Will AI replace Human resources and industrial relations officers?

Not as a job, but it is already doing parts of the work. Across the 129 official task statements scored for Human resources and industrial relations officers (United Kingdom, SOC 3571), 45% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 53 out of 100 (range 48–59, 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.

What should someone working in “Human resources and industrial relations officers” do about AI?

Start from the ledger rather than the headline: 45% of this job's weighted core work is exposed, and roughly 31% 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 resources and industrial relations officers 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 129 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 resources and industrial relations officers

scheduling and coordinating interviews for candidates according to client requests, developing a comprehensive understanding of client companies and addressing employee grievances. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: drafting and placing adverts to advertise vacancies is work AI now does quickly and cheaply, and conducting interviews and selecting successful candidates 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: 45%
changing shape: 24%
staying human: 31%

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

Whole-job exposure score 53 out of 100 (48–59 allowing for uncertainty): partial exposure, across 129 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 resources and industrial relations officers 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 resources and industrial relations officers conduct research, analyse data and advise on recruitment, training, staff appraisal and industrial relations policies and assist specialist managers with negotiations on behalf of a commercial enterprise, trade union or other organisation. The job title says “human resources” or “industrial relations officers”: officially one job, two names. The real job is the part underneath: conducting interviews and selecting successful candidates. 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 resources and industrial relations officers is not one task. It is 129 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is conducting interviews and selecting successful candidates, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 45%
changing shape: 24%
staying human: 31%

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.

24 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

55 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.

Developing recruitment strategies to meet staffing needs
This is reading one thing and writing another: recruitment strategies in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/02, 3571/03
Source: “Develop recruitment strategies to meet staffing 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: Recruitment strategy is analysis and planning drawn from market and internal 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.
Drafting and placing adverts to advertise vacancies
This is reading one thing and writing another: adverts in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/02, 3571/03
Source: “Draft and place adverts to advertise vacancies.” (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: Job adverts follow familiar formats and are drafted and posted well by software.
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.
Maintaining an up-to-date knowledge of anti-discrimination legislation
This is reading one thing and writing another: an up-to-date knowledge of anti-discrimination legislation in, a record out. That is the shape today's tools are built for.
importance 90 · 3571/01, 3571/03
Source: “Maintain an up-to-date knowledge of anti-discrimination legislation.” (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: Anti-discrimination law is fully published, so keeping up to date is reading and summarising.
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.
Overseeing the application process, from reviewing forms to shortlisting candidates
This is reading one thing and writing another: the application process in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/02, 3571/03
Source: “Oversee the application process, from reviewing forms to shortlisting candidates.” (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: Sifting applications against set criteria is matching work software does quickly, with fairness checks staying human.
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.

Changing shape

31 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.

Advising management on implementing recruiting and retention programmes
The software now makes the first pass at management, 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 85 · 3571/02, 3571/03
Source: “Advise management on implementing recruiting and retention programmes.” (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: Advice on recruitment and retention is drafted well from evidence, though managers must be persuaded to act.
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.
Interviewing job applicants to obtain information on work history
The software now makes the first pass at job applicants, 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 85 · 3571/02, 3571/03
Source: “Interview job applicants to obtain information on work history, training, education, or job skills.” (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: Structured screening is increasingly automated, but a real interview turns on rapport and on what the candidate chooses to reveal.
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.
Translating equality legislation into practice to ensure organisations meet statutory requirements
The software now makes the first pass at equality legislation, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 3571/01, 3571/02
Source: “Translate equality legislation into practice to ensure organisations meet statutory requirements.” (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: The law is published, but turning it into workable practice depends on how this organisation actually runs.
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.

