Will AI replace Human resource managers and directors?

Not as a job, but it is already doing parts of the work. Across the 159 official task statements scored for Human resource managers and directors (United Kingdom, SOC 1136), 51% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 51 out of 100 (range 45–57, 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 “Human resource managers and directors” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Maintain comprehensive employee records to ensure compliance with employment regulations” (93/100, very high); “Develop training manuals, multimedia visual aids, and other educational materials” (93/100, very high); “Verify that job descriptions meet regulatory standards” (88/100, 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 “Human resource managers and directors” stay human?

About 35% 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: “Provide expert testimony in legal proceedings related to labour relations or employment contracts” (1/100, minimal); “Train employees on specific job procedures” (2/100, minimal); “Provide on-the-job training to staff members to improve proficiency” (2/100, minimal). 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 “Human resource managers and directors” do about AI?

Start from the ledger rather than the headline: 51% of this job's weighted core work is exposed, and roughly 35% 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 Human resource managers and directors 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 159 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

Human resource managers and directors

developing guidelines for non-discriminatory employment practices, developing methods to monitor employee satisfaction with policies and formulating programmes for orientation, benefits, compensation and labour relations. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: designing, creating, implementing and reviewing HR policies and practices aligned with organisational needs is work AI now does quickly and cheaply, and leading talent management, coaching and mentoring programmes within the organisation 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: 51%
changing shape: 14%
staying human: 35%

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

Whole-job exposure score 51 out of 100 (45–57 allowing for uncertainty): partial exposure, across 159 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 human resource managers and directors 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. Moving toward the second half is a real, doable plan.

Your week, as this page understands it

Human resource managers and directors plan, organise and direct the personnel, training and industrial relations policies of organisations, advise on resource allocation and utilisation problems, measure the effectiveness of an organisation’s systems, methods and procedures and advise on, plan and implement procedures to improve utilisation of labour, equipment and materials. The job title says “human resource managers” or “directors”: officially one job, two names. The real job is the part underneath: leading talent management, coaching and mentoring programmes within the organisation. 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 human resource managers and directors is not one task. It is 159 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is leading talent management, coaching and mentoring programmes within the organisation, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 51%
changing shape: 14%
staying human: 35%

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.

12 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

79 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.

Designing, creating, implementing and reviewing HR policies and practices aligned with organisational needs
This is reading one thing and writing another: HR policies in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01, 1136/02, 1136/03
Source: “Design, create, implement, and review HR policies and practices aligned with organisational needs.” (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: Writing and reviewing HR policy is document work built on widely published practice, which tools draft to a usable standard.
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.
Preparing personnel forecasts to project employment needs
This is reading one thing and writing another: personnel forecasts in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01, 1136/04
Source: “Prepare personnel forecasts to project employment 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: Forecasting employment needs is modelling from workforce data, which analysis tools already do 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 0/4 · how much data exists 3/4.
Verifying that job descriptions meet regulatory standards
This is reading one thing and writing another: job descriptions meet regulatory standards in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01, 1136/02
Source: “Verify that job descriptions meet regulatory standards.” (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 job descriptions against regulatory wording is document comparison that tools do 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.
Preparing budgets for personnel recruitment and management operations
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01, 1136/04
Source: “Prepare budgets for personnel recruitment and management operations.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Building a recruitment and HR budget is structured costing from known headcount and rates, well suited to current tools.
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

20 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.

Arranging inductions for new employees to facilitate smooth onboarding
The software now makes the first pass at inductions, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1136/01, 1136/03, 1136/04
Source: “Arrange inductions for new employees to facilitate smooth onboarding.” (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: Induction arrangements are largely scheduling and paperwork, though someone usually welcomes the new starter in person.
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.
Interpreting contractual agreements for employers and employees engaged in collective bargaining or other labour relations processes
The software now makes the first pass at contractual agreements, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 1136/01, 1136/04
Source: “Interpret contractual agreements for employers and employees engaged in collective bargaining or other labour relations processes.” (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: Reading a collective agreement and explaining what it means is text analysis, though people want it explained by someone they trust.
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 1/4 · how much data exists 3/4.
Criticallying analyse and evaluating internal and external factors to contribute to the organisational people strategy
The software now makes the first pass at analyse, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1136/02, 1136/03
Source: “Critically analyse and evaluate internal and external factors to contribute to the organisational people strategy.” (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: Weighing internal and external factors into a people strategy needs organisational judgement beyond the analysis itself.
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.

Staying human

60 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.

Leading talent management, coaching and mentoring programmes within the organisation
The value here is that a specific person handles talent management and stands behind it. That is earned, not computed.
importance 75 · 1136/02, 1136/03
Source: “Lead talent management, coaching, and mentoring programmes within the organisation.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Coaching and mentoring programmes work because real people build relationships with those they develop.
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 2/4.
Developing and implementing strategies to maximise employee engagement within the organisation
The value here is that a specific person handles strategies and stands behind it. That is earned, not computed.
importance 85 · 1136/02, 1136/03
Source: “Develop and implement strategies to maximise employee engagement within the organisation.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Lifting staff engagement depends on how a specific workplace feels, which is rarely written down anywhere.
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 2/4.
Negotiating bargaining agreements
The value here is that a specific person handles agreements and stands behind it. That is earned, not computed.
importance 85 · 1136/01, 1136/04
Source: “Negotiate bargaining agreements.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Bargaining is a live negotiation between people with a lot at stake, so software only supports the preparation.
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 2/4.

