Hays warns of AI training gap in Australia tech jobs

Hays has reported a widening gap between AI use and formal training in Australia's technology workforce, with its latest salary guide finding that most organisations still face skills shortages.

The recruitment group surveyed more than 6,500 professionals across Australia and New Zealand and found that 60% of technology employees already use AI regularly at work, yet only 22% have received formal training or support. More than half said they had no AI guidance at all.

The figures point to a broader disconnect in the sector. While 57% of employees believe their skills are current, 82% of organisations reported ongoing capability gaps, suggesting employers and workers assess readiness differently.

This shifts the issue beyond hiring alone. Rather than a short-term recruitment squeeze, the data suggests many employers are struggling to prepare existing teams for rapid changes in tools, workflows and technical requirements.

Training gap

AI use is already embedded in day-to-day work across many technology roles. Yet the survey suggests organisations have been slower to establish frameworks around that use, leaving staff to rely on informal or self-taught approaches.

That matters as businesses try to tie technology investment to measurable workplace outcomes. Without structured training, internal standards or ways to assess AI-related skills, employers may find it harder to judge whether staff are using tools effectively or consistently.

"Technology teams are leading AI adoption, but many organisations haven't yet translated that into structured capability," said Pete Marinis, Technical and Technology Lead, ANZ, Hays.

"Employees are already using these tools day-to-day, but without clear guidance, training or expectations, organisations risk missing out on the full productivity gains," Marinis said.

The findings come as the technology labour market remains active. Hays found that 36% of technology professionals are actively looking for a new role, while a further 34% are open to new opportunities.

That mobility appears to be a persistent feature of the sector rather than a temporary spike. More than 70% of employees surveyed have been in their current role for less than four years, underlining a market where movement between employers is common.

Pay and progression

Salary growth remains positive but uneven. Average pay rises across technology roles were 3.8%, although 42% of professionals reported little or no increase.

Those mixed outcomes are feeding dissatisfaction in parts of the market. Employees are paying closer attention to annual changes in pay, especially in a sector where specialist skills can be transferred readily between businesses.

Money remains the leading reason for changing jobs, cited by 31% of respondents. Career progression was close behind at 29%, indicating that development pathways now carry almost as much weight as pay in retention decisions.

For employers, that changes the competitive equation. Flexible working is now widely available, with 66% of employers offering it as standard. That means organisations may need to differentiate themselves through clearer advancement routes and stronger training support.

"In technology, career development is no longer optional," Marinis said.

"Professionals are moving toward organisations where they can build capability, not just earn more," he said.

Roles in demand

The most sought-after positions remain tied to software development, data, cybersecurity, cloud infrastructure and AI. Hays identified software engineers and developers, data analysts and data scientists, cybersecurity specialists, cloud and infrastructure engineers, and AI and machine learning specialists as the top roles in demand.

Demand in those categories reflects pressure on organisations to modernise systems, strengthen digital security and make greater use of data in decision-making. It also helps explain why capability shortages persist even as workers report confidence in their own skills.

When that confidence does not match employer expectations, training budgets and workforce planning become harder to target. If staff believe they are current but organisations disagree, businesses may struggle to identify which skills need attention first and how to measure progress.

Marinis said the issue is no longer whether AI has entered the workplace.

"The challenge isn't whether AI is being used; it already is," he said.

"The real opportunity lies in how organisations formalise and scale capability to create consistent, measurable impact," Marinis said.