Staying human

43 tasks

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

Conducting interviews and selecting successful candidates
The value here is that a specific person handles interviews and stands behind it. That is earned, not computed.
importance 85 · 3571/02, 3571/03
Source: “Conduct interviews and select successful candidates.” (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: Choosing between candidates rests on human judgement formed in 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.
Selecting qualified job applicants for positions to meet organisational staffing needs
The value here is that a specific person handles qualified job applicants and stands behind it. That is earned, not computed.
importance 85 · 3571/02, 3571/03
Source: “Select qualified job applicants for positions to meet organisational staffing needs.” (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: Software can rank candidates, but choosing who gets the job is a human decision with fairness duties attached.
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.
Addressing employee relations issues, such as harassment allegations, work complaints or other employee concerns
The value here is that a specific person handles employee relations issues and stands behind it. That is earned, not computed.
importance 90 · 3571/02, 3571/03
Source: “Address employee relations issues, such as harassment allegations, work complaints, or other employee concerns.” (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: Sensitive employee relations cases turn on people trusting the person handling 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.

Show the other 119 tasks

Writing job descriptions to outline roles
shifting to AI
This is reading one thing and writing another: job descriptions in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/02
Source: “Write job descriptions to outline roles.” (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: Job descriptions follow familiar structures and are drafted well from information about the role.
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 job specifications for various roles
shifting to AI
This is reading one thing and writing another: job specifications in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02
Source: “Develop job specifications for various roles.” (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: Job specifications follow familiar structures and are produced well from role information.
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.
Referring selected candidates to hiring staff
shifting to AI
This is reading one thing and writing another: selected candidates in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02, 3571/03
Source: “Refer selected candidates to hiring staff.” (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: Passing shortlisted candidates to hiring managers is straightforward administration systems already handle.
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.
Scheduling skill, intelligence, psychological or drug tests for employees
shifting to AI
This is reading one thing and writing another: skill, intelligence, psychological or drug tests in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02, 3571/03
Source: “Schedule skill, intelligence, psychological, or drug tests for employees.” (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: Booking assessments and tests is scheduling work that software handles reliably.
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.
Assisting in preparing and maintaining staff records and handbooks
shifting to AI
This is reading one thing and writing another: preparing in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/02, 3571/03
Source: “Assist in preparing and maintaining staff records and handbooks.” (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: Maintaining staff records and handbooks is document work software handles reliably.
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.
Preparing employment reports for workforce management and recruitment analysis
shifting to AI
This is reading one thing and writing another: employment reports in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/02, 3571/03
Source: “Prepare employment reports for workforce management and recruitment analysis.” (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: Workforce reports are generated from HR systems in set formats.
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.
Scheduling and coordinating interviews for candidates according to client requests
shifting to AI
This is reading one thing and writing another: interviews in, a record out. That is the shape today's tools are built for.
importance 90 · 3571/03
Source: “Schedule and coordinate interviews for candidates according to client requests.” (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: Interview scheduling is calendar coordination that software handles reliably.
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.
Using candidate databases to match the right person to the client's vacancy
shifting to AI
This is reading one thing and writing another: candidate databases in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/03
Source: “Use candidate databases to match the right person to the client's vacancy.” (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: Matching people to vacancies in a database is exactly what search and ranking software does.
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.
Searching for qualified job candidates using computer databases
shifting to AI
This is reading one thing and writing another: qualified job candidates in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/03
Source: “Search for qualified job candidates using computer databases.” (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: Searching a candidate database is exactly what search software is built for.
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.
Preparing correspondence for clients regarding suitable applicants
shifting to AI
This is reading one thing and writing another: correspondence in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/03
Source: “Prepare correspondence for clients regarding suitable applicants.” (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: Client correspondence about applicants follows familiar formats and drafts well from the records.
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.
Requesting references for applicants
shifting to AI
This is reading one thing and writing another: references in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/03
Source: “Request references for applicants.” (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: Requesting references is routine correspondence that systems send 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.
Maintaining records for company managers
shifting to AI
This is reading one thing and writing another: records in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/03