Show the other 149 tasks

Maintaining comprehensive employee records to ensure compliance with employment regulations
shifting to AI
This is reading one thing and writing another: comprehensive employee records in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01, 1136/04
Source: “Maintain comprehensive employee records to ensure compliance with employment regulations.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 allowing for uncertainty): very 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: Keeping employee records complete and compliant is routine record-keeping that HR systems already handle automatically.
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.
Developing training manuals, multimedia visual aids and other educational materials
shifting to AI
This is reading one thing and writing another: manuals, multimedia visual aids and other educational materials in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/03
Source: “Develop training manuals, multimedia visual aids, and other educational materials.” (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: Manuals, visual aids and learning materials are content production, which current tools produce to a usable standard.
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.
Writing letters to seek clarification of contract terms
shifting to AI
This is reading one thing and writing another: letters in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01
Source: “Write letters to seek clarification of contract terms.” (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: Writing a letter asking for clarification of contract terms is standard correspondence that tools draft to a usable standard.
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.
Preparing and submitting new starter forms and minority compensation reports
shifting to AI
This is reading one thing and writing another: new starter forms in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/01
Source: “Prepare and submit new starter forms and minority compensation reports.” (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: New starter forms and standard compensation returns are fixed-format paperwork already produced by HR systems.
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.
Researching employee benefit practices and recommending policy changes
shifting to AI
This is reading one thing and writing another: employee benefit practices in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Research employee benefit practices and recommend policy changes.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Researching what other employers offer and suggesting changes is reading and comparing published material, done quickly by tools.
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 4/4.
Researching legal records and case law
shifting to AI
This is reading one thing and writing another: legal records in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01
Source: “Research legal records and case law.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Searching legal records and case law is retrieval and summarising over published material, which tools do very 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 4/4.
Studying legislation, arbitration decisions and collective bargaining agreements to assess industry trends
shifting to AI
This is reading one thing and writing another: legislation, arbitration decisions and collective bargaining agreements in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01, 1136/04
Source: “Study legislation, arbitration decisions, and collective bargaining agreements to assess industry trends.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Reading legislation, awards and agreements to spot trends is document analysis over published material, well suited to tools.
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 4/4.
Staying informed and interpreting relevant legislation and regulation
shifting to AI
This is reading one thing and writing another: informed in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/02, 1136/03
Source: “Stay informed and interpret relevant legislation and regulation, including employment law and ethics.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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 across employment law and interpreting it is reading and summarising published material, which tools do very 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 4/4.
Keeping up to date with external trends and developments relevant to the role
shifting to AI
This is reading one thing and writing another: to date in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/02, 1136/03
Source: “Keep up to date with external trends and developments relevant to the role.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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 up with outside trends is reading and summarising published material, which tools do very 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 4/4.
Reviewing and critically evaluating trends for organisational effectiveness and commercial awareness
shifting to AI
This is reading one thing and writing another: evaluating trends in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/02, 1136/03
Source: “Review and critically evaluate trends for organisational effectiveness and commercial awareness.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Reviewing trends for what they mean commercially is analysis over published material, well suited to current tools.
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 4/4.
Preparing reports of selection, survey or other statistics
shifting to AI
This is reading one thing and writing another: reports of selection, survey or other statistics in, a record out. That is the shape today's tools are built for.
importance 60 · 1136/02
Source: “Prepare reports of selection, survey, or other statistics.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Producing selection, survey and statistical reports is data analysis and write-up that tools do 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 4/4.
Designing and structuring training programs
shifting to AI
This is reading one thing and writing another: programs in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/03
Source: “Design and structure training programs, sessions, and modules.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Designing training programmes and modules is content and structure work built on widely published method.
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 4/4.
Developing evaluation procedures to assess training effectiveness
shifting to AI
This is reading one thing and writing another: evaluation procedures in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03
Source: “Develop evaluation procedures to assess training effectiveness.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Designing ways to evaluate training draws on well-published methods, so solid drafts come 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 4/4.
Criticallying evaluate learning design theories
shifting to AI
This is reading one thing and writing another: evaluate learning design theories in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/03
Source: “Critically evaluate learning design theories, channels, methods, and approaches to select solutions for organisational development needs.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Comparing learning design theories and methods to choose an approach is research over well-published material.
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 4/4.
Researching and selecting appropriate delivery methods and resources for training and learning
shifting to AI
This is reading one thing and writing another: appropriate delivery methods in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/03
Source: “Research and select appropriate delivery methods and resources for training and learning.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 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: Researching and picking delivery methods and resources is comparison over widely published material, done quickly by tools.
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 4/4.
Preparing and submitting governmental reports on labour relations matters
shifting to AI
This is reading one thing and writing another: governmental reports in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01
Source: “Prepare and submit governmental reports on labour relations matters.” (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: Government returns on labour relations follow fixed forms and data pulls, which systems already produce reliably.
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.
Completing all required reporting procedures in accordance with the contract and organisational formats
shifting to AI
This is reading one thing and writing another: all required reporting procedures in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/01
Source: “Complete all required reporting procedures in accordance with the contract and organisational formats.” (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: Completing set reporting to a contract's required format is form-filling from existing data, already largely automated.
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.
Formulating policies and procedures
shifting to AI
This is reading one thing and writing another: policies in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01
Source: “Formulate policies and procedures for recruitment, testing, placement, and classification.” (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: Recruitment and placement policies follow widely published templates and legal requirements, so solid drafts are easy to produce.
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.
Reviewing employee benefits schemes to identify areas of improvement
shifting to AI
This is reading one thing and writing another: employee benefits schemes in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01
Source: “Review employee benefits schemes to identify areas of improvement.” (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: Reviewing benefit schemes for improvements is comparison against market data and cost figures, well suited to current tools.
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 remuneration policies, government regulations and wage rates to develop a competitive compensation plan
shifting to AI
This is reading one thing and writing another: remuneration policies, government regulations and wage rates in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Analyse remuneration policies, government regulations, and wage rates to develop a competitive compensation plan.” (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: Comparing pay policies, rules and market rates to build a pay plan is data analysis tools handle strongly.
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 methods to monitor employee satisfaction with policies
shifting to AI
This is reading one thing and writing another: methods in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Develop methods to monitor employee satisfaction with policies, working conditions, and grievance procedures.” (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: Designing ways to measure staff satisfaction with policies and grievance handling is well-documented survey and analysis work.
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.
Formulating programmes for orientation, benefits, compensation and labour relations
shifting to AI
This is reading one thing and writing another: programmes in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Formulate programmes for orientation, benefits, compensation, and labour relations.” (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: Programmes for induction, benefits, pay and labour relations follow widely published models, so drafting them is straightforward.
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.
Preparing reports on employee satisfaction for management
shifting to AI
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 · 1136/01
Source: “Prepare reports on employee satisfaction for 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: Reporting on staff satisfaction is analysis and write-up from survey data, which tools produce to a usable standard.
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 statistical data and reports to identify causes of personnel problems
shifting to AI
This is reading one thing and writing another: statistical data in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01, 1136/04
Source: “Analyse statistical data and reports to identify causes of personnel 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: Analysing personnel data to find the causes of problems is statistical work tools already do 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 0/4 · how much data exists 3/4.
Preparing classification systems and defining job levels and families
shifting to AI
This is reading one thing and writing another: classification systems in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01
Source: “Prepare classification systems and define job levels and families.” (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 job classification systems and levels follows well-documented frameworks, so solid drafts come 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.
Monitoring and revising complaint procedures to improve review efficiency
shifting to AI
This is reading one thing and writing another: complaint procedures in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/02
