout 2025, continuous commentary around productivity gains from AI, and expectations of reduced hiring rather than outright job losses are all contributing to caution. This is compounded by broader macro and geopolitical uncertainty, including nervousness around tariffs.

A consistent element of human behaviour is risk aversion during periods of uncertainty: the “better the devil you know” effect. Professionals are more likely to put their heads down and focus on existing roles rather than exploring external opportunities. This dynamic is mirrored at organisational level, where boards are holding back on investment in people in the expectation of AI-driven productivity gains. While these gains are not yet materially evident, the anticipation alone is dampening the flow of new roles into the market. Both individuals and organisations are responding similarly to macro uncertainty, holding back on movement and investment, respectively, two sides of the same coin.

Of those exhibiting job-seeking activity, 9% actually changed roles last year. For a company with 100 employees, a normalised turnover rate suggests a loss of 9–10 people annually. This number can be used to benchmark a company’s current turnover rate against the norm.

AI Adoption

Over the last few years, AI has accelerated at an unprecedented pace. Two types of AI leaders have emerged: those who were early adopters and bought into it straight away, and those who have been hesitant, fearful of the unknown.

On an individual basis, the adoption of AI has snowballed. Professionals started using it for simple tasks, almost like a Google function for searching insights, and now it has become part and parcel of everyday work. It has helped automate menial or low-value-adding tasks and freed up capacity for more strategic functions.

However, AI is not an all-in or all-out solution; its usefulness should be considered use case by use case. AI will not and should not be the first port of call to solve every organisational issue. Instead, find the problem, identify whether AI is the solution or part of the solution, and build it in.

Operational vs Strategic AI: The Human Element

There are certain functions where AI can service organisations quite well, often at an operational level. AI can help with the “what” but less so with the “how”, and the “how” is what really matters. When it comes to tactical and strategic decision-making, there needs to be a human element that considers factors such as the external environment, culture, and organisational capabilities. Leaders need to be cautious about becoming over-reliant on AI. AI cannot be solely responsible for decisions; leaders can rely on it to inform their choices, but ultimately, a human must make the final call. Human accountability is essential for effective decision-making.

There is a growing concern that graduates and early-career professionals are overusing AI and neglecting core skills such as writing, building business cases, creating reports, and critically evaluating content. Outsourcing these tasks to AI eliminates opportunities to develop key professional skills and disregards the human considerations involved. Consultants, for example, often need to think on their feet, read a room, gauge mood and tone, and pivot strategies in real time. AI might tell you what to do, but it cannot guide you on how to do it.

Real emotional intelligence is irreplaceable; being able to read people, pick up fear or concerns around change or transformation, and tease out root causes. Even if AI could replicate emotional intelligence, it cannot replace real moments: conversations at the water cooler, informal check-ins, or casual reflections at the end of the day. Over-relying on AI risks diminishes these human connections, both for individuals and for the organisation.

Final Thoughts

Ultimately, AI will make labour-intensive tasks more efficient, generate insights, and support decision-making. But AI will not replace the entire value chain. It cannot mediate conflict, replicate empathy, or fully substitute the human judgment needed to navigate complex organisational realities. Striking the right balance between AI and human intelligence is the key to unlocking its potential without losing the very qualities that make organisations thrive.

Hybrid working has clearly become the norm, with 78% of roles now operating on a two-to-three-day hybrid basis. Fully remote roles continue to decline, specifically for location-agnostic professional roles such as accountants, technology professionals, and legal roles, rather than site-dependent occupations such as healthcare or construction.

This continued reduction in fully remote opportunities has two key implications:

1) Companies that can genuinely offer fully remote roles retain a clear competitive advantage, while talent seeking fully remote work will face a very limited set of options. Many professionals currently working fully remotely are doing so largely due to legacy post-pandemic arrangements rather than new role availability.

2) Full-time office-based roles have steadily increased and now account for 15% of all roles. However, as the vast majority of talent continues to expect flexibility, organisations mandating full-time office attendance are significantly restricting their talent pool and reducing geographic access to skills. Four-to-five-day office requirements represent a clear competitive disadvantage in hiring.

Hybrid working has effectively become a default expectation within the overall reward package, alongside base salary, bonuses, pension, and healthcare. Flexibility is now viewed not as a benefit, but as a standard component of professional employment.

Barden’s National Talent Monitor is a quarterly snapshot of Ireland’s private enterprise professional workforce, covering all major professions including accounting, engineering, analytics, administration, legal, engineering and beyond. Collated from multiple data sources (LinkedIn data mining, CSO data, Barden data, and a third-party proprietary source), using our unique research methodologies, we identify patterns and insights that help business leaders make more informed decisions about their talent attraction and retention strategies.

