Future hinges on bridging Australia's digital skills gap
To keep pace, we need to rethink how we attract, train and support the next generation of tech talent. Traditional career and education paths alone won't meet the scale or diversity of demand.
From Agentic and Generative AI (GenAI) to quantum computing and advanced robotics, emerging technologies are redefining how we work, and the capabilities businesses need to stay competitive.
Among these advances, GenAI, and now Agentic AI, stand out as the most transformative. Their rapid evolution and adoption are not only reshaping the tools we use, but the very nature of work.
A recent Mercer report found that nearly three-quarters of Australian organisations are already experimenting with AI tools, and more than a quarter are actively developing formal AI strategies, particularly within IT functions.
Yet from a skills perspective, many Australian organisations aren't prepared to make the most of AI. The Women in Tech report by RMIT Online and Deloitte Access Economics found that over a third of employers say their workforce either lacks or has outdated tech skills.
As future-facing technology adoption grows, so too does the need for a workforce that can guide, collaborate with, and govern AI responsibly.
To remain competitive in a digitally driven economy, organisations must go beyond building AI capabilities. They must invest in their people, equipping them with the skills, confidence and adaptability to thrive alongside AI, not be left behind by it.
Clearly, AI implementation is contributing to a sense of uncertainty and instability in some workplaces. According to Deloitte's 2025 Human Capital Trends report, 75 per cent of thousands of workers surveyed globally feel they need greater stability at work in the future.
As AI transforms how work gets done, the role of people leaders must evolve. Managing tasks and outputs is no longer enough. Leaders need to become coaches who help their teams navigate change and develop skills that have the greatest potential to create value for both the organisation and individual.
Tina McCreery is Chief Human Resources Officer at Deloitte Australia.
We also need more flexible and accessible entry points – especially for individuals from underrepresented or disadvantaged backgrounds. This includes women, who still represent just 30 per cent of the tech workforce.
The Women in Tech report identified more than 660,000 women in Australia who could reskill into technology roles in six months through short courses or on-the-job training, boosting their earning potential by more than $30,000 annually. Inclusive, targeted programs have the power to turn this potential into real progress.
One program helping lead the way is Deloitte's Digital Career Compass. Designed for people navigating life transitions or barriers to employment, the 12-week program equips participants with foundational tech training, industry-recognised certifications, business readiness skills and one-on-one mentoring. The goal isn't just to upskill, but to create genuine pathways into sustainable tech careers.
Katherine, 43, learned about the Digital Career Compass program just a year after a family event had left her in significantly diminished economic circumstances. Through the program, she learned to build foundational technology knowledge and received expert support to apply that knowledge to complete a Salesforce certification.
Upon completion, she was equipped not just with technical skills, but the confidence and business readiness to thrive. Though she initially applied for an entry-level role at Deloitte Australia, her performance and potential meant she progressed quickly, not only transforming her career but also bringing much needed talent, skills and capability.
Programs like this show what's possible when we empower people with the tools and the opportunity to succeed because as GenAI becomes embedded across industries, the demand for digitally fluent and adaptable talent will only accelerate.
Meeting this demand requires more than technical training. We need to continuously embed AI fluency across every level of the organisation. When employees feel confident using AI tools, they're more empowered to contribute, collaborate, and innovate.
Equally important is fostering a culture of experimentation where people are encouraged to explore AI hands-on. This builds the resilience, adaptability, and problem-solving mindset that future-fit organisations will depend on.
With bold thinking and collaborative action, we can close Australia's digital skills gap and build a workforce that's not only ready for what's next but equipped to shape it. While the challenge is urgent, the solution is within reach.
Tina McCreery is Chief Human Resources Officer at Deloitte Australia.
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Disclaimer
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.
Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see www.deloitte.com/au to learn more.
Copyright © 2025 Deloitte Development LLC. All rights reserved.
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