Source: “Monitor and revise complaint procedures to improve review efficiency.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Reviewing and improving complaint procedures is process design over documented practice, well suited to current tools.
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.
Criticallying evaluate current approaches to employee engagement
shifting to AI
This is reading one thing and writing another: evaluate current approaches in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/02
Source: “Critically evaluate current approaches to employee engagement.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Reviewing engagement approaches against evidence and survey data is analysis and write-up well suited to current tools.
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.
Criticallying analyse and reviewing organisational performance management approaches
shifting to AI
This is reading one thing and writing another: analyse in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/02
Source: “Critically analyse and review organisational performance management approaches.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Reviewing performance management approaches is comparison against widely documented practice, drafted well by tools.
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.
Designing and improving processes for managing staff appraisal and performance
shifting to AI
This is reading one thing and writing another: processes in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/02
Source: “Design and improve processes for managing staff appraisal and performance.” (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: Designing appraisal and performance processes follows widely published models, so solid drafts come 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.
Criticallying analyse existing employee reward strategies
shifting to AI
This is reading one thing and writing another: analyse existing employee reward strategies in, a record out. That is the shape today's tools are built for.
importance 65 · 1136/02
Source: “Critically analyse existing employee reward strategies.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Reviewing reward strategy is analysis against pay data and published practice, which tools do 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 0/4 · how much data exists 3/4.
Assessing current and future workforce needs for strategic planning
shifting to AI
This is reading one thing and writing another: current and future workforce needs in, a record out. That is the shape today's tools are built for.
importance 60 · 1136/02, 1136/03
Source: “Assess current and future workforce needs for strategic planning.” (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: Assessing current and future workforce needs is modelling from staffing data, which analysis tools handle 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 0/4 · how much data exists 3/4.
Analysing training needs to develop new training programmes
shifting to AI
This is reading one thing and writing another: needs in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03, 1136/04
Source: “Analyse training needs to develop new training programmes.” (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: Analysing training needs from skills and performance data is structured analysis that tools handle 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 0/4 · how much data exists 3/4.
Assessing the impact of educational programmes to enhance learning outcomes
shifting to AI
This is reading one thing and writing another: the impact of educational programmes in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03
Source: “Assess the impact of educational programmes to enhance learning outcomes.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Measuring what a programme achieved is evaluation from data, which analysis tools do 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 0/4 · how much data exists 3/4.
Criticallying analyse the learning and development strategy to ensure it encompasses the full learning cycle
shifting to AI
This is reading one thing and writing another: analyse in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03
Source: “Critically analyse the learning and development strategy to ensure it encompasses the full learning cycle.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Reviewing a learning strategy against the full learning cycle is analysis against well-documented models.
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 training materials to enhance employee skills and knowledge
shifting to AI
This is reading one thing and writing another: materials in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03
Source: “Develop training materials to enhance employee skills and knowledge.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Training materials draft well, though machine-specific safety content has to be right for the equipment in use.
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.
Planning and assessing the 'return on investment' of any training or development programme
shifting to AI
This is reading one thing and writing another: the 'return in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03
Source: “Plan and assess the 'return on investment' of any training or development programme, considering the costs of planned programmes and keeping within budgets.” (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: Costing training and working out its return is structured financial analysis that tools handle 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 0/4 · how much data exists 3/4.
Analysing data and validating the need for a learning intervention using relevant techniques
shifting to AI
This is reading one thing and writing another: data in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/03
Source: “Analyse data and validate the need for a learning intervention using relevant techniques.” (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: Analysing data to confirm a learning need is structured analysis and write-up well suited to current tools.
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.
Designing and implementing appropriate evaluation strategies and methods to assess the effectiveness of learning plans and interventions
shifting to AI
This is reading one thing and writing another: appropriate evaluation strategies in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/03
Source: “Design and implement appropriate evaluation strategies and methods to assess the effectiveness of learning plans and interventions.” (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: Designing evaluation strategies for learning follows published method, so strong drafts come 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.
Designating training procedures for technical and professional courses
shifting to AI
This is reading one thing and writing another: procedures in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/03
Source: “Designate training procedures for technical and professional courses.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Setting the procedures for technical and professional courses is documented design work well supported by tools.
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.
Conducting surveys to identify training needs based on other factors
shifting to AI
This is reading one thing and writing another: surveys in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/03
Source: “Conduct surveys to identify training needs based on other factors.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Survey design and analysis for training needs is structured work tools handle well, though getting responses needs people.
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.
Identifying staff vacancies
shifting to AI
This is reading one thing and writing another: staff vacancies in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/04
Source: “Identify staff vacancies.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 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: Spotting vacancies is a comparison of staffing against establishment data already held in HR systems.
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 guidelines for non-discriminatory employment practices
shifting to AI
This is reading one thing and writing another: guidelines in, a record out. That is the shape today's tools are built for.
importance 95 · 1136/02
Source: “Develop guidelines for non-discriminatory employment practices.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (68–76 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: Guidelines on non-discriminatory hiring rest on published law and guidance, so strong drafts come quickly.
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 4/4.
Developing comprehensive internal health and safety policies
shifting to AI
This is reading one thing and writing another: comprehensive internal health in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Develop comprehensive internal health and safety policies.” (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: Health and safety policy follows published legal requirements and templates, so strong drafts are straightforward.
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 employer practices to ensure compliance with employment contracts
shifting to AI
This is reading one thing and writing another: employer practices in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Review employer practices to ensure compliance with employment contracts.” (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: Checking employer practice against contract terms is document comparison, which tools do 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 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Modifying benefits policies to maintain legal compliance and competitiveness
shifting to AI
This is reading one thing and writing another: benefits policies in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01, 1136/04
Source: “Modify benefits policies to maintain legal compliance and competitiveness.” (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: Updating benefits policy to stay lawful and competitive is document work against published rules and market data.
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.
Preparing evidence for disciplinary hearings
shifting to AI
This is reading one thing and writing another: evidence in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/01
Source: “Prepare evidence for disciplinary hearings.” (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: Pulling together evidence for a disciplinary hearing is document assembly and summarising, which tools do well.
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.
Writing letters to amend collective bargaining agreements
shifting to AI
This is reading one thing and writing another: letters in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/01
Source: “Write letters to amend collective bargaining agreements.” (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: Letters amending a collective agreement follow established wording, so a solid draft is straightforward to produce.
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.
Criticallying evaluate organisation's policies and practices for compliance and risk mitigation
shifting to AI
This is reading one thing and writing another: evaluate organisation's policies in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/02, 1136/03
Source: “Critically evaluate organisation's policies and practices for compliance and risk mitigation.” (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: Reviewing policies for compliance and risk is comparison against published requirements, which tools do quickly.
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.
Developing organisational policies in accordance with regulatory and ethical standards
shifting to AI
This is reading one thing and writing another: organisational policies in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/02, 1136/03
Source: “Develop organisational policies in accordance with regulatory and ethical standards.” (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: Organisational policies built on published regulatory and ethical standards draft well before a person adapts them.
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.
Preparing reports on investigations of equal opportunity complaints
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/02
Source: “Prepare reports on investigations of equal opportunity complaints.” (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: Writing up an equal opportunity investigation is document work from evidence already gathered, drafted well by tools.
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 company contracts to determine actions required to meet governmental equal opportunity provisions
shifting to AI
This is reading one thing and writing another: company contracts in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/02
Source: “Review company contracts to determine actions required to meet governmental equal opportunity provisions.” (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: Reading contracts against equal opportunity provisions is document comparison 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 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Recommending corrective actions to address specific issues in compliance and operations
shifting to AI
This is reading one thing and writing another: corrective actions in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/02
Source: “Recommend corrective actions to address specific issues in compliance and operations.” (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: Recommending corrective actions on compliance issues is structured write-up against documented requirements.
