Skills vs Degrees: Rethinking Talent Acquisition in Ireland

Across the island of Ireland, organisations are beginning to reevaluate the role that formal degrees should play in the hiring process. For decades, third‑level qualifications were viewed as essential for entry into many sectors, even in fields where practical skills may have been more valuable. This reliance on academic credentials has often had the unintended consequence of shrinking the pool of eligible candidates, excluding individuals with strong skillsets despite not having a traditional educational background. 

Recent research points to the trend of “degree inflation,” a phenomenon that emerged in the early 2000s as employers began raising degree requirements for roles that historically had not required them. After the 2008 financial crisis and the fallout that followed, organisations were forced to reconsider these expectations as labour shortages and economic pressures made hiring based solely on academic qualifications neither efficient nor sustainable.

The onset of the Covid‑19 pandemic further accelerated this shift in mindset. The global health crisis exposed a critical imbalance between the overwhelming demand for qualified healthcare professionals, and the limited supply of individuals with the formal credentials traditionally required. As Ireland, like many countries, rushed to respond, organisations demonstrated a willingness to prioritise skills, experience, and adaptability over pure educational criteria. This illustrates a powerful lesson: in times of rapid change, organisations benefit when they expand their definition of what a “qualified” candidate looks like.

Organisations are now investing in in‑house upskilling and continuous learning initiatives. This raises an important question: if organisations can successfully develop talent internally, could this model reduce reliance on hiring only those with specific degrees? Research published by Forbes supports this possibility, arguing that when companies adopt a more granular, skills‑based approach to talent management, they tend to see improvements in profitability, operational efficiency, employee retention, and even brand reputation. 

We have found that companies who have removed degree requirements for certain roles often experience a broader, more diverse applicant pool. With wider choice comes the ability to match roles more closely to skills, and in some cases, to offer more cost‑efficient salary structures for entry‑level hires.

However, the trend towards removing degree requirements is not without controversy. For many, particularly recent graduates, degrees represent a significant financial and personal investment. The idea that roles may no longer require the qualifications they worked hard to obtain can be frustrating or disheartening. Yet this shift is not inherently negative. Many graduates report feeling underprepared for the realities of the workplace despite holding a degree, highlighting the value of practical experience, transferable skills, and ongoing development. A skills‑focused approach ensures that individuals, regardless of educational pathway, can pursue roles aligned to their strengths and potential.  

Job seekers worry not only that their qualifications might be overlooked in the hiring process but also that Artificial Intelligence could eventually replace many entry level roles altogether. As organisations continue to integrate AI into their business models, it is understandable to question whether they may rely on these systems to perform the routine tasks traditionally assigned to early career employees. Even with these concerns, the growing use of AI does not have to mean fewer opportunities for people starting out. When used thoughtfully, AI can support entry level hires by strengthening their knowledge and helping them learn more quickly, rather than removing the need for their roles.

As talent shortages intensify and skills evolve faster than universities can update their curricula, Irish employers must consider how best to future‑proof their workforce. The rise of AI, apprenticeships, micro‑credentials, and lifelong learning- supported by government strategy- suggests that the future of talent development will be more flexible and inclusive. The challenge for employers is to adopt hiring practices that recognise the full breadth of talent across the country, ensuring opportunity is based on capability rather than traditional markers of achievement.