Source: “Maintain records for company managers.” (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: Keeping records for managers is document work software handles reliably.
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.
Preparing CVs for clients
shifting to AI
This is reading one thing and writing another: cvs in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/03
Source: “Prepare CVs for clients.” (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: Preparing a CV from a candidate’s details is writing work tools do quickly and well.
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.
Preparing employment records for events like hiring and termination using HR software
shifting to AI
This is reading one thing and writing another: employment records in, a record out. That is the shape today's tools are built for.
importance 65 · 3571/03
Source: “Prepare employment records for events like hiring and termination using HR software.” (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: Hiring and leaving records are generated by HR software in set formats.
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 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 85 · 3571/01
Source: “Develop guidelines for non-discriminatory employment practices.” (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: Equality law and good-practice guidance are published in full, so software drafts clear guidelines for an employer to adopt.
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 staff handbooks
shifting to AI
This is reading one thing and writing another: staff handbooks in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/02
Source: “Prepare staff handbooks.” (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: Handbook content is standard and widely published, so software drafts a solid version; an employment specialist still checks it before staff receive it.
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.
Developing HR procedures to promote inclusivity and diversity
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 80 · 3571/01
Source: “Develop HR procedures to promote inclusivity and diversity.” (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: HR procedures follow well-established patterns and are drafted well from the organisation’s own context.
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.
Writing policy at corporate and service level
shifting to AI
This is reading one thing and writing another: policy in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/01
Source: “Write policy at corporate and service level.” (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: Policy writing follows established structures and is produced well from the organisation’s own information.
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.
Ensuring that necessary employment termination paperwork
shifting to AI
This is reading one thing and writing another: necessary employment termination paperwork in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02, 3571/03
Source: “Ensure that necessary employment termination paperwork is completed.” (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: Termination paperwork follows set templates and is generated reliably from employment records.
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.
Reviewing job applications and job orders to match applicants with job requirements
shifting to AI
This is reading one thing and writing another: job applications in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/02, 3571/03
Source: “Review job applications and job orders to match applicants with job requirements.” (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: Matching applications against stated requirements is comparison work software does quickly, with fairness checks staying human.
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.
Maintaining payroll records to ensure accurate employee compensation
shifting to AI
This is reading one thing and writing another: payroll records in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/02
Source: “Maintain payroll records to ensure accurate employee compensation.” (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: Payroll records follow published rules and sit in payroll software already, with the payroll reviewed before it runs.
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.
Verifying employment history and status of individuals
shifting to AI
This is reading one thing and writing another: employment history in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/02
Source: “Verify employment history and status of individuals.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (74–88 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: Employment and status checks follow published rules against documents and databases, so software verifies them within a set procedure.
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.
Processing paperwork for new employees
shifting to AI
This is reading one thing and writing another: paperwork in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/03
Source: “Process paperwork for new employees.” (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: New starter paperwork follows set templates and published rules, so software completes it; checks on right to work happen alongside.
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.
Maintaining records of clients
shifting to AI
This is reading one thing and writing another: records of clients in, a record out. That is the shape today's tools are built for.
importance 65 · 3571/03
Source: “Maintain records of clients.” (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: Maintaining employee and client records is routine system work software supports well, with accuracy checked in review.
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.
Contacting job applicants to inform them of the status of their applications
shifting to AI
This is reading one thing and writing another: job applicants in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/02, 3571/03
Source: “Contact job applicants to inform them of the status of their applications.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 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: Status updates to applicants are standard correspondence that recruitment systems send 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 1/4 · how much data exists 3/4.
Informing unsuccessful applicants
shifting to AI
This is reading one thing and writing another: unsuccessful applicants in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/02
Source: “Inform unsuccessful applicants.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 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: Rejection letters follow set formats and are produced reliably from the recruitment system.
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 1/4 · how much data exists 3/4.
Informing candidates about the results of interviews
shifting to AI