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 evaluating training and apprenticeship programmes for compliance with government standards
shifting to AI
This is reading one thing and writing another: apprenticeship programmes in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/03
Source: “Review and evaluate training and apprenticeship programmes for compliance with government standards.” (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: Checking training and apprenticeship programmes against government standards is document comparison against published rules.
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.
Developing candidate assessment tests for recruitment processes
shifting to AI
This is reading one thing and writing another: candidate assessment tests in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/04
Source: “Develop candidate assessment tests for recruitment processes.” (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: Building candidate assessment tests draws on well-documented method and question design, well supported by tools.
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.
Administering employee benefit schemes
shifting to AI
This is reading one thing and writing another: employee benefit schemes in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01, 1136/04
Source: “Administer employee benefit schemes.” (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: Running benefit schemes is mostly administration over records and provider systems, which software already 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.
Advising management on personnel policies to enhance organisational effectiveness
shifting to AI
This is reading one thing and writing another: management in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01
Source: “Advise management on personnel policies to enhance organisational effectiveness.” (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: Advice on personnel policy draws on well-documented practice, so a usable draft comes quickly for a person to adapt.
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.
Developing HR procedures to ensure compliance and improve employee relations
shifting to AI
This is reading one thing and writing another: HR procedures in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/01
Source: “Develop HR procedures to ensure compliance and improve employee relations.” (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: HR procedures follow well-documented legal and good-practice patterns, so drafting them is straightforward.
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.
Conducting salary reviews to ensure competitive remuneration
shifting to AI
This is reading one thing and writing another: salary reviews in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Conduct salary reviews to ensure competitive remuneration.” (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: Salary reviews run on pay data and benchmarks, which tools analyse well before managers make the calls.
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.
Overseeing preparation and distribution of written and verbal information to inform employees of benefits
shifting to AI
This is reading one thing and writing another: preparation in, a record out. That is the shape today's tools are built for.
importance 80 · 1136/01
Source: “Oversee preparation and distribution of written and verbal information to inform employees of benefits, compensation, and personnel policies.” (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: Producing and circulating benefits and policy information is document and distribution work that tools handle 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.
Identifying benefits to improve the quality of life for employees
shifting to AI
This is reading one thing and writing another: benefits in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01
Source: “Identify benefits to improve the quality of life 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: Identifying benefits that improve staff quality of life draws on well-documented practice and staff feedback 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 1/4 · how much data exists 3/4.
Managing the design and development of tools to assist employees in benefits selection
shifting to AI
This is reading one thing and writing another: the design in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/01
Source: “Manage the design and development of tools to assist employees in benefits selection.” (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: Designing tools to help staff choose benefits is documented design and content work well supported by current tools.
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.
Coordinating complaint procedures to ensure their timely processing
shifting to AI
This is reading one thing and writing another: complaint procedures in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/02
Source: “Coordinate complaint procedures to ensure their timely processing.” (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: Keeping complaints moving through the process is case tracking and chasing, largely handled by workflow systems.
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.
Analysing, interpreting and communicating complex research data to build a case for change
shifting to AI
This is reading one thing and writing another: complex research data in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/02, 1136/03
Source: “Analyse, interpret, and communicate complex research data to build a case for change.” (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: Analysing research data and building a case for change is analysis and write-up work tools do 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.
Offering technical assistance on employee supervision
shifting to AI
This is reading one thing and writing another: technical assistance in, a record out. That is the shape today's tools are built for.
importance 75 · 1136/02
Source: “Offer technical assistance on employee supervision, hiring, and grievance procedures.” (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: Guidance on supervision, hiring and grievances draws on well-documented practice, so useful answers come 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.
Contributing to talent management by analysing skill transferability and devising transition strategies
shifting to AI
This is reading one thing and writing another: talent management in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/02, 1136/03
Source: “Contribute to talent management by analysing skill transferability and devising transition strategies.” (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: Analysing which skills transfer and mapping moves is structured workforce analysis that tools handle 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.
Criticallying evaluate and utilising technologies for continuous improvement
shifting to AI
This is reading one thing and writing another: evaluate in, a record out. That is the shape today's tools are built for.
importance 60 · 1136/02, 1136/03
Source: “Critically evaluate and utilise technologies for continuous improvement.” (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: Reviewing and picking technology for continuous improvement is research and comparison well supported by current tools.
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.
Providing advertising resources to job search committees
shifting to AI
This is reading one thing and writing another: resources in, a record out. That is the shape today's tools are built for.
importance 50 · 1136/02
Source: “Provide advertising resources to job search committees.” (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: Supplying advertising material and resources to selection panels is document and coordination work tools handle 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.
Initiating a coaching and mentoring strategy to enhance organisational effectiveness
shifting to AI
This is reading one thing and writing another: a coaching and mentoring strategy in, a record out. That is the shape today's tools are built for.
importance 85 · 1136/03
Source: “Initiate a coaching and mentoring strategy to enhance organisational effectiveness.” (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: Setting up a coaching and mentoring strategy is design work over published practice, though people make it real.
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.
Coordinating external training activities to support staff development
shifting to AI
This is reading one thing and writing another: external training activities in, a record out. That is the shape today's tools are built for.
importance 70 · 1136/04
Source: “Coordinate external training activities to support staff development.” (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: Arranging external training is coordination and booking work that systems handle 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.
Allocating and managing staff resources according to changing needs
shifting to AI
This is reading one thing and writing another: staff resources in, a record out. That is the shape today's tools are built for.
importance 65 · 1136/04
Source: “Allocate and manage staff resources according to changing needs.” (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: Allocating staff against changing demand is scheduling from known availability, which planning tools do 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.
Administering performance appraisal and affirmative action programmes
shifting to AI
This is reading one thing and writing another: performance appraisal in, a record out. That is the shape today's tools are built for.
importance 60 · 1136/04
Source: “Administer performance appraisal and affirmative action programmes.” (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: Running appraisal and equality programmes is largely process administration over records, well supported by HR systems.
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.
Detailing employee benefits to current and prospective employees
shifting to AI
This is reading one thing and writing another: employee benefits in, a record out. That is the shape today's tools are built for.
importance 60 · 1136/04
Source: “Detail employee benefits to current and prospective 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 benefits to staff and candidates is documented information that tools present clearly, though questions come in 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 1/4 · how much data exists 3/4.
Overseeing the evaluation, classification and rating of occupations and job positions
shifting to AI
This is reading one thing and writing another: the evaluation in, a record out. That is the shape today's tools are built for.
importance 55 · 1136/04
Source: “Oversee the evaluation, classification, and rating of occupations and job positions.” (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: Job evaluation follows published scoring methods, so grading roles can largely be worked out from written descriptions.
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.
Advising management on discrimination policies
shifting to AI
This is reading one thing and writing another: management in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/01, 1136/04
Source: “Advise management on discrimination policies.” (UK task statement)
How this row was scored
Exposure score: 61 out of 100 (57–65 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: Discrimination policy is heavily documented in law and guidance, so strong advice can be drafted before a person tailors it.
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 1/4 · how much data exists 4/4.
Interpreting civil rights laws and equal opportunity regulations for individuals or employers
shifting to AI
This is reading one thing and writing another: civil rights laws in, a record out. That is the shape today's tools are built for.
importance 90 · 1136/02
Source: “Interpret civil rights laws and equal opportunity regulations for individuals or employers.” (UK task statement)
How this row was scored
Exposure score: 61 out of 100 (54–68 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: Equality law is fully published, so software explains it well; an HR director is not giving advice reserved to lawyers.
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 1/4 · how much data exists 4/4.
Identifying alternatives to proposals of unions
changing shape
The software now makes the first pass at alternatives, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1136/01
Source: “Identify alternatives to proposals of unions, employees, companies, or government agencies.” (UK task statement)
How this row was scored
Exposure score: 57 out of 100 (50–64 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: Coming up with alternatives to a proposal is analysis against known positions and precedent, drafted well by tools.
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 2/4.
Advising management on employee discipline procedures
changing shape
The software now makes the first pass at management, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 90 · 1136/01
Source: “Advise management on employee discipline procedures.” (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: Discipline procedure is well documented, so sound advice drafts easily, though managers usually want it explained by a person.
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 1/4 · how much data exists 3/4.
Drafting contract proposals for collective bargaining or labour negotiations
changing shape
