Will AI replace Customer service managers?

Not as a job, but it is already doing parts of the work. Across the 40 official task statements scored for Customer service managers (United Kingdom, SOC 4143), 47% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 55 out of 100 (range 49–61, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.

Which tasks in “Customer service managers” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Obtain names and telephone numbers of potential customers from various sources” (93/100, very high); “Review payroll reports to monitor work activities and ensure accuracy” (88/100, very high); “Maintain employee records to support administrative operations and staff coordination” (81/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.

Which tasks in “Customer service managers” stay human?

About 28% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Supervise staff to ensure compliance with job standards” (17/100, minimal); “Resolve performance and personnel issues in consultation with staff” (24/100, low); “Assist subordinates to enhance productivity and overcome work challenges” (28/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.

What should someone working in “Customer service managers” do about AI?

Start from the ledger rather than the headline: 47% of this job's weighted core work is exposed, and roughly 28% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.

How is the AI exposure score for Customer service managers calculated?

Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 40 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

UK dataswitch to US

Customer service managers

maintaining employee records to support administrative operations and staff coordination, listening to and resolving customer complaints regarding services and receiving calls from customers and clients in inbound centres. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: obtaining names and telephone numbers of potential customers from various sources is work AI now does quickly and cheaply, and supervising staff to ensure compliance with job standards is work it can't touch.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 47%
changing shape: 25%
staying human: 28%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 55 out of 100 (49–61 allowing for uncertainty): partial exposure, across 40 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.

How we know this

What is measured: Every published task statement for customer service managers is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Which half fills your week decides your exposure. The ledger below shows which rows you can move toward.

Your week, as this page understands it

Customer service managers plan, organise and co-ordinate resources necessary for receiving and dealing with the responses, complaints or further requirements of purchasers and users of a product or service, and manage customer service occupations. The job title says “customer service managers”. The real job is the part underneath: supervising staff to ensure compliance with job standards. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But customer service managers is not one task. It is 40 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is supervising staff to ensure compliance with job standards, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 47%
changing shape: 25%
staying human: 28%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

How we know this

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Your job, task by task

These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.

One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
25 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Shifting to AI

19 tasks

Tasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.

Maintaining employee records to support administrative operations and staff coordination
This is reading one thing and writing another: employee records in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Maintain employee records to support administrative operations and staff coordination.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Keeping employee records accurate is routine system work, with the manager still accountable for what is held.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Assessing performance measurement criteria for effectiveness in customer service operations
This is reading one thing and writing another: performance measurement criteria in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Assess performance measurement criteria for effectiveness in customer service operations.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Testing whether service measures work is data analysis on figures already collected.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Compiling and preparing reports required by management
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Compile and prepare reports required by management.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Management reports are compiled from data the organisation already holds, which software does quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing work schedules based on budgets and workloads
This is reading one thing and writing another: work schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Develop work schedules based on budgets and workloads.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building rotas from budgets and workload is a calculation software does quickly and consistently.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Changing shape

10 tasks

Tasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.

Listening to and resolving customer complaints regarding services
The software now makes the first pass at and resolving customer complaints regarding services, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Listen to and resolve customer complaints regarding services, products, or personnel.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Automated service handles most complaints well, though an upset customer often wants a person to take it seriously.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Receiving calls from customers and clients in inbound centres
The software now makes the first pass at calls, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Receive calls from customers and clients in inbound centres.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Voice systems already handle a lot of inbound calls, though tricky or upset callers still need a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Adhering to legal requirements, industry regulations and company-set customer quality standards
The software now makes the first pass at legal requirements, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Adhere to legal requirements, industry regulations, and company-set customer quality standards.” (UK task statement)
How this row was scored
Exposure score: 50 out of 100 (43–57 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Following rules is a responsibility a person carries; software can check and evidence compliance but cannot be the accountable one.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Staying human

11 tasks

Tasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.

