Public services: Upskilling in the age of AI
Accenture hosted public service leaders and experts for a round table discussion on upskilling in the public service in the age of AI.
Are leaders being equipped with sufficient AI understanding at the pace needed to lead effectively?
Geri Foley
No, and the gap is getting wider. Accenture research finds that two-thirds of executives lack change leadership skills and digital acumen required to lead AI-driven transformation. This challenge is not unique to the public sector, but the stakes are considerably higher in the public sector because poor AI decisions can directly impact citizens and erode public trust. What is striking is that leaders in the most advanced AI organisations spend, on average, 20 times longer per week actually using AI than those still at the pilot stage. It is a reminder that experience with the tools is what builds real confidence and better decision-making. Leaders need to start making informed, deliberate decisions about how AI will affect their people and their services.
Alexa Toomey
We are making progress, but there is still some way to go. Our AI strategy focusses on delivering client service excellence enabled through enhanced use of AI. We are assessing how we can better use the rich data and information available to us for the benefit of our clients. Leveraging AI for its benefits and empowering teams to use it for good starts with leadership. This is also crucial in dispelling concerns people may have about how AI could impact their roles. Roles will continue to evolve and it is important that people are supported through that transition.
Shirley Comerford
There are safeguards that must be put in place, and we have set foundations in this regard such as the publication of the Guidelines for the Responsible Use of AI in the Public Service and Digital Ireland: Connecting our People, Securing our Future. We have a strategic partnership with the IPA aimed at delivering AI awareness building programmes throughout the public service. However, capability remains uneven and one of our key focuses is building capacity of public service workers at all levels. While progress is clear, further development is required.
Oonagh Kelly
I do not think leaders are equipped. It is important to identify why AI is being used and the necessary level of understanding leaders must be equipped with. In addition, when the EU AI Act was initially revealed, there was significant focus on potential risks. This made people disengage and take a ‘wait-and-see’ approach instead of examining the opportunities enabled by the Act. Now, we are playing catch up to equip leaders with necessary skills before they can think about how they will lead everyone else on this journey.
Helen Brophy
It is important to also examine organisations’ AI understanding as this varies across the public service. There is a race to get leaders equipped but we must determine what skills they are being equipped with and what they are being equipped to do. There is a level of risk that exists for public service that does not exist outside of the public service. Taking a cautious approach is therefore necessary.
Declan McCormack
Some organisations have more exposure to AI’s potential than others. AI is so pervasive and fast-paced there is a risk it is being introduced from the bottom up in many organisations. Good governance is vital and leaders must approach it strategically to leverage its potential and mitigate against possible risks. The Irish public service has been very progressive and proactive in preparing its leadership, an example being the roll out of AI Masterclass training through the IPA. The Guidelines for the Responsible Use of AI in the Public Service, mentioned by Shirley, are also an excellent resource to encourage adoption.
What operational changes are needed to enable organisations to reskill at scale?
Geri Foley
Our latest Accenture research tells an interesting story: only 5 per cent of Irish organisations are actively reskilling at scale, despite strong willingness from employees to do exactly that. The challenge is less about intent and more about infrastructure. Culturally, learning is still treated as separate from work and often as a ‘tick box’ exercise, but it needs to be embedded in day-to-day workflows. Ownership is another issue; reskilling is too often left for HR rather than operational leaders who are closest to where roles are actually changing. What is needed is greater intentionality: assessing current skills, identifying the gaps, and designing role-based learning pathways supported by the right technology and content.
Oonagh Kelly
The traditional ‘step out to train, step back in’ model is no longer fit for purpose. Learning must be integrated into the flow of work so that employees continuously build and apply skills. This means clearly defining role requirements, supporting ongoing development within the job, and encouraging knowledge sharing across teams. Operationally, organisations need systems that enable continuous, applied learning at scale. Cohort-based approaches and peer learning can amplify impact, creating a ripple effect across the organisation. Learning should be constant, embedded, and accessible to everyone; not treated as a one-off event.
“Leaders need to start making informed, deliberate decisions about how AI will affect their people and their services.”
Geri Foley
Shirley Comerford
From a public sector perspective, large-scale transformation, such as delivering integrated, user-centred digital services, naturally drives upskilling through the work itself. Bringing teams together across departments to solve real problems builds capability in context, rather than through standalone training. It is important to recognise that this is largely about continuous upskilling rather than wholesale reskilling. Framing matters: positioning AI and digital change as part of normal skill evolution helps avoid unnecessary concern. Upskilling should be seen as a standard, ongoing part of work; embedded in delivery rather than separate from it.
Alexa Toomey
Embedding learning into workflows and adopting role-based approaches are critical, especially in large public sector organisations where shared capability models offer opportunities to scale learning. Clear communication is key; people need to understand why reskilling is happening and how it benefits their roles and organisational outcomes. In purpose-driven environments, linking learning to improved public service delivery strengthens engagement. Given heavy workloads, learning must support employees to work more effectively. Lessons from the private sector, particularly around balancing pace with risk, can be valuable when shaping scalable, practical approaches.