The software now makes the first pass at contract proposals, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1136/01
Source: “Draft contract proposals for collective bargaining or labour negotiations.” (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: Contract proposals for bargaining follow established wording and precedent, so strong drafts are straightforward to produce.
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 1/4 · how much data exists 3/4.
Managing finances, budgeting, financial reporting and sourcing funding where applicable
changing shape
The software now makes the first pass at finances, budgeting, financial reporting, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 50 · 1136/02, 1136/03
Source: “Manage finances including budgeting, financial reporting, and sourcing funding where applicable.” (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: Budgeting, financial reporting and funding applications are structured finance tasks that tools already support strongly.
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 1/4 · how much data exists 3/4.
Drafting rules or regulations for collective bargaining activities in collaboration with stakeholders
changing shape
The software now makes the first pass at rules, 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 75 · 1136/01
Source: “Draft rules or regulations for collective bargaining activities in collaboration with stakeholders.” (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: Drafting bargaining rules is document work, but agreeing them with the other side is a negotiation between people.
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.
Interpreting people analytics to provide insights
changing shape
The software now makes the first pass at people analytics, 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 75 · 1136/02, 1136/03
Source: “Interpret people analytics to provide insights, make recommendations, and influence senior stakeholders.” (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: The analysis drafts easily, but influencing senior people with it depends on standing and trust.
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.
Selecting and implementing technology to deliver HR strategy
changing shape
The software now makes the first pass at technology, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 1136/02, 1136/03
Source: “Select and implement technology to deliver HR strategy, considering risks and opportunities.” (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: Choosing and rolling out HR technology involves procurement and adoption decisions that people have to own.
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.
Proposing organisational changes to meet strategic objectives
changing shape
The software now makes the first pass at organisational changes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1136/04
Source: “Propose organisational changes to meet strategic objectives.” (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: Change proposals can be drafted from analysis, though the recommendation needs shaping by someone who knows the organisation.
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 90 · 1136/03
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.
Criticallying evaluate and applying work design choices to optimise task distribution and methodologies
changing shape
The software now makes the first pass at evaluate, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1136/01
Source: “Critically evaluate and apply work design choices to optimise task distribution and methodologies.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Redesigning how work is shared out depends on knowing a specific workplace, which is rarely written down.
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 2/4.
Assessing the impact of trade union proposals on company or government operations
changing shape
The software now makes the first pass at the impact of trade union proposals, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 1136/01
Source: “Assess the impact of trade union proposals on company or government operations.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Judging what a union proposal would do to operations depends on inside knowledge of costs and working practice.
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 2/4.
Developing organisational development and succession plans to address skills gaps and future leadership needs
changing shape
The software now makes the first pass at organisational development, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1136/03
Source: “Develop organisational development and succession plans to address skills gaps and future leadership needs.” (UK task statement)
How this row was scored
Exposure score: 43 out of 100 (36–50 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Succession planning turns on judgements about specific individuals that are rarely written down.
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 2/4.
Arranging grievance hearings or meetings
changing shape
The software now makes the first pass at grievance hearings, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 1136/01
Source: “Arrange grievance hearings or meetings.” (UK task statement)
How this row was scored
Exposure score: 42 out of 100 (35–49 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 hearings is scheduling and paperwork, though someone has to bring the right people together on the day.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing identified benefits by collaborating with brokers and researching benefits issues
changing shape
The software now makes the first pass at identified benefits, 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 · 1136/01
Source: “Implement identified benefits by collaborating with brokers and researching benefits issues.” (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: Putting benefits in place means working through details with brokers, which is a back-and-forth 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.
Mediating between benefits providers and employees to handle benefits-related questions
changing shape
The software now makes the first pass at benefits providers, 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 70 · 1136/01, 1136/04
Source: “Mediate between benefits providers and employees to handle benefits-related questions.” (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: Sorting benefits queries between providers and staff is a go-between role built on conversations with both sides.
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.
Evaluating and selecting approaches to establish organisational learning needs in collaboration with senior stakeholders
changing shape
The software now makes the first pass at approaches, 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 75 · 1136/03
Source: “Evaluate and select approaches to establish organisational learning needs in collaboration with senior stakeholders.” (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: Agreeing what an organisation needs to learn is worked out with senior colleagues in discussion.
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.
Explaining working conditions, salaries and opportunities for promotion
changing shape
The software now makes the first pass at conditions, salaries and opportunities, 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 75 · 1136/04
Source: “Explain working conditions, salaries, and opportunities for promotion.” (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: Pay, conditions and progression are documented, but people ask about them in conversation and weigh the answer.
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.
Recommending collective bargaining strategies, goals or objectives
staying human
The value here is that a specific person handles collective bargaining strategies, goals or objectives and stands behind it. That is earned, not computed.
importance 85 · 1136/01
Source: “Recommend collective bargaining strategies, goals, or objectives.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Recommending a bargaining strategy needs a close read of the other side, which rarely sits in any document.
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 2/4.
Utilising consulting processes, styles and diagnostic tools to establish organisational development strategies
staying human
The value here is that a specific person handles processes, styles and diagnostic tools and stands behind it. That is earned, not computed.
importance 80 · 1136/01
Source: “Utilise consulting processes, styles, and diagnostic tools to establish organisational development strategies.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Organisational development consulting depends on reading a specific organisation and the people in it, which documents rarely capture.
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 2/4.
Investigating and evaluating trade union complaints or arguments to determine viability
staying human
The value here is that a specific person handles trade union complaints and stands behind it. That is earned, not computed.
importance 75 · 1136/01
Source: “Investigate and evaluate trade union complaints or arguments to determine viability.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Weighing up union complaints needs an understanding of the workplace and the people involved that documents rarely hold.
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 2/4.
Championing, designing and implementing approaches to employee well-being across the organisation
staying human
The value here is that a specific person handles approaches and stands behind it. That is earned, not computed.
importance 80 · 1136/02
Source: “Champion, design and implement approaches to employee well-being across the organisation.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Well-being work depends on knowing a specific workforce and being visible to them, not just on producing a plan.
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 2/4.
Leading and advising on complex HR and employment issues & practices to mitigate risk and maximise effectiveness
staying human
The value here is that a specific person handles complex HR and stands behind it. That is earned, not computed.
importance 80 · 1136/02
Source: “Lead and advise on complex HR and employment issues & practices to mitigate risk and maximise effectiveness.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Advising on complex employment issues rests on a trusted adviser reading the situation, though the research is easy to draft.
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 2/4 · how much data exists 3/4.
Leading the implementation of a relevant workstream
staying human
The value here is that a specific person handles the implementation of a relevant workstream and stands behind it. That is earned, not computed.
importance 70 · 1136/02, 1136/03
Source: “Lead the implementation of a relevant workstream, such as HR, L&D, or OD.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Leading a workstream is about steering people and decisions inside a specific organisation, not producing a document.
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 2/4.
Managing and leading people projects within the organisation
staying human
The value here is that a specific person handles people projects within the organisation and stands behind it. That is earned, not computed.
importance 65 · 1136/02, 1136/03
Source: “Manage and lead people projects within the organisation.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Leading people projects is about steering colleagues and decisions rather than producing a document.
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 2/4.
Criticallying analyse and developing coaching and mentoring capabilities to support organisational culture
staying human
The value here is that a specific person handles analyse and stands behind it. That is earned, not computed.
importance 80 · 1136/03
Source: “Critically analyse and develop coaching and mentoring capabilities to support organisational culture.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Building coaching capability across an organisation depends on people modelling it, not on a document.
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 2/4.
Coordinating established courses with those provided by community colleges
staying human
The value here is that a specific person handles established courses and stands behind it. That is earned, not computed.
importance 65 · 1136/03
Source: “Coordinate established courses with those provided by community colleges.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 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: Lining up courses with college provision involves arrangements agreed between institutions and the people running 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 2/4.
Administering special projects in areas like childcare and employee awards
staying human
The ratings behind this row put special projects well outside what today's tools can do on their own.
importance 55 · 1136/04
Source: “Administer special projects in areas like childcare and employee awards.” (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: Running projects like childcare or awards involves arrangements and logistics inside a specific organisation.
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.
Directing the integration of employee benefits schemes following mergers and acquisitions
staying human
The value here is that a specific person handles the integration of employee benefits schemes following mergers and stands behind it. That is earned, not computed.
importance 75 · 1136/01