Conducting training sessions on compliance policies and procedures for staff
The value here is that a specific person handles sessions and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Conduct training sessions on compliance policies and procedures for staff.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Compliance material and online modules can be produced automatically, but holding a room of staff and answering their real questions is still a person's job.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Recommending personnel actions, such as promotions, transfers and dismissals
The ratings behind this row put personnel actions well outside what today's tools can do on their own.
importance 80 · 4143/01
Source: “Recommend personnel actions, such as promotions, transfers, and dismissals.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: A recommendation can be drafted from performance data, but judging a specific person, with employment law in play, needs a manager who knows them.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Coordinating activities between departments and sites to ensure organisational coherence and efficiency
The ratings behind this row put activities well outside what today's tools can do on their own.
importance 80 · 4143/01
Source: “Coordinate activities between departments and sites to ensure organisational coherence and efficiency.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Software can track and schedule work across sites, but pulling separate departments into line still needs a person with authority.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.

Show the other 30 tasks

Obtaining names and telephone numbers of potential customers from various sources
shifting to AI
This is reading one thing and writing another: names in, a record out. That is the shape today's tools are built for.
importance 70 · 4143/01
Source: “Obtain names and telephone numbers of potential customers from various sources.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Gathering names and numbers from available sources is exactly the kind of searching software does at scale.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing payroll reports to monitor work activities and ensure accuracy
shifting to AI
This is reading one thing and writing another: payroll reports in, a record out. That is the shape today's tools are built for.
importance 70 · 4143/01
Source: “Review payroll reports to monitor work activities and ensure accuracy.” (UK task statement)
How this row was scored
Exposure score: 88 out of 100 (84–92 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Checking payroll reports for errors is structured number-checking that software does quickly and consistently.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Maintaining records related to retail and sales transactions
shifting to AI
This is reading one thing and writing another: records in, a record out. That is the shape today's tools are built for.
importance 70 · 4143/01
Source: “Maintain records related to retail and sales transactions.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Keeping transaction records is routine system work that software handles automatically as sales are made.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Improving customer service procedures, policies and standards for the organisation
shifting to AI
This is reading one thing and writing another: customer service procedures, policies and standards in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Improve customer service procedures, policies, and standards for the organisation.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Service standards and procedures follow published patterns and can be drafted from existing complaint data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Providing input into budget planning and preparation
shifting to AI
This is reading one thing and writing another: input in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Provide input into budget planning and preparation.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Budget input is number work on costs and workloads already recorded.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Recommending procedural changes to avoid such problems
shifting to AI
This is reading one thing and writing another: procedural changes in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Recommend procedural changes to avoid such problems.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Suggesting procedural changes is written analysis of problems already recorded.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Setting schedules for administrative staff to ensure smooth operations
shifting to AI
This is reading one thing and writing another: schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Set schedules for administrative staff to ensure smooth operations.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Rostering is a scheduling problem software solves quickly using leave, hours and workload data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating purchases of supplies or equipment for departmental needs
shifting to AI
This is reading one thing and writing another: purchases of supplies in, a record out. That is the shape today's tools are built for.
importance 70 · 4143/01
Source: “Coordinate purchases of supplies or equipment for departmental needs.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Ordering supplies and equipment runs on catalogues and budgets, so it is largely automatic.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Evaluating current production estimates and outputs based on records and reports
shifting to AI
This is reading one thing and writing another: current production estimates in, a record out. That is the shape today's tools are built for.
importance 70 · 4143/01
Source: “Evaluate current production estimates and outputs based on records and reports.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reading output figures against records and reports is analysis work drawn straight from existing data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing financial information to develop plans for increasing profits or improving services
shifting to AI
This is reading one thing and writing another: financial information in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Analyse financial information to develop plans for increasing profits or improving services.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Analysing figures and drafting options is strong software work, though choosing which plan to back is a management judgement.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing and updating company policies to ensure compliance with current laws and regulations
shifting to AI
This is reading one thing and writing another: company policies in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Review and update company policies to ensure compliance with current laws and regulations.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Laws are published and policy updates can be drafted automatically, but fitting them to this company needs people who know how it works.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Adjusting work schedules through consultation with managers or other staff
shifting to AI
This is reading one thing and writing another: work schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Adjust work schedules through consultation with managers or other staff.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Adjusting rotas around leave and cover is scheduling work software handles quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Arranging external training for the team
shifting to AI
This is reading one thing and writing another: this work in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Arrange external training for the team where appropriate.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Finding and booking suitable external training is routine arranging that software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Interpreting administrative and operating policies and procedures for employees