This is reading one thing and writing another: candidates in, a record out. That is the shape today's tools are built for.
importance 75 · 3571/03
Source: “Inform candidates about the results of interviews.” (UK task statement)
How this row was scored
Exposure score: 79 out of 100 (75–83 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: Telling candidates their interview outcome is standard correspondence recruitment systems already send.
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 1/4 · how much data exists 3/4.
Drawing on and carry out relevant research
shifting to AI
This is reading one thing and writing another: and carry out relevant research in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/01
Source: “Draw on and carry out relevant research, using benchmarking data, to make and present evidence-based decisions for HR solutions.” (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: Benchmarking research and evidence write-ups are exactly the kind of analysis tools handle 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 70 · 3571/01
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.
Analysing employment-related data
shifting to AI
This is reading one thing and writing another: employment-related data in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02, 3571/03
Source: “Analyse employment-related data.” (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 workforce data is exactly what analysis tools are built to do.
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.
Checking the suitability of applicants before submitting their details to the client
shifting to AI
This is reading one thing and writing another: the suitability of applicants before submitting their details in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/03
Source: “Check the suitability of applicants before submitting their details to the client.” (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: Checking a candidate against the brief before submission is straightforward comparison 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.
Reviewing recruitment policies to ensure the effectiveness of selection techniques and recruitment programmes
shifting to AI
This is reading one thing and writing another: recruitment policies in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/03
Source: “Review recruitment policies to ensure the effectiveness of selection techniques and recruitment 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: Reviewing how well selection methods work is evaluation against recorded outcomes.
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.
Maintaining records of vacancies
shifting to AI
This is reading one thing and writing another: records of vacancies in, a record out. That is the shape today's tools are built for.
importance 65 · 3571/03
Source: “Maintain records of vacancies.” (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: A vacancy list is a database that updates itself once the process is set up.
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.
Promoting equality law and events
shifting to AI
This is reading one thing and writing another: equality law in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/01
Source: “Promote equality law and events, like International Women's Week.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 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: Awareness campaigns and event material draw on abundant published resources and are quick to write.
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 4/4.
Researching, and applying diversitying initiatives
shifting to AI
This is reading one thing and writing another: initiatives in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/01
Source: “Research and apply diversity initiatives.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 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: Diversity practice is well documented publicly, so research and proposals are straightforward to draft.
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 4/4.
Utilizing networking and Internet recruiting resources to find job candidates
shifting to AI
This is reading one thing and writing another: internet recruiting resources in, a record out. That is the shape today's tools are built for.
importance 90 · 3571/03
Source: “Utilize networking and Internet recruiting resources to find job candidates.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 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: Searching online networks for candidates is well-documented digital work supported strongly 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 4/4.
Generating new client leads
shifting to AI
This is reading one thing and writing another: new client leads in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/03
Source: “Generate new client leads.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 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: Lead generation uses widely available data and tools that identify prospects 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 4/4.
Using social media to advertise positions
shifting to AI
This is reading one thing and writing another: social media in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/03
Source: “Use social media to advertise positions, attract candidates and build relationships.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (66–74 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: Social media advertising is well documented and heavily supported by scheduling and drafting 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 4/4.
Developing and implementing policies on working conditions and performance management
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 · 3571/02
Source: “Develop and implement policies on working conditions and performance management.” (UK task statement)
How this row was scored
Exposure score: 69 out of 100 (65–73 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: Working conditions and performance policies follow established patterns and are drafted well from the organisation’s context.
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 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 75 · 3571/01
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.
Providing insights on people-related issues to support organisational success and growth
shifting to AI
This is reading one thing and writing another: insights in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/01, 3571/02
Source: “Provide insights on people-related issues to support organisational success and growth.” (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: Turning people data into useful insight is analysis and writing drawn from the organisation’s 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.
Assisting in recruitment activities to support organisational staffing needs
shifting to AI
This is reading one thing and writing another: recruitment activities in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/02