Source: “Direct the integration of employee benefits schemes following mergers and acquisitions.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (24–38 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: Merging benefit schemes after a takeover means handling worried staff and provider negotiations alongside the paperwork.
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 2/4 · how much data exists 2/4.
Contracting with suppliers for employee transport services
staying human
The value here is that a specific person handles suppliers and stands behind it. That is earned, not computed.
importance 60 · 1136/01, 1136/04
Source: “Contract with suppliers for employee transport services.” (UK task statement)
How this row was scored
Exposure score: 31 out of 100 (24–38 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: Contracting for staff transport involves negotiating terms with suppliers, which is a deal struck between people.
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 2/4 · how much data exists 2/4.
Training managers on labour relations topics
staying human
The value here is that a specific person handles managers and stands behind it. That is earned, not computed.
importance 85 · 1136/01
Source: “Train managers on labour relations topics including working conditions and safety.” (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: Labour relations material is easy to prepare, but training managers works through discussion and their questions.
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.
Reviewing and approving employee disciplinary actions
staying human
The rules require a named, qualified person to answer for employee disciplinary actions, and that person cannot be a piece of software.
importance 70 · 1136/01
Source: “Review and approve employee disciplinary actions, such as written reprimands, suspensions, or terminations.” (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; someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Approving a warning, suspension or dismissal is a decision with consequences that a named manager has to own.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising and coordinating work activities related to employment and compensation
staying human
The value here is that a specific person handles work activities and stands behind it. That is earned, not computed.
importance 70 · 1136/01, 1136/04
Source: “Supervise and coordinate work activities related to employment and compensation.” (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: Supervising employment and pay activity is about directing colleagues, which needs someone they answer to.
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.
Advising newly hired members of minority or disadvantaged groups
staying human
The value here is that a specific person handles hired members of minority and stands behind it. That is earned, not computed.
importance 90 · 1136/02
Source: “Advise newly hired members of minority or disadvantaged groups, informing them about details of equality laws.” (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: The law is documented, but explaining rights to new joiners face to face is a conversation someone has 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.
Educating workers on recruitment policies to ensure effective hiring practices
staying human
The value here is that a specific person handles workers and stands behind it. That is earned, not computed.
importance 85 · 1136/04
Source: “Educate workers on recruitment policies to ensure effective hiring practices.” (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: Recruitment policy material prepares easily, but getting managers to follow it happens through discussion.
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.
Coordinating the activities of employees in various departments of establishments
staying human
The value here is that a specific person handles the activities of employees and stands behind it. That is earned, not computed.
importance 65 · 1136/04
Source: “Coordinate the activities of employees in various departments of establishments.” (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: Getting different departments to pull together depends on working relationships across the business.
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.
Providing terminated employees with outplacement or relocation assistance
staying human
The value here is that a specific person handles terminated employees and stands behind it. That is earned, not computed.
importance 60 · 1136/04
Source: “Provide terminated employees with outplacement or relocation assistance.” (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: Helping people leaving the organisation lands on the support a person gives them at a difficult moment.
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.
Overseeing staffing as part of management tasks
staying human
The value here is that a specific person handles part of management tasks and stands behind it. That is earned, not computed.
importance 75 · 1136/04
Source: “Oversee staffing as part of management tasks.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 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: Overseeing staffing is about directing colleagues and covering gaps as they arise.
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 2/4.
Delivering feedback to learners to support their development
staying human
The value here is that a specific person handles feedback and stands behind it. That is earned, not computed.
importance 85 · 1136/03
Source: “Deliver feedback to learners to support their development.” (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 same decision, made over and over; the value is that a specific person does it.
The rating behind it: Written feedback drafts easily, but development conversations work because a learner trusts who is giving 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 3/4 · how much data exists 3/4.
Investigating employment practices or alleged legal violations to document and correct discriminatory factors
staying human
The value here is that a specific person handles employment practices and stands behind it. That is earned, not computed.
importance 85 · 1136/02
Source: “Investigate employment practices or alleged legal violations to document and correct discriminatory factors.” (UK task statement)
How this row was scored
Exposure score: 23 out of 100 (16–30 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: Investigating alleged discrimination means interviewing people and weighing accounts, which needs a person they will talk to.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Developing technical assistance agreements in accordance with governmental regulations by consulting with community representatives
staying human
The value here is that a specific person handles technical assistance agreements and stands behind it. That is earned, not computed.
importance 50 · 1136/02
Source: “Develop technical assistance agreements in accordance with governmental regulations by consulting with community representatives.” (UK task statement)
How this row was scored
Exposure score: 23 out of 100 (16–30 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: Agreeing assistance arrangements with community representatives is a negotiation carried out between people.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Applying change management strategies, effectively communicating and supporting change within the organisation
staying human
The value here is that a specific person handles change management strategies and stands behind it. That is earned, not computed.
importance 70 · 1136/02, 1136/03
Source: “Apply change management strategies, effectively communicating and supporting change within the organisation.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 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: Change lands or fails on whether people trust those leading it, whatever the plan says.
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 3/4 · how much data exists 2/4.
Presenting technology solution plans and proposals to senior stakeholders
staying human
The value here is that a specific person handles technology solution plans and stands behind it. That is earned, not computed.
importance 60 · 1136/03
Source: “Present technology solution plans and proposals to senior stakeholders.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 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: The proposal drafts easily, but presenting to senior stakeholders and answering them is a live performance.
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 3/4 · how much data exists 2/4.
Calling interested parties to discuss labour relations matters
staying human
The value here is that a specific person handles interested parties and stands behind it. That is earned, not computed.
importance 75 · 1136/01
Source: “Call interested parties to discuss labour relations matters.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Ringing round to discuss labour relations matters is a personal conversation carried by who is making the call.
The five ratings: output a model can produce 1/4 · 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.
Serving as intermediaries between job search committees and equal opportunity administrators
staying human
The value here is that a specific person handles intermediaries and stands behind it. That is earned, not computed.
importance 75 · 1136/02
Source: “Serve as intermediaries between job search committees and equal opportunity administrators.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Acting as the go-between for selection panels and equality officers depends on relationships with both sides.
The five ratings: output a model can produce 1/4 · 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.
Assembling the right team to ensure resource availability for sustained commercial success
staying human
The value here is that a specific person handles the right team and stands behind it. That is earned, not computed.
importance 50 · 1136/02, 1136/03
Source: “Assemble the right team to ensure resource availability for sustained commercial success.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (11–25 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Putting the right team together depends on knowing individuals and persuading them to join.
The five ratings: output a model can produce 1/4 · 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.
Conferring with management to identify training needs based on projected production processes and changes
staying human
The value here is that a specific person handles management and stands behind it. That is earned, not computed.
importance 80 · 1136/03
Source: “Confer with management to identify training needs based on projected production processes and changes.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (10–24 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Working out training needs with managers depends on conversations about plans that are rarely written down.
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 2/4 · how much data exists 2/4.
Recruiting, interviewing or employ employees to meet organisational staffing needs
staying human
The value here is that a specific person handles employ employees and stands behind it. That is earned, not computed.
importance 95 · 1136/04
Source: “Recruit, interview, or employ employees to meet organisational staffing needs.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (10–24 allowing for uncertainty): minimal 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: Screening drafts easily, but interviewing and deciding who to hire rests on live judgement of a person.
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.
Conducting exit interviews to gather feedback from departing employees
staying human
The value here is that a specific person handles exit interviews and stands behind it. That is earned, not computed.
importance 85 · 1136/04
Source: “Conduct exit interviews to gather feedback from departing employees.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (10–24 allowing for uncertainty): minimal 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: Exit interviews only get honest answers because a person is asking and listening.
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.
Designing and implementing engaging learning activities to inspire and educating participants
staying human
This work happens in the physical world: activities, in a real place. Software cannot follow it there.
importance 85 · 1136/03
Source: “Design and implement engaging learning activities to inspire and educate participants.” (UK task statement)
How this row was scored
Exposure score: 16 out of 100 (9–23 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Activities are easy to design, but running them so people engage means being there with the group.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Acting as liaisons between minority placement agencies and employers
staying human
The value here is that a specific person handles liaisons and stands behind it. That is earned, not computed.
importance 85 · 1136/02
Source: “Act as liaisons between minority placement agencies and employers.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Acting as the link between placement agencies and employers runs on established personal contacts on both sides.
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 2/4.
Employing questioning techniques and listening skills to identify personal development areas
staying human
The value here is that a specific person handles techniques and stands behind it. That is earned, not computed.
importance 80 · 1136/03
