By Irishexaminer.com,Joe Dermody

Copyright irishexaminer

In this Q&A interview, Wendy Walsh, talent and organisation lead, Accenture in Ireland, advises employers on steps they can take to retain their existing AI and Cloud professionals, while also ensuring they enhance their ability to attract new tech-skilled talent.

What is your advice for employers trying to keep pace with the spike in AI and Cloud roles in Cork?

“For employers in Cork competing for talent in AI and Cloud, the first priority should be understanding the pipeline of demand within their organisation. Key questions to ask include: What’s driving this demand? Is it long-term strategic growth or short-term delivery needs? Who exactly are we looking for, and what skills and experience are essential? Consider whether existing employees can be upskilled to meet evolving needs, leveraging their deep knowledge of the business.

“Secondly, focus on identifying core competencies rather than rigid job titles. Getting job descriptions right is critical to attracting the right candidates. A fast, efficient recruitment and onboarding process is also essential, as drawn-out timelines can damage candidate perception and leave room for competitors to swoop in. Top talent expects a top-tier employee experience, and that begins at the recruitment stage.

“An impressive employee value proposition is also key. Today’s candidates are looking for more than just a role, they want flexibility, purpose, and wellbeing. Organisations must rethink work location and experience, enabling employees to contribute meaningfully from wherever they are. Prioritising mental health, encouraging flexibility, and supporting work-life balance are now central to attracting and retaining talent.

“Finally, building a strong employer brand is vital. Boost your presence on platforms like LinkedIn to ensure you’re putting your best foot forward when candidates research your organisation. Encourage employees to share what they’re working on and tailor company posts to resonate with the talent you’re targeting. Review platforms like Glassdoor and Fishbowl to understand how your company is perceived and make improvements where needed.”

Is there a need for companies upskill their existing teams along with recruiting new tech talent?

“Absolutely. Upskilling existing employees is essential for several reasons.

“Firstly, it’s a vital part of the employee value proposition. People stay where they feel valued and supported in their growth. Offering meaningful development opportunities helps retain talent and fosters a culture of continuous learning.

“Secondly, technology is evolving rapidly, especially with AI now transforming the workplace. As roles shift and new capabilities emerge, employees need to evolve alongside them. Upskilling ensures teams remain relevant and able to contribute to the organisation’s success in a changing landscape.

“Hiring new talent is important, but it can be resource-intensive. New employees often need time to get up to speed and fully integrate into the business. Before looking externally, it’s worth exploring whether the required skills could be developed internally, especially when existing team members already have a strong understanding of the organisation.

“Retaining institutional knowledge also brings significant value. Current teams are already familiar with the company’s culture, systems, and workflows. Upskilling these employees can build on that foundation and help accelerate performance, while new hires may need more time to reach the same level of familiarity.”

Is it harder for some industry sectors to compete for tech talent, given the growing demand in the market for remote-only roles?

“Yes, in some cases it is more challenging to attract top tech talent. There can be a few reasons for this. To start, some industries aren’t traditionally associated with remote working and, in many cases, simply can’t offer it. Sectors like manufacturing, industrial, government, and healthcare often require on-site presence, whether in production facilities, clinical environments, or secure government offices. This can make roles in these sectors less appealing to candidates who prioritise flexibility and remote working options.

“In other cases, companies may not yet have the digital infrastructure in place to support remote work, even where it’s technically feasible. This includes cloud-based systems, secure device distribution, and updated cybersecurity protocols. Sometimes, it’s not a technology issue but a policy one as some internal business policies haven’t evolved to support flexible working, which limits their ability to offer it.

“Finally, some industries may not be immediately associated with rapid technological advancement, which can influence how attractive they appear to tech candidates. Many professionals in this space are drawn to organisations that are actively investing in innovation and digital transformation. To stay competitive, sectors that are traditionally slower to adopt new technologies can benefit from highlighting their progress, ambitions, and opportunities for tech talent to make a meaningful impact.”

What advice have you for the many employers whose business requires calling staff back to the office for more in-person workdays?

“Employers now need to view the ‘office experience’ as a central part of their employee value proposition. If you’re asking people to return to the office, it’s essential to start by clearly communicating why. Being transparent about the reasons behind the decision helps employees understand how it supports not only the business, but also their own development and career progression.

“Equally important is involving your people in shaping the return-to-office approach. Listening to their feedback and concerns shows that their voices matter and it opens the door to co-creating a plan that balances flexibility with business needs. In our work with clients, we’ve found that the most effective and sustainable solutions often emerge from this kind of collaboration.

“It’s also worth remembering that flexibility isn’t just about where people work. Offering adaptable start and finish times or even exploring options like a four-day week can be just as meaningful to employees as location-based flexibility. These adjustments can make a significant difference in helping people manage their lives outside of work.

“When employees do come into the office, make it worth their while. If the goal is to foster connection and collaboration, then the in-person experience should feel engaging, inclusive, and purposeful. Consider aligning office days with team-building activities or informal social events to help strengthen relationships and build a sense of community. I describe it as ‘earning the commute.’ Rebuilding culture is another key piece of the puzzle. Be intentional about the kind of office culture you want to create. Set aside time for informal connection, whether that’s coffee mornings, shared lunches, or team celebrations, to help re-establish the social fabric that may have frayed during extended periods of remote work.

“Finally, make sure the office is ready before asking people to return. This goes beyond perks like free snacks or trendy breakout spaces. It’s about having the right infrastructure in place, enough desks and meeting rooms, reliable technology, and spaces that support both collaboration and focus. A well-prepared office sends a clear message: you’re serious about creating a positive, productive in-person experience.”