Source: “Assist in recruitment activities to support organisational staffing 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: Much recruitment support is scheduling, screening and correspondence that systems already handle.
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 · 3571/02
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.
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 80 · 3571/02
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.
Developing annual staff plans and projects aligned with business strategies
shifting to AI
This is reading one thing and writing another: annual staff plans in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02
Source: “Develop annual staff plans and projects aligned with business strategies.” (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: Annual workforce plans are drafted well from business plans and existing staffing 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.
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 75 · 3571/02
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.
Recommending revisions to recruitment criteria
shifting to AI
This is reading one thing and writing another: revisions in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/03
Source: “Recommend revisions to recruitment criteria as needed.” (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: Reviewing criteria against results is analysis drawn from recruitment 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.
Coordinating with external recruitment agencies to secure temporary staff
shifting to AI
This is reading one thing and writing another: external recruitment agencies in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/03
Source: “Coordinate with external recruitment agencies to secure temporary staff, based on departmental 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: Booking temporary staff through agencies is coordination and correspondence software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Testing job seekers to evaluate their skills for specific vacancies
shifting to AI
This is reading one thing and writing another: job seekers in, a record out. That is the shape today's tools are built for.
importance 70 · 3571/03
Source: “Test job seekers to evaluate their skills for specific vacancies.” (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: Skills testing runs through online assessment platforms that score automatically.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Interpreting and advising on employment law
shifting to AI
This is reading one thing and writing another: employment law in, a record out. That is the shape today's tools are built for.
importance 85 · 3571/02
Source: “Interpret and advise on employment law.” (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: Employment law is fully published, so interpretation and written advice are well supported by retrieval 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 1/4 · how much data exists 4/4.
Interpreting human resources policies, procedures, laws, standards and regulations
shifting to AI
This is reading one thing and writing another: human resources policies, procedures, laws, standards and regulations in, a record out. That is the shape today's tools are built for.
importance 80 · 3571/02, 3571/03
Source: “Interpret human resources policies, procedures, laws, standards, and regulations.” (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: Policies, standards and employment law are documented, so interpretation and written explanation are well supported.
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.
Preparing reports on investigations of equal opportunity complaints
changing shape
The software now makes the first pass at reports, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 3571/01
Source: “Prepare reports on investigations of equal opportunity complaints.” (UK task statement)
How this row was scored
Exposure score: 59 out of 100 (52–66 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: The report follows a standard shape, but the decisive material comes from private interviews and internal records only the investigator holds.
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 2/4.
Interpreting civil rights laws and equal opportunity regulations for individuals or employers
changing shape
The software now makes the first pass at civil rights laws, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 3571/01
Source: “Interpret civil rights laws and equal opportunity regulations for individuals or employers.” (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: Explaining equality law is not restricted work in Britain, and the legislation and guidance are published, so software explains it clearly.
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.
Recommending corrective actions to address specific issues in compliance and operations
changing shape
The software now makes the first pass at corrective actions, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 3571/01
Source: “Recommend corrective actions to address specific issues in compliance and operations.” (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: Suggesting fixes for compliance problems draws on published rules and internal records, so software drafts recommendations for a manager to weigh.
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.
Advising on benefit and remuneration policies
changing shape
The software now makes the first pass at benefit, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 3571/02
Source: “Advise on benefit and remuneration policies.” (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: Pay and benefits advice draws on documented schemes and market data, though the recommendation is owned 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.
Administering payroll to ensure compliance with financial regulations
changing shape
The software now makes the first pass at payroll, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 75 · 3571/02
Source: “Administer payroll to ensure compliance with financial regulations.” (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; someone qualified has to answer for it.
The rating behind it: Payroll runs through software, though someone competent must stand behind the figures reported to HMRC.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Advising on managing sickness absence
changing shape
The software now makes the first pass at managing sickness absence, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 3571/02
Source: “Advise on managing sickness absence.” (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: Absence advice follows documented policy and law, though conversations about individual cases involve people.
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.
Ensuring timely and accurate payroll processing and net wage payments to employees
changing shape
The software now makes the first pass at and accurate payroll, but someone has to be answerable for the result, and it cannot be the software. So the job becomes checking and deciding rather than producing.