#1 Key Talent Market Trends

1.1 Barden Beveridge Curve

The Barden Beveridge Curve is an indicator of employment activity and talent demand in the market. It plots job vacancy rates against unemployment levels, with movements to the top left indicating higher demand for talent and movements to the bottom right indicating lower demand.

Specifically curated by Barden to represent private enterprise professionals, the curve helps track trends using CSO data, which lags quarter-on-quarter.

Q3 2025 reflects what we have all seen in the market to date. Job vacancies are remaining steady, while the unemployment rate has risen slightly. This trend continues from Q2 and reaffirms that a levelling in activity is happening across the market. A slight rise in unemployment alongside fewer job vacancies reflects the seasonal softening we typically see during the summer months.

The outlook remains competitive, and employers who act decisively and plan strategically in the months ahead will be best positioned to secure the talent that they need as we move into 2026.

1.2 Job-Seeking Behaviour

19.1% of professionals in Ireland are demonstrating job-seeking behaviour, a decrease of 7.0 percentage points from this time last year.

Of those exhibiting job-seeking activity, 9% actually changed roles last year. For a company with 100 employees, a normalised turnover rate suggests a loss of 9–10 people annually.* As above, this number can be used to benchmark a company’s current turnover rate against the norm.

1.3 Tenure and Role Changes

The median tenure for professionals remains unchanged at 1.6 years, meaning that while people are not necessarily changing companies every 1.6 years, they are likely changing roles within that timeframe (promotion, moving teams, etc.).

Leaders should consider this when planning promotions, development, and succession strategies.*

1.4 Gender Balance

Workforce participation in this cohort is 42% female and 58% male, though disparities exist across professions and seniority levels.*

1.5 Talent Movement Trends

In 2025, Ireland’s professional workforce increased by 6,623 people, down from a net gain of approximately 11,000 in 2024, representing a 40% reduction in net inflows. This decline in the number of professionals moving to Ireland warrants close monitoring over the coming quarters, as it may indicate reduced competitiveness as an international destination for talent.

At the same time, Ireland is losing less talent to other English-speaking jurisdictions than in previous years, which may reflect a return to normal following the post-pandemic peak in mobility. However, structural factors such as cost-of-living pressures, accommodation availability and cost, and the tax burden on high earners relative to other jurisdictions are likely influencing decision-making. These factors may increasingly “come home to roost” and should be monitored closely. While there is no cause for panic, the trend is notable and should be explicitly called out.

#2 Trends in Work Arrangements and Benefits

2.1 Hybrid Work as the Norm

This continued reduction in fully remote opportunities has two key implications:

1) Companies that can genuinely offer fully remote roles retain a clear competitive advantage, while talent seeking fully remote work will face a very limited set of options. Many professionals currently working fully remotely are doing so mainly because of legacy post-pandemic arrangements rather than because of new role availability.

2) Full-time office-based roles have steadily increased and now account for 15% of all roles. However, as the vast majority of talent continues to expect flexibility, organisations mandating full-time office attendance are significantly restricting their talent pool and reducing geographic access to skills. Four-to-five-day office requirements represent a clear competitive disadvantage in hiring.

2.2 Reward Packages

Offering 23–25 days of annual leave or more is critical. Anything less puts companies at a notable disadvantage in attracting and retaining talent.

The mode represents the number that occurs the most in a given list.

The most frequent (mode) employer pension contribution offered remains unchanged at 5% and for bonuses, it is 10%. However, it is important to highlight that standard benefits vary significantly between SMEs and multinational companies.*

#3 Are you shaping your Talent Strategy?

The above data provides valuable national-level insights, but competition for talent is typically local rather than national. While understanding the macro perspective is essential, it should be complemented with real-time, localised, peer-to-peer comparisons to assess your organisation’s true competitiveness for talent and inform strategic decision-making. For example, a large multinational group function will typically not be competing for the same talent as a local SME in a given location.

This is where Barden can help you. We offer over 20 profession-specific talent monitors, such as for early-career accountants or data analysts, that provide real-time, quarter-by-quarter insights. While some of this data is publicly available here>>>, bespoke analysis remains key to effectively shaping your talent strategy.

*For more detailed insights, peer comparisons, company-specific turnover data, performance benchmarks, or gender diversity trends by profession and level, contact Ed Heffernan at ed.heffernan@barden.ie for bespoke insights to help shape your talent strategy.