Source: “Employ questioning techniques and listening skills to identify personal development areas.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (6–20 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Drawing out someone's development needs by questioning and listening happens in a live conversation.
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 2/4.
Developing and maintaining relationships, adapting communication style and format to different audiences
staying human
The value here is that a specific person handles relationships, adapting communication style and format and stands behind it. That is earned, not computed.
importance 75 · 1136/03
Source: “Develop and maintain relationships, adapting communication style and format to different audiences.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Relationships and the knack of adjusting to different people are the work here, and belong to a person.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 2/4.
Directing activities of professional and technical staff members and volunteers
staying human
The value here is that a specific person handles activities of professional and stands behind it. That is earned, not computed.
importance 55 · 1136/04
Source: “Direct activities of professional and technical staff members and volunteers.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Directing staff and volunteers day to day needs someone they answer to and will follow.
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 2/4.
Sustaining a positive employee relations climate to manage organisational relationships legally
staying human
The value here is that a specific person handles a positive employee relations climate and stands behind it. That is earned, not computed.
importance 80 · 1136/02
Source: “Sustain a positive employee relations climate to manage organisational relationships legally.” (UK task statement)
How this row was scored
Exposure score: 12 out of 100 (8–16 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: A good employee relations climate is built by people over time, and cannot be produced as an output.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Hiring and dismissing staff
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 80 · 1136/04
Source: “Hire and dismiss staff as necessary.” (UK task statement)
How this row was scored
Exposure score: 12 out of 100 (8–16 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Hiring and dismissing people are decisions delivered face to face by someone accountable for them.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Investigating and resolving personnel issues within organisation and charges of misconduct against staff
staying human
The value here is that a specific person handles personnel issues within organisation and stands behind it. That is earned, not computed.
importance 65 · 1136/04
Source: “Investigate and resolve personnel issues within organisation and charges of misconduct against staff.” (UK task statement)
How this row was scored
Exposure score: 12 out of 100 (8–16 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Investigating misconduct and settling personnel disputes needs a person people will speak to and accept a decision from.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Maintaining discipline among employees
staying human
The value here is that a specific person handles discipline among employees and stands behind it. That is earned, not computed.
importance 55 · 1136/04
Source: “Maintain discipline among employees.” (UK task statement)
How this row was scored
Exposure score: 12 out of 100 (8–16 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Maintaining discipline works because a person with authority is present and known to the team.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Conducting training sessions for staff to enhance their skills
staying human
This work happens in the physical world: sessions, in a real place. Software cannot follow it there.
importance 65 · 1136/02
Source: “Conduct training sessions for staff to enhance their skills.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Training content prepares easily, but running a session means being with the group and responding to them.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Recruiting employees through job fairs
staying human
This work happens in the physical world: employees, in a real place. Software cannot follow it there.
importance 50 · 1136/02
Source: “Recruit employees through job fairs, careers days, and advertising.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Recruiting at job fairs and careers days means being on a stand and talking to people who turn up.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Conducting professional development training sessions for staff and educational workshops for students
staying human
This work happens in the physical world: professional development training sessions, in a real place. Software cannot follow it there.
importance 90 · 1136/03
Source: “Conduct professional development training sessions for staff and educational workshops for students.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Session materials are easy to prepare, but running workshops means being with the group and reacting to them.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Delivering training using face-to-face, digital and blended learning methods
staying human
This work happens in the physical world: face-to-face, digital and blended learning methods, in a real place. Software cannot follow it there.
importance 90 · 1136/03
Source: “Deliver training using face-to-face, digital, and blended learning methods.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Digital delivery helps, but face-to-face and blended teaching means being with learners and responding to them.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Evaluating instructors' teaching performance
staying human
This work happens in the physical world: instructors' teaching performance, in a real place. Software cannot follow it there.
importance 80 · 1136/03
Source: “Evaluate instructors' teaching performance.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Judging teaching quality means watching a session and seeing how learners respond.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Mediating labour disputes and grievances
staying human
The value here is that a specific person handles labour disputes and stands behind it. That is earned, not computed.
importance 80 · 1136/01
Source: “Mediate labour disputes and grievances.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Mediation only works because two sides trust the person in the room, which software cannot provide.
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 4/4 · how much data exists 2/4.
Shaping the church's culture by promoting inclusivity and diversity initiatives
staying human
The value here is that a specific person handles the church's culture and stands behind it. That is earned, not computed.
importance 50 · 1136/02
Source: “Shape the church's culture by promoting inclusivity and diversity initiatives.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (3–17 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Shaping a congregation's culture happens through people who are known and trusted in it.
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 1/4.
Establishing and maintaining strong collaborative relationships with customers
staying human
The value here is that a specific person handles strong collaborative relationships and stands behind it. That is earned, not computed.
importance 70 · 1136/03
Source: “Establish and maintain strong collaborative relationships with customers, suppliers, and stakeholders.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Long-term working relationships with customers and suppliers are the whole point of this task.
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 4/4 · how much data exists 2/4.
Presenting the company's or labour's position during arbitration or negotiations
staying human
The value here is that a specific person handles the company's and stands behind it. That is earned, not computed.
importance 75 · 1136/01
Source: “Present the company's or labour's position during arbitration or negotiations.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Putting your side in arbitration or negotiation is a live performance where the person arguing shapes the result.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 4/4 · how much data exists 2/4.
Engaging with stakeholders during public consultations to gather feedback
staying human
This work happens in the physical world: stakeholders during public consultations, in a real place. Software cannot follow it there.
importance 60 · 1136/03
Source: “Engage with stakeholders during public consultations to gather feedback.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (2–16 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Public consultation means turning up, listening to people and being seen to take them seriously.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Using advanced facilitation techniques to support teams in achieving outcomes during complex events and discussions
staying human
This work happens in the physical world: advanced facilitation techniques, in a real place. Software cannot follow it there.
importance 75 · 1136/03
Source: “Use advanced facilitation techniques to support teams in achieving outcomes during complex events and discussions.” (UK task statement)
How this row was scored
Exposure score: 3 out of 100 (0–7 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Facilitating a complex live discussion depends on a person reading the room and steering it as it happens.
The five ratings: output a model can produce 0/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 2/4.
Mediating disputes among employees
staying human
The value here is that a specific person handles disputes among employees and stands behind it. That is earned, not computed.
importance 85 · 1136/01, 1136/04
Source: “Mediate disputes among employees.” (UK task statement)
How this row was scored
Exposure score: 2 out of 100 (0–6 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Settling a dispute between colleagues works only because a trusted person is in the room with them.
The five ratings: output a model can produce 0/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Developing and maintaining professional relationships with stakeholders and senior managers
staying human
The value here is that a specific person handles professional relationships and stands behind it. That is earned, not computed.
importance 70 · 1136/02, 1136/03
Source: “Develop and maintain professional relationships with stakeholders and senior managers.” (UK task statement)
How this row was scored
Exposure score: 2 out of 100 (0–6 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Professional relationships with senior colleagues exist between people, and cannot be produced by anything else.
The five ratings: output a model can produce 0/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Using relationships with senior stakeholders
staying human
The value here is that a specific person handles relationships and stands behind it. That is earned, not computed.
importance 70 · 1136/02
Source: “Use relationships with senior stakeholders to influence, challenge, and represent the organisation externally.” (UK task statement)
How this row was scored
Exposure score: 2 out of 100 (0–6 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Using senior relationships to influence and represent the organisation depends entirely on who is doing it.
The five ratings: output a model can produce 0/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 4/4 · how much data exists 1/4.
Providing on-the-job training to staff members to improve proficiency
staying human
This work happens in the physical world: on-the-job, in a real place. Software cannot follow it there.
importance 90 · 1136/03
Source: “Provide on-the-job training to staff members to improve proficiency.” (UK task statement)
How this row was scored
Exposure score: 2 out of 100 (0–6 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: On-the-job training means standing alongside someone at the work and showing them how it is done.
The five ratings: output a model can produce 0/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Training employees on specific job procedures
staying human
This work happens in the physical world: employees, in a real place. Software cannot follow it there.
importance 85 · 1136/03
Source: “Train employees on specific job procedures.” (UK task statement)
How this row was scored
Exposure score: 2 out of 100 (0–6 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Training someone on a specific job procedure means being at the machine or line showing them.
The five ratings: output a model can produce 0/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Providing expert testimony in legal proceedings related to labour relations or employment contracts
staying human
This work happens in the physical world: expert testimony, in a real place. Software cannot follow it there.
importance 70 · 1136/01
Source: “Provide expert testimony in legal proceedings related to labour relations or employment contracts.” (UK task statement)
How this row was scored
Exposure score: 1 out of 100 (0–5 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; someone qualified has to answer for it; the value is that a specific person does it.
The rating behind it: Expert testimony is given under oath by a named individual, and only that person can give it.
The five ratings: output a model can produce 0/4 · needs a body in a room 2/4 · needs an accountable person 4/4 · needs to be trusted in the moment 3/4 · how much data exists 1/4.