importance 75 · 3571/02
Source: “Ensure timely and accurate payroll processing and net wage payments to employees.” (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; someone qualified has to answer for it.
The rating behind it: Payroll processing is heavily automated, but someone competent remains accountable for accuracy.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 2/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Arranging employee support services like welfare and counselling
changing shape
The software now makes the first pass at employee support services like welfare, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 3571/02
Source: “Arrange employee support services like welfare and counselling.” (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: Arranging welfare and counselling support is largely coordination, though staff need to trust the arrangement.
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.
Carrying out reference or background checks on job applicants
changing shape
The software now makes the first pass at reference, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 3571/03
Source: “Carry out reference or background checks on job applicants.” (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: Reference and background checking is largely automated through providers, with someone accountable for the result.
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.
Promoting equality and diversity policy
changing shape
The software now makes the first pass at equality, 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 90 · 3571/01
Source: “Promote equality and diversity policy.” (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: Materials are quick to produce, but people change how they behave through colleagues they 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.
Delivering training, presentations and workshops
changing shape
The software now makes the first pass at presentations, 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 85 · 3571/01
Source: “Deliver training, presentations, and workshops.” (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: Course material is easy to prepare, though sessions are delivered to a room of 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.
Presenting detailed reports and actionable recommendations to stakeholders for decision-making
changing shape
The software now makes the first pass at detailed reports, 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 · 3571/01
Source: “Present detailed reports and actionable recommendations to stakeholders for decision-making.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (49–57 allowing for uncertainty): partial exposure, high 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: Reports and recommendations are drafted well from the organisation’s data, though presenting them persuades 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.
Promoting the organisation's ethos and aims
changing shape
The software now makes the first pass at the organisation's ethos, 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 85 · 3571/02
Source: “Promote the organisation's ethos and aims, focusing on diversity, inclusion, and equality.” (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: Messages are easy to write, but people take an organisation’s values from the colleagues around them.
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.
Briefing the candidate about the responsibilities
changing shape
The software now makes the first pass at the candidate, 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 90 · 3571/03
Source: “Brief the candidate about the responsibilities, salary and benefits of the job.” (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 details are easy to set out, but candidates weigh an offer through conversation.
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.
Identifying and approaching suitable candidates who may already be in employment for headhunting purposes
changing shape
The software now makes the first pass at suitable candidates who may already, 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 90 · 3571/03
Source: “Identify and approach suitable candidates who may already be in employment for headhunting purposes.” (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: Finding likely candidates is search work, though approaching someone in a job takes personal persuasion.
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.
Evaluating the impact of people policies and procedures on the organisation and its culture
changing shape
The software now makes the first pass at the impact of people policies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 3571/01
Source: “Evaluate the impact of people policies and procedures on the organisation and its culture.” (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: Judging how policies affect culture needs staff feedback and local insight alongside the data.
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.
Gathering information and making timely decisions to facilitate positive change
changing shape
The software now makes the first pass at information, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 3571/01
Source: “Gather information and make timely decisions to facilitate positive change.” (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: Information can be gathered quickly, but the decision rests with 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.
Identifying training and development needs within an organisation through job analysis
changing shape
The software now makes the first pass at development needs within an organisation, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 3571/02
Source: “Identify training and development needs within an organisation through job analysis, appraisal schemes and regular consultation with business managers and HR departments.” (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: Training needs analysis combines appraisal data with conversations about what managers actually see.
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.
Arranging inductions for new employees to facilitate smooth onboarding
changing shape
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 85 · 3571/02, 3571/03
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.
Coordinating staff training programmes
changing shape
The software now makes the first pass at staff training programmes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 3571/02
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.
Planning and implementing staff training and development activities
changing shape
The software now makes the first pass at staff, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 3571/02
Source: “Plan and implement staff training and development activities.” (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: Training plans and materials are easy to produce, though some delivery and organising happens 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.