shifting to AI
This is reading one thing and writing another: administrative and operating policies and procedures in, a record out. That is the shape today's tools are built for.
importance 80 · 4143/01
Source: “Interpret administrative and operating policies and procedures for employees.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Explaining policy to staff is documented information work AI handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Answering customer questions regarding problems with their accounts
shifting to AI
This is reading one thing and writing another: customer questions regarding problems in, a record out. That is the shape today's tools are built for.
importance 70 · 4143/01
Source: “Answer customer questions regarding problems with their accounts.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Account queries are answered from records and set rules, which software already does at scale.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Requesting repair and maintenance work be carried out
changing shape
The software now makes the first pass at repair, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 4143/01
Source: “Request repair and maintenance work be carried out when necessary.” (UK task statement)
How this row was scored
Exposure score: 56 out of 100 (49–63 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Raising a maintenance request is a simple ticket, though knowing it is needed comes from being near the kit.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating activities with other work units to improve customer service and operational efficiency
changing shape
The software now makes the first pass at activities, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Coordinate activities with other work units to improve customer service and operational efficiency.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Plans and schedules can be produced automatically, though getting other teams to act needs a person.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Coordinating staff training programmes
changing shape
The software now makes the first pass at staff training programmes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Coordinate staff training programmes.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Arranging training courses is scheduling and admin that software can take on.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Evaluating staff performance
changing shape
The software now makes the first pass at staff performance, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Evaluate staff performance.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Performance data can be summarised automatically, but appraising someone's work is a conversation between people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Improving output quality by consulting with managers or other staff
changing shape
The software now makes the first pass at output quality, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Improve output quality by consulting with managers or other staff.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Data can show where quality slips, but improving it is worked out with the people doing the job.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Making staffing decisions to maintain call centre performance
changing shape
The software now makes the first pass at decisions, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Make staffing decisions to maintain call centre performance.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Forecasting cover is easy to automate, but decisions about specific people need a manager who knows them.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Resolving customer complaints that escalate beyond front-line staff
changing shape
The software now makes the first pass at customer complaints, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4143/01
Source: “Resolve customer complaints that escalate beyond front-line staff.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: An escalated complaint usually reaches someone who can listen properly and be trusted to fix it.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Taking action to improve conditions
staying human
The ratings behind this row put action well outside what today's tools can do on their own.
importance 80 · 4143/01
Source: “Take action to improve conditions.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (20–44 allowing for uncertainty): low exposure, low confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: The wording is broad, but improving conditions usually mixes desk analysis with changes made in the workplace.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Advising employees on personal development for self-improvement
staying human
The value here is that a specific person handles employees and stands behind it. That is earned, not computed.
importance 70 · 4143/01
Source: “Advise employees on personal development for self-improvement.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Development advice can be drafted automatically, but honest career conversations depend on trust between two people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Recruiting, interviewing or employ employees to maintain call centre performance
staying human
The value here is that a specific person handles employ employees and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Recruit, interview, or employ employees to maintain call centre performance.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Sifting applications is fast, but interviewing and choosing who to employ stays with a manager.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising employees to ensure quality of work
staying human
The value here is that a specific person handles employees and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Supervise employees to ensure quality of work.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Quality checks can be automated, but supervising people at work means being with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising staff in their daily tasks to ensure efficiency and compliance
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Supervise staff in their daily tasks to ensure efficiency and compliance.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Task lists and checks can be automated, but day-to-day supervision means being with the team.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Assisting subordinates to enhance productivity and overcome work challenges
staying human
The value here is that a specific person handles subordinates and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Assist subordinates to enhance productivity and overcome work challenges.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Practical help can be drafted automatically, but supporting a struggling colleague depends on their trust.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Resolving performance and personnel issues in consultation with staff
staying human
The value here is that a specific person handles performance and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Resolve performance and personnel issues in consultation with staff.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Notes and scripts can be prepared automatically, but sorting out a performance problem depends on a real conversation with the person involved.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Supervising staff to ensure compliance with job standards
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 80 · 4143/01
Source: “Supervise staff to ensure compliance with job standards.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (13–21 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Supervision works through a relationship with the people being supervised.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.

