Human Capital

“I enjoy using the full breadth of my skill set and the satisfaction I get from choosing meaningful projects. I enjoy having autonomy over how I work and being able to make my own decisions.”
Quote from Respondent

Human capital refers to the skills, knowledge, experience, and abilities that drive productivity and economic value.

It includes education, training, wellbeing, and talent, all of which shape an individual’s and an organisation’s capacity to achieve economic goals. Overall, the 2026 findings show that the contracting sector continues to be defined by a highly skilled and well-educated workforce, with very strong levels of human capital.

Occupational data confirms this profile. In 2026, 91% of contractors were in high-skilled roles. Managers, directors and senior officials (SOC1) accounted for 16%, professionals (SOC2) for 70%, and associate professionals and technicians (SOC3) for 5%. Contractors continue to work mainly in professional and knowledge-intensive sectors. The largest segment remains pharma, medical device and life sciences (36%), followed by technology (14%), finance (12%), engineering and technical activities (5%), and medical locum roles (2%). Perceptions of employability remain strong in 2026. 82% of contractors believe their experience is in demand, and 55% feel it would be easy to secure another contract. Independent working allows for greater participation in the workforce. It supports re-entry into the labour market, continuity of participation, reduces the need for emigration, and allows people to remain economically active across diverse circumstances, benefiting both individuals and the wider economy.

Contractors report very positive experiences of leadership. Their experience is of leadership that is effective, human, and inclusive rather than purely task-driven. They are highly satisfied working with leaders who are collaborative, authentic, and outcome-focused. Clear direction still matters. Control does not.

Contracting allows for greater participation in the workforce.

Independent working plays a significant role in supporting workforce participation. In 2026, 82% of respondents state that independent working has allowed them to take part in the workforce, indicating that contracting functions as more than a lifestyle choice. It acts as a practical route into employment, particularly for those who may face constraints linked to life stage, flexibility needs, or changing personal circumstances.

This is reinforced by what people were doing immediately before becoming self-employed. While the majority transitioned from employee roles 79%, a proportion of respondents entered contracting from outside traditional employment. This includes those who were unemployed 8%, on a career break 6%, raising a family 2%, or studying 4%. This highlights the value of independent work as a re-entry pathway, enabling continued or renewed participation for people moving between career and life phases. The counterfactual data further underlines this impact. If independent working were not available, 80% indicate they would work as employees. However, a combined 18% would likely leave or partially leave the workforce, with 5% of respondents saying they would be unemployed, 8% would retire, 5% would emigrate, and a further 5% would take unpaid activity such as volunteering. This suggests that contracting helps retain individuals in economic activity who might otherwise disengage.

Occupation

The occupational profile of professional contractors remained high-skilled in 2026. The share of Managers, directors and senior officials (SOC1) fell from 19% in 2025 to 16% in 2026. Professionals (SOC2) edged up from 69% to 70%, showing continued concentration in specialist roles. Associate professionals and technicians (SOC3) dipped from 6% to 5%. Skilled trades increased from 2% to 3% and others increased from 4% to 5%. 2026 shows a continued move away from senior leadership classification towards professional and mixed role types, without changing the sector’s core high-skill make-up.

Industry Breakdown

In 2026, professional contractors continued to work across the same key sectors. Pharma, Medical Device, and Life Sciences remained the largest sector at 36%. Technology (ICT and Telecommunications) increased from 12% to 14%, indicating renewed momentum following the sector’s 2025 consolidation. Engineering and technical activities accounted for 5%, and Medical Locum for 2%, while Finance remained steady at 12%. The increase in “Other” sectors, from 27% to 31%, reflects diversification of contracting opportunities in 2026.

Education

More than half (56%) of people aged 25-64 years old in Ireland have a third level qualification according to the “Educational Attainment Thematic Report 2024” from the CSO . The education level of the professional contracting sector remains higher than the average levels in Ireland where 96% have a third level qualification. Master’s degree holders increased from 36% in 2025 to 39% in 2026, while Bachelor’s degrees decreased from 39% to 36%, suggesting a small move towards higher postgraduate qualification. Other professional qualifications reduced from 14% to 10% and may indicate respondents moving to more formal postgraduate routes. At the lower end of the education spectrum, there were slight increases however the base remains small. Doctoral degrees appear in 2026 at 2%.

Work Experience

Average working experience increased slightly, with mean time spent in the workforce now 24 years, the maximum time spent in the workforce increased from 58 to 60 years. Contractors have positive outlook in 2026 with 82% of respondents agreeing that their experience is in demand on the labour market. The results show 55% of respondents feel it will be easy for them to find another contracting role, reflecting continued confidence in the strength of the contracting sector.

 

Average Work Experience

24

years in the workforce

7

years in full-time self-employment

17

years as a full-time employee

Finding Work

Leadership

Contractors report very positive experiences of leadership. Agreement levels are consistently high across all dimensions, pointing to leadership that is effective, human, and inclusive rather than purely task-driven.

Collaborative and empowering leadership stands out most strongly. Three quarters of contractors agree their primary leader encouraged autonomy, idea sharing, and independent working. This aligns well with how contractors typically create value. It signals trust and respect for specialist expertise. Effectiveness and authenticity score equally high. Over three quarters agree their leader was effective in achieving organisational goals and authentic in how they showed up at work.

Leadership

Contractors report very positive experiences of leadership. Just over three quarters (76%) of contractor think that their leaders were effective in achieving the organisation’s performance objectives. Only 6% disagreed. Furthermore, similar proportions felt the same way about being satisfied working with their leadership. So overall, a strong vote of confidence and support for organisations’ leadership of the independent contractor workforce.

The recipe for this effective leadership performance is revealed to some extent with that the vast majority of respondents agreeing that their leaders are: authentic, transparent, inclusive and encourage good teamwork.

It is also interesting to note that contractors indicate that their leaders typically adopt a blended rather than binary dominant leadership style. A total of 75% of respondents agree that their leadership uses a collaborative leadership approach with only 8% disagreeing. However, for most respondents this is blended with a directive leadership style as 58% of contractors agree that their leadership manifests this style with 17% disagreeing. Strong direction but then giving contractors autonomy and an opportunity to collaborate with the leadership with good teamwork in a transparent, inclusive and authentic manner seems to be the recipe for effective leadership of the independent contractor workforce.

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Next - The Value of Age

  • Earnings by Age
  • Age Breakdown
  • Work Experience
  • Wellbeing
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