Responding to public complaints related to equality and diversity issues
changing shape
The software now makes the first pass at public complaints, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 75 · 3571/01
Source: “Respond to public complaints related to equality and diversity issues.” (UK task statement)
How this row was scored
Exposure score: 46 out of 100 (39–53 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: Complaint responses follow set formats, but complainants want a person taking them seriously.
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 2/4 · how much data exists 3/4.
Developing personnel policies by conferring with management
changing shape
The software now makes the first pass at personnel policies, 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 · 3571/02, 3571/03
Source: “Develop personnel policies by conferring with management.” (UK task statement)
How this row was scored
Exposure score: 46 out of 100 (39–53 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 is straightforward, but agreeing policy with managers happens through discussion.
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 2/4 · how much data exists 3/4.
Ensuring promotions are non-discriminatory to promote inclusivity
changing shape
The software now makes the first pass at promotions are non-discriminatory, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 85 · 3571/01
Source: “Ensure promotions are non-discriminatory to promote inclusivity.” (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: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Checking promotion decisions for fairness is data analysis, though judgement about specific cases stays human.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Adhering to organisational policies on equality
changing shape
The software now makes the first pass at organisational policies, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 90 · 3571/01
Source: “Adhere to organisational policies on equality, diversity, and inclusion.” (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 rating behind it: Following the organisation’s equality policies is something a person does rather than a document to be produced.
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 0/4 · how much data exists 3/4.
Implementing people strategies and equality objectives for the business
changing shape
The software now makes the first pass at people strategies, 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 · 3571/01
Source: “Implement people strategies and equality objectives for the business.” (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: Turning a people strategy into practice depends on persuading managers across the business.
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.
Discussing staff performance policies with relevant stakeholders to enhance workplace efficiency
changing shape
The software now makes the first pass at staff performance policies, 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 · 3571/02
Source: “Discuss staff performance policies with relevant stakeholders to enhance workplace efficiency.” (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: Discussing performance policy with stakeholders is largely about winning agreement 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.
Generating leads and cold call prospective customers
changing shape
The software now makes the first pass at leads, 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 · 3571/03
Source: “Generate leads and cold call prospective customers.” (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: Lists are easy to build, but cold calling is a live conversation that has to win interest.
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.
Finalising employment arrangements between clients and candidates
staying human
The value here is that a specific person handles employment arrangements and stands behind it. That is earned, not computed.
importance 90 · 3571/03
Source: “Finalise employment arrangements between clients and candidates.” (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: Finalising terms between client and candidate involves negotiation 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 3/4.
Identifying specific equality and diversity issues within the workplace
staying human
The ratings behind this row put specific equality well outside what today's tools can do on their own.
importance 85 · 3571/01
Source: “Identify specific equality and diversity issues within the workplace.” (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: Spotting equality problems relies on what staff say informally as much as on the figures.
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.
Assessing community needs to promote inclusivity
staying human
The ratings behind this row put community needs well outside what today's tools can do on their own.
importance 80 · 3571/01
Source: “Assess community needs to promote inclusivity.” (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: Understanding what a community needs relies on local knowledge gathered by talking to people.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Advising employees on personal development for self-improvement
staying human
The value here is that a specific person handles employees and stands behind it. That is earned, not computed.
importance 70 · 3571/02
Source: “Advise employees on personal development for self-improvement.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Development advice can be drafted automatically, but honest career conversations depend on trust between two people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Using sales techniques to attract business from client companies
staying human
The value here is that a specific person handles sales techniques and stands behind it. That is earned, not computed.
importance 80 · 3571/03
Source: “Use sales techniques to attract business from client companies.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Winning new client business depends on relationships built with the people who buy.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
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 85 · 3571/01
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.
Recruiting new employees to fulfil organisational staffing needs
staying human
The value here is that a specific person handles new employees and stands behind it. That is earned, not computed.
importance 85 · 3571/02
Source: “Recruit new employees to fulfil organisational staffing needs.” (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 runs largely through systems, but selection and offers involve live conversations.
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.
Recruiting new employees to meet client staffing requirements
staying human
The value here is that a specific person handles new employees and stands behind it. That is earned, not computed.