“We need to be mindful as some skills that cannot be learnt in a day, such as critical thinking and judgement, are crucial in the age of AI.”
Helen Brophy
Helen Brophy
Operational change must connect learning directly to outcomes, delivery, and impact, especially given the scale of public sector challenges. Workforce capability planning is essential: organisations need clarity on the skills required and how they align with strategic goals before driving widespread upskilling. Without this, learning risks becoming unfocused activity. AI will reshape roles, workflows, and organisational structures, so planning must anticipate these shifts. With large, complex workforces, this becomes a significant operational exercise requiring coordination, systems alignment, and strategic direction to ensure that learning translates into tangible results.
Declan McCormack
Scaling reskilling requires using multiple levers. Partnerships with external providers, startups, and SMEs can accelerate capability building without needing to develop everything internally. Targeted recruitment and specialist pathways may also be necessary to retain critical skills. At the same time, organisations should foster environments that support experimentation through labs, events, and collaborative spaces. Informal, hands-on engagement can often be more effective than formal training. Encouraging multidisciplinary teams and strong leadership support will further drive adoption and innovation, building on the positive initiatives already underway.
Which human skills should public servants prioritise as AI takes on more routine and analytical work, and are current investments enough?
Shirley Comerford
We have invested in the professionalisation of some key functions such as HR. HR professionals provide guidance to staff on what areas of expertise they can focus on to further their career. We know that HR functions as a support for organisations as they navigate through organisational change. The professionalisation of HR will help management with workforce planning, talent management initiatives, and procurement of bespoke training. It will also help understand the necessary skillsets required and the talent needed to meet those requirements, and to keep people at the centre by upskilling your workforce to deliver.
“There is already a need for decision-making skills to make the most of the vastly improved access to data through AI.”
Declan McCormack
Helen Brophy
I think there is a need, while we are increasing the upskilling of AI, to think about the additional skills that complement that. Management skills are becoming more necessary at more junior levels across the public service than before as AI takes on more of the traditional work at this level. We need to be mindful as some skills that cannot be learnt in a day, such as critical thinking and judgement, are crucial in the age of AI. We need to encourage the adoption of these skills at more junior levels and to focus on honing them.
Geri Foley
No, current investments are not enough. There is strong demand for technical AI skills right now, but investment in areas like ethical reasoning, judgement, and critical thinking is lagging behind. As AI takes on more routine work – data processing, transactional tasks – the skills that will matter most are precisely the ones AI cannot replicate. The ability to think critically, exercise judgement, and work alongside AI will become the defining competencies for public servants. We also need to recognise that humans will play a heavier role in training and guiding the technology itself which requires a different kind of capability than we have traditionally invested in. Ultimately, a fundamental shift in how we work is coming, and our investment in skills needs to reflect that.
“Upskilling and reskilling are part and parcel of not only the present, but also the future of the public sector.”
Shirley Comerford
Oonagh Kelly
Investment needs to happen at a whole-of-organisation level, not just on the most straightforward tasks such as what are people going to work on, are we spending enough on AI, but looking at ways we reward staff. There is a lot of jargon that people hear when it comes to AI but all that does is cause people to lose interest very quickly. Investment must be in demystifying how we are working. To have a good AI strategy, you need to continue to invest in data and people’s data skills. There does need to be a shift and a radical rethink about how investment is considered and how it is applied.
Declan McCormack
Continuous learning and adaptability are key. Perhaps through greater exposure to different functions and roles within an organisation so people develop a broader range of skills and experience and can adjust to changes throughout their career. There is already a need for decision-making skills to make the most of the vastly improved access to data through AI. Social and emotional learning could also be key. If AI does free us up from administrative tasks, then hopefully we have more time to work with people to address complex and minority issues that will help to improve service delivery and outcomes for citizens.
Alexa Toomey
I do not think there is any organisation that could not invest more in skills development, this is not unique to the public sector at all. It is about having well-rounded investments and treating this as a long-term project. Sustained, continuous investment in the sector will be important, and I think having strong analytical and critical thinking skills will be increasingly important.
How can reskilling be positioned as a strategic investment in the workforce rather than a signal of job loss?
Shirley Comerford
This element is positioned under the ‘workforce and organisation of the future’ pillar in the Better Public Services reform plan. Upskilling and reskilling are part and parcel of not only the present, but also the future of the public sector. It is crucial that we support staff while, at the same time, working to enhance services. The plan is key in working to achieve this. The plan requests that all public service organisations align their strategic plans to the objectives in the Better Public Services reform plan.
“Learning should be constant, embedded, and accessible to everyone; not treated as a one-off event.”
