The 2026 Workplace Trends Report highlights how companies, their leaders and employees are more selective in their expectations.
Morgan McKinley has published the results of its global 2026 Workplace Trends Report, which explores employee sentiment in comparison to evolving workplace expectations.
To gather the data, Morgan McKinley collected information from 2,799 globally dispersed respondents, representing a diverse cross-section of the workforce, as well as 214 employers and decision-makers. What was discovered is that there is somewhat of a disconnect between employee goals and the expectations of the employer.
The report found that globally, nearly half of employees are preparing to move jobs as their pay stalls and concerns over job security, restructuring and automation grow. Nearly 50pc of employees who contributed to the research said that they have serious plans to look for a new job in the next six months, despite 63pc of employers saying that they have no planned headcount reductions for 2026.
More than one-third (37pc) of participating employees are of the opinion that their role has the potential to be affected by restructuring, automation or cost-cutting and as many as 85pc of people agreed that if they felt their job was at risk, they would start applying for new roles. Meanwhile, nearly 70pc revealed that they had not received a salary increase in the past six months.
Skills and retention
Interestingly, almost 65pc of employees said that they would aim to develop new skills or certifications in response to fears around retaining their role. 70pc of employees listed AI and data skills as among the top most important skills, despite more than half (56pc) being of the opinion that their employer is not investing enough in professional development.
This was significantly higher than the demand for leadership and management skills (49pc) or additional technical certifications (27pc).
Encouragingly, however, the report indicated that participating employers intend to support retaining and developing existing talent.
Three-quarters said that they would prioritise redeployment and reskilling in response to workforce reductions, ahead of increasing their automation or AI adoption (38pc) or relying on temporary staff and contractors (25pc).
In terms of the skills gap, only 14pc said that they would address it by utilising automation.
According to the report, this suggests that “many organisations recognise the importance of supporting employees through periods of change, reinforcing a culture that values people development and internal opportunity”.
Keep it moving
Irish employees were more likely than the global average to say their employer is investing enough in their professional development, at 29pc compared with 23pc globally. However, this still means fewer than one in three employees in Ireland believe enough is being done to support their career growth.
Also, specifically in Ireland, the report found that flexibility remains a major factor in career decision-making. Some 73pc of employees in Ireland said flexible work availability influences whether they accept or decline a role, compared to 64pc globally.
Commenting on the findings of the report, Trayc Keevans, the global FDI director and head of research at Morgan McKinley said: “The risk for employers is that they confuse a stable workforce plan with a settled workforce. Employees are reading the signals around pay, progression, AI, skills and flexibility. When those signals are unclear, confidence drains and people start looking.
“The findings show a workforce that is alert to change. People are not necessarily panicking, but they are preparing. If pay is flat, if roles are changing and if AI is being introduced without clear explanation, employees will naturally ask where they stand and whether their future is better protected somewhere else.
“For Irish employers, the message is clear,” she added. “Flexible work and career development are now part of the confidence test. Fewer than one in three Irish employees believe their employer is doing enough to support their professional development. That should concern any organisation trying to hold on to talent.
“Retention is no longer just about staffing levels. It is about whether people believe there is a future for them in the organisation. Employers that are clear on pay, honest about change and serious about skills will be in a much stronger position than those relying on stability alone.”
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