What this job pays, and how many people do it

Median pay: £37,500a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
People doing this job: 106,200in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: employee records in, a record out. The rows above are exactly that shape: obtaining names and telephone numbers of potential customers from various sources and maintaining employee records to support administrative operations and staff coordination. What it cannot do is be trusted in person, which is what staff runs on: someone specific doing it and standing behind it. Which is why this page talks about your tasks changing, not your job ending.

Your move

Over a pint: what I’d tell you if you were my friend

The exposed part of your job is the biggest part, and I am not going to dress that up: obtaining names and telephone numbers of potential customers from various sources is work today's tools do quickly and cheaply, and that is not coming back.

So, given all that: 47% of this job's task weight sits in rows the software is already learning, 25% in rows that change shape rather than disappear, and 28% in rows it is nowhere near. That is the position, measured across 40 scored tasks. It is not a forecast about you.

What you have that the software does not is supervising staff to ensure compliance with job standards, plus the years of knowing when something looks wrong before you can say why. That is the raw material for everything below.

This week: one thing

Sit on the machine's side of the desk. Pick one real piece of employee records you would normally do yourself, let whatever software you already have take the first pass at it, and then go through what it produced and write down every single thing it got wrong. One evening this week. Do not fix anything yet. Just catch it.

What you end up holding: a written list of the machine’s mistakes, in your handwriting
How long it takes: an evening, or an hour if you pick one job rather than one client

If you can’t run software on your employer’s or your clients’ data: Do the same hunt on paper. Take one printed piece of employee records, work through it the way you always do, and mark every point where you made a call rather than followed a rule. Same evening, same list, nothing to log into and nobody to ask permission from. That list is the same artifact: it is the judgment written down.

Over the next 90 days

Change one sentence about what you do. Not on a CV. Out loud, to whoever pays you. From “my job is obtaining names and telephone numbers of potential customers from various sources” to “I check what the software does and tell you what it means.” Your error list from this week is what makes that sentence true instead of a claim, so use it: show it once, to one person, inside the next ninety days. Same skills, priced as judgment rather than as typing.

Over the next 12 months

Walk toward the end of this job that answers for things, and get it recognised. Pick the one part of supervising staff to ensure compliance with job standards you are already best at, and spend the year making it formal: a qualification, a named responsibility, a specialism people ask for by name. Price it honestly: that is evenings, it is months rather than weeks, and the seats are competitive because everyone in your position is looking at the same door. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.

The roads out of here, and why I am not sending you down them

I looked at the obvious moves out of this job, and here is what I found.

I checked the 12 nearest UK occupations to customer service managers (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was office supervisors: it pays 11.6% less. Your own job splits about 47/53: that share of the list sits in the top exposure band and the rest does not. On this evidence the honest move is inside the job rather than out of it. Become the person who owns “adhere to legal requirements, industry regulations, and company-set customer quality standards”, and let the exposed end go.

How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.

3 moves I checked and rejected

These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.

Office supervisors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “assist subordinates to enhance productivity and overcome work challenges”. Across the whole of both lists that adds up to about 38% of the work in that job the software is not taking.
Why I am not recommending it: It is a pay cut, in those words: £33,174 against your £37,535, 11.6% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Customer service supervisors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “resolve customer complaints that escalate beyond front-line staff”. Across the whole of both lists that adds up to about 26% of the work in that job the software is not taking.
Why I am not recommending it: It is closer than most, and still not close enough: about 26% of that job's durable work is already yours, against the 35% I want to see before I will call something a route.
Look at that job’s page anyway →
Hairdressing and beauty salon managers and proprietors
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already recruit, interview, or employ employees to maintain call centre performance, and their equivalent is to recruit, interview, or employ employees to provide quality beauty services. Across both published task lists that is about 13% of the durable work in that job.
Why I am not recommending it: You would be starting most of it from nothing: about 13% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. It is a pay cut, in those words: £29,715 against your £37,535, 20.8% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice. And it is a narrow door: about 20,400 of those jobs against 106,200 of yours (ONS via Nomis), 19% as many seats.
Look at that job’s page anyway →

What I’d stop worrying about

A friend tells you what not to spend fear on. This is that list.