Oonagh Kelly
Declan McCormack
Start preparing now for what could happen. Leaders need to have a vision for what the transition can achieve and deliver. It is also critical to be transparent with people at all levels of the organisation. There will be change. Communicating with people, acknowledging fears and driving a positive message will be fundamental to a successful transition. Training and ensuring that the right environment is created so people feel safe and confident to explore and adopt AI will be key.
Oonagh Kelly
Retention strategies will be key as it is critical that no institutional and organisational knowledge is lost. Reskilling can be repositioned as an investment. People must be told that they are valued and that we do not want to lose them. You must have junior employees before you can have senior employees, and it is important that someone senior is there to help junior employees make this jump. Investing in a communication strategy is critical to show people that they are already accomplished and add value and that we want to build on that.
Helen Brophy
Service level investment is driven by policy, and it is fair to say that learning and development is fully supported within the public service. One of the first investment areas cut during the recession was learning and development. I do not think that will happen again as it is embedded as a strategic enabler of performance and delivery. The demographics of the State and the demand for public services becomes more complex every year. The pace of delivery required is also increasing. There may not be job losses, but a lot more will be expected of the workforce.
“In many cases, AI enables more thorough and complete work rather than entirely new work.”
Alexa Toomey
Geri Foley
The World Economic Forum’s Future of Jobs Report 2025 predicts that by 2030, 92 million jobs will be made redundant, but 170 million new ones will be created. That net positive story is the antidote to fear, and communicating it clearly is fundamentally a leadership challenge. What is needed is a more honest framing: AI will change what jobs look like, but it will not reduce the overall number of them. The risk is that anxiety fills the space where that clarity should be. Leaders who get ahead of that conversation, openly, and early are far more likely to bring their people with them. Ultimately, reskilling works best when people feel ownership over their own journey, rather than having change done to them.
Alexa Toomey
AI replaces tasks, it is not replacing people. It is really important to communicate that. However, we must be realistic. There are some tasks done by people today that have real scope for automation. People are well-informed and already aware of that. Even though AI may take over some tasks people do, their valuable skills and experience can be applied to new and evolving tasks. It is also important to consider what AI can unlock for us. It will enable better data insights which will open up further opportunities.
When AI creates capacity, are organisations consistently using it for higher-value work, or reverting to existing workloads?
Oonagh Kelly
It is still too early to give a definitive answer. In our experience, early AI use cases, such as an internal HR policy assistant, have reduced repetitive queries and improved employee experience. While it is difficult to quantify exact time savings, the real value has been removing friction for both employees and HR teams. This suggests that higher-value work can emerge indirectly by eliminating pain points. The key is to test, learn, and iterate. Assess what works, scale successful use cases, and move on quickly from those that do not.
Alexa Toomey
So far, the impact is mixed. Some freed-up capacity is going toward higher-value work, such as innovation and more thoughtful problem-solving. However, a significant portion is also being used to improve efficiency in existing workloads, speeding up delivery and enhancing output quality. In many cases, AI enables more thorough and complete work rather than entirely new work. Particularly in service-driven environments, improving turnaround times is a priority. Going forward, it is likely that organisations will continue to balance both and enhance current operations while gradually creating space for higher-value activities.
Shirley Comerford
It remains early, with much of the activity still in pilot phases. Without intentional direction, there is a risk that any freed-up capacity simply gets absorbed back into existing workloads. To avoid this, organisations need to be deliberate about how they use the additional time AI creates. In the public sector, the focus is increasingly on improving service delivery, making services more accessible, responsive, and user-friendly. Viewing AI through this lens helps ensure that capacity gains translate into meaningful improvements rather than just incremental efficiency.
Helen Brophy
At this stage, it is premature to draw firm conclusions. Given the high demand for public services, much of the immediate focus is on addressing backlogs and meeting existing needs. As a result, any additional capacity created by AI is often used to catch up rather than to fundamentally reshape work. Over time, as AI becomes more embedded in planning and strategy processes, organisations will be better positioned to direct that capacity toward higher-value outcomes.
Declan McCormack
Currently, the approach can feel somewhat ad hoc, with innovation happening but not always aligned to a clear overarching strategy. However, important foundations are being put in place through national digital and AI initiatives such as skills development, AI literacy, and increased collaboration with external partners. These efforts are helping to build a more structured and strategic approach. As these frameworks mature, they should enable organisations to more effectively channel AI-driven capacity toward long-term, higher-value objectives.
Geri Foley
Accenture’s latest research on agentic AI shows that many employees are using AI to do the same work faster, rather than to do something different or more valuable. In too many cases, the capacity AI creates simply gets absorbed back into existing workloads. The organisations seeing the greatest returns are those that go further: redesigning processes from end-to-end and deliberately directing freed-up time toward areas where it can make a real difference. Without that intentionality, the benefits of AI stay shallow. Some larger organisations are beginning to redeploy talent into new areas, which is encouraging, but wider transformation will only happen when organisations get deliberate about connecting the capacity AI creates to their broader strategic goals.