What this job pays, and how many people do it

Median pay: £57,500a 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: 229,100in 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: HR policies in, a record out. The rows above are exactly that shape: designing, creating, implementing and reviewing HR policies and practices aligned with organisational needs and preparing personnel forecasts to project employment needs. What it cannot do is be trusted in person, which is what talent management 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: designing, creating, implementing and reviewing HR policies and practices aligned with organisational needs is work today's tools do quickly and cheaply, and that is not coming back.

So, given all that: 51% of this job's task weight sits in rows the software is already learning, 14% in rows that change shape rather than disappear, and 35% in rows it is nowhere near. That is the position, measured across 159 scored tasks. It is not a forecast about you.

What you have that the software does not is leading talent management, coaching and mentoring programmes within the organisation, 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 HR policies 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 HR policies, 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 designing, creating, implementing and reviewing HR policies and practices aligned with organisational needs” 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 leading talent management, coaching and mentoring programmes within the organisation 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 human resource managers and directors (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was human resources and industrial relations officers: only about 10% of its durable work is work you already do and it pays 38.8% less. Your own job splits about 51/49: 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 “recruit, interview, or employ employees to meet organisational staffing needs”, 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.

Human resources and industrial relations officers
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “act as liaisons between minority placement agencies and employers”. Across the whole of both lists that adds up to about 10% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 10% 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: £35,194 against your £57,529, 38.8% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Human resources administrative occupations
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “deliver training using face-to-face, digital, and blended learning methods”. Across the whole of both lists that adds up to about 7% of the work in that job the software is not taking.
Why I am not recommending it: Almost none of it is work you already do: about 7% of the durable side of that job. That is a different job, not a next step. I will not move you off one melting floe onto another: 63% of its own task list already scores in the top exposure band (62/100 in this release), so the same software is eating it. It is a pay cut, in those words: £26,851 against your £57,529, 53.3% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Health care practice managers
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already conduct professional development training sessions for staff and educational workshops for students, and their equivalent is to conduct training sessions for staff to enhance their skills. Across both published task lists that is about 6% of the durable work in that job.
Why I am not recommending it: Almost none of it is work you already do: about 6% of the durable side of that job. That is a different job, not a next step. It is a pay cut, in those words: £42,559 against your £57,529, 26.0% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice. And it is a narrow door: about 27,200 of those jobs against 229,100 of yours (ONS via Nomis), 12% 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: 51% of its task weight, across 159 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: leading talent management, coaching and mentoring programmes within the organisation 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 designing, creating, implementing and reviewing HR policies and practices aligned with organisational needs, 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 Compensation and Benefits Managers 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

The other groups this work is counted across:

In US official statistics this job is counted as Compensation and Benefits Managers, Human Resources Managers, Training and Development Managers and Labor Relations Specialists. Pay is shown separately for each of those groups (medians cannot be averaged together), while the task list and the scores on this page are for this group only.

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 HR managers and directors 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 Power Automate Builders, a community for non-developers building the approvals, reminders and handoffs that keep working once real people use them. It overlaps with the part of your job that is growing: getting the HR process layer to run itself, so your team's time goes on the cases that need a person. If that overlap isn't you, the free route below covers the same ground.

Try Power Automate Builders 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 HR managers and directors 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 Human resource managers and directors?: Not as a job, but it is already doing parts of the work. Across the 159 official task statements scored for Human resource managers and directors (United Kingdom, SOC 1136), 51% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 51 out of 100 (range 45–57, 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 “Human resource managers and directors” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Maintain comprehensive employee records to ensure compliance with employment regulations” (93/100, very high); “Develop training manuals, multimedia visual aids, and other educational materials” (93/100, very high); “Verify that job descriptions meet regulatory standards” (88/100, 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 “Human resource managers and directors” stay human?: About 35% 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: “Provide expert testimony in legal proceedings related to labour relations or employment contracts” (1/100, minimal); “Train employees on specific job procedures” (2/100, minimal); “Provide on-the-job training to staff members to improve proficiency” (2/100, minimal). 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 “Human resource managers and directors” do about AI?: Start from the ledger rather than the headline: 51% of this job's weighted core work is exposed, and roughly 35% 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 Human resource managers and directors 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 159 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.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
12 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.