The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 47% of its task weight, across 40 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
“It’s too late for me to become something else”
You are not starting from zero, and the page shows why: supervising staff to ensure compliance with job standards is work the software cannot do and you already do it. The move above is a repricing of what you know, not a new career. Nobody who has just left college has that.
“I should learn to code”
Almost certainly not. The value in your job is moving toward checking, deciding and answering for the output, not toward writing the software. A weekend of Python will not change your position; the error list from this week will.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are obtaining names and telephone numbers of potential customers from various sources, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.

You are reading the United Kingdom figures

The United States splits this work across more than one official group, of which First-Line Supervisors of Office and Administrative Support Workers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

In US official statistics this job is counted as First-Line Supervisors of Office and Administrative Support Workers. Pay and employment stay on this page’s own group; the task list and the scores do not cross over.

Your route through this

Two honest options, and no deadline on either

Free, and complete

The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.

In England:
National Careers Service
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
- Discover your skills and careers (the skills assessment)
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Skills Bootcamps
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
- Skills Bootcamps - what they are and who can do them (DfE, Skills for Careers)
- Skills Bootcamps - JobHelp (DWP)
In Scotland:
My World of Work (Skills Development Scotland)
In Scotland it's My World of Work, from Skills Development Scotland.
Free, publicly funded
- Skills Development Scotland
In Wales:
Careers Wales
In Wales it's Careers Wales.
Free, Welsh Government-funded
In Northern Ireland:
Careers Service Northern Ireland
In Northern Ireland it's the Careers Service on nidirect.
Free, Department for the Economy-funded

A nearby route

There's no Space built for customer service managers yet.

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

The closest match is The AI Authority, a community for non-technical managers and domain experts turning one-off AI prompts into workflows a team can trust. It overlaps with the part of your job that is growing: the brief-it, check-it, delegate-it part of AI-assisted work, which is what a deflection or draft-reply rollout puts on your desk. It will not cover support operations. If that overlap isn't you, the free route below covers the same ground.

Try The AI Authority free →

7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.

After the trial it is a paid community, and you get identical data either way. If the overlap above is not your job, the moves above cost nothing and stand on their own.

Noted, and thank you. We’ll email you if a Space for customer service managers launches. Nothing else.

That did not look like an email address, so nothing was saved. Have another go below.

We could not save that. The fault is ours, not yours, and your address was not stored. Please try again later.

No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.

Questions people ask about this job

Will AI replace Customer service managers?: Not as a job, but it is already doing parts of the work. Across the 40 official task statements scored for Customer service managers (United Kingdom, SOC 4143), 47% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 55 out of 100 (range 49–61, band: partial). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
Which tasks in “Customer service managers” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Obtain names and telephone numbers of potential customers from various sources” (93/100, very high); “Review payroll reports to monitor work activities and ensure accuracy” (88/100, very high); “Maintain employee records to support administrative operations and staff coordination” (81/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Customer service managers” stay human?: About 28% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Supervise staff to ensure compliance with job standards” (17/100, minimal); “Resolve performance and personnel issues in consultation with staff” (24/100, low); “Assist subordinates to enhance productivity and overcome work challenges” (28/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Customer service managers” do about AI?: Start from the ledger rather than the headline: 47% of this job's weighted core work is exposed, and roughly 28% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
How is the AI exposure score for Customer service managers calculated?: Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 40 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

Provisional, because the ONS revises this figure in the autumn.
This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
25 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Task statements: gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
Task weights: gaisi-index (relatedness)
Scores: Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
Pay and employment: ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))

Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.

The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.

The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.

How we score a job Download this release Look up another job

Using these figures?

Cite this

Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.

Plain text

Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).

BibTeX

@misc{collab365futureproof2026q41,
  title        = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
  author       = {{Collab365}},
  year         = {2026},
  url          = {https://futureproof.collab365.com/data/2026-q4.1},
  note         = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published 2026-08-05. Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.