Experienced employees across Ireland are showing diminished willingness to train less seasoned colleagues when salary differences between the groups narrow significantly, according to research published by Iris Software Group on 4 September 2026. The phenomenon, known as pay compression, is creating friction in workplace training programmes and threatening knowledge transfer across generations of workers.
The software company’s study examined how compensation structures influence mentoring relationships and skill development within organisations. Researchers found that established staff members frequently question the value of investing time in training activities when junior employees earn salaries approaching their own, despite substantial gaps in experience and expertise.
Key facts
- Research conducted by Iris Software Group examined workplace training dynamics in 2026
- Senior employees demonstrate reduced willingness to mentor peers on comparable salaries
- Pay compression between experienced and junior staff identified as primary obstacle to knowledge transfer
- Findings highlight tensions in current compensation structures affecting workplace development
Compensation Gaps Drive Training Resistance
The investigation reveals a concerning trend in which wage parity between employees at different career stages creates disincentives for experienced workers to share expertise. When junior staff receive compensation levels that veteran employees perceive as disproportionate to their limited experience, those senior workers often withdraw from informal mentoring and training responsibilities.
This reluctance extends beyond formal training sessions to include day-to-day knowledge sharing, problem-solving assistance, and the transmission of institutional knowledge that typically occurs through workplace relationships. The research suggests that organisations relying on experienced staff to organically develop newer team members may face significant challenges when compensation structures fail to reflect experience differentials adequately.
Implications for Irish Organisations
The findings arrive as Irish businesses navigate competitive labour markets where starting salaries have risen sharply in recent years to attract talent, whilst budget constraints often limit corresponding increases for existing employees. This dynamic creates the compression effect identified in the Iris Software Group study, where the pay gap between entry-level and mid-career professionals narrows substantially.
Human resources professionals and business leaders may need to reconsider both compensation strategies and training programme structures in light of these dynamics. The research suggests that organisations cannot simply assume experienced employees will willingly invest time and effort in developing junior colleagues when those relationships lack adequate recognition through differentiated compensation.
The study’s conclusions point to potential long-term consequences for organisational capability development, succession planning, and the preservation of specialised knowledge within companies. Without effective mentoring from senior staff, newer employees may struggle to acquire the nuanced skills and institutional understanding that formal training programmes alone cannot provide.
As Irish companies continue to compete for talent whilst managing operational costs, the research underscores the complexity of designing compensation systems that simultaneously attract new workers and retain experienced staff willing to contribute to their development. The balance between these competing pressures may prove decisive in determining which organisations successfully cultivate the next generation of skilled professionals.
Reporting based on original coverage by the original source.