importance 85 · 3571/03
Source: “Recruit new employees to meet client staffing requirements.” (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: Client recruitment runs largely through systems, though selection and offers involve live conversations.
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.
Promoting community cohesion through targeted initiatives and programmes
staying human
The value here is that a specific person handles community cohesion and stands behind it. That is earned, not computed.
importance 80 · 3571/01
Source: “Promote community cohesion through targeted initiatives and programmes.” (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: Community cohesion work is built on local relationships that take time to form.
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.
Liaising with voluntary groups for community health initiatives
staying human
The value here is that a specific person handles voluntary groups and stands behind it. That is earned, not computed.
importance 65 · 3571/01
Source: “Liaise with voluntary groups for community health initiatives.” (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: Working with voluntary groups depends on personal contacts built up locally.
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.
Supporting the development of community or local voluntary groups
staying human
The value here is that a specific person handles the development of community and stands behind it. That is earned, not computed.
importance 60 · 3571/01
Source: “Support the development of community or local voluntary groups.” (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: Supporting local groups to grow works through relationships with the people running 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 2/4.
Developing a comprehensive understanding of client companies
staying human
The value here is that a specific person handles a comprehensive understanding of client companies and stands behind it. That is earned, not computed.
importance 85 · 3571/03
Source: “Develop a comprehensive understanding of client companies, including their industry, operations, work culture, and environment.” (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: Understanding a client’s culture comes from visiting them and talking to their people.
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.
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 80 · 3571/01
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 needs interviews with people who may be guarded, and the decisive facts are private, though the write-up is routine.
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.
Achieving and exceeding placement targets for candidates
staying human
The value here is that a specific person handles placement targets and stands behind it. That is earned, not computed.
importance 85 · 3571/03
Source: “Achieve and exceed placement targets for candidates.” (UK task statement)
How this row was scored
Exposure score: 22 out of 100 (15–29 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: Hitting placement targets depends on relationships with clients and candidates over time.
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 3/4.
Communicating effectively with individuals, groups and organizations in the community
staying human
The value here is that a specific person handles individuals, groups and organizations and stands behind it. That is earned, not computed.
importance 80 · 3571/01
Source: “Communicate effectively with individuals, groups, and organizations in the community.” (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: Community and workplace communication depends on being present with people and reading the room, which software cannot do for you.
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.
Implementing disciplinary procedures to ensure fair and consistent employee management
staying human
The value here is that a specific person handles disciplinary procedures and stands behind it. That is earned, not computed.
importance 80 · 3571/02
Source: “Implement disciplinary procedures to ensure fair and consistent employee management.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (17–25 allowing for uncertainty): low exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Disciplinary processes involve meetings where fairness depends on the person conducting them.
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 3/4 · how much data exists 3/4.
Managing redundancy programmes to align workforce with business needs
staying human
The value here is that a specific person handles redundancy programmes and stands behind it. That is earned, not computed.
importance 80 · 3571/02
Source: “Manage redundancy programmes to align workforce with business needs.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (17–25 allowing for uncertainty): low exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Redundancy involves consultation meetings where trust and careful handling matter most.
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 3/4 · how much data exists 3/4.
Conducting new staff induction sessions
staying human
This work happens in the physical world: new staff induction sessions, in a real place. Software cannot follow it there.
importance 80 · 3571/02
Source: “Conduct new staff induction sessions as required.” (UK task statement)
How this row was scored
Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low 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: Induction content is easy to prepare, but sessions are run with new starters in the room.
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 2/4 · how much data exists 3/4.
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 70 · 3571/01
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.
Addressing employee grievances
staying human
The value here is that a specific person handles employee grievances and stands behind it. That is earned, not computed.
importance 85 · 3571/02
Source: “Address employee grievances.” (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: Grievances are handled face to face with an upset employee, and the facts that matter come out only in those meetings.
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 3/4 · how much data exists 2/4.
Developing staff to enhance their skills and performance
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 80 · 3571/02
Source: “Develop staff to enhance their skills and performance.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (14–22 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: Developing someone's skills depends on a working relationship built over time.
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.
Being confident in negotiating terms and pay on behalf of clients
staying human
The value here is that a specific person handles confident and stands behind it. That is earned, not computed.
importance 85 · 3571/03
Source: “Be confident in negotiating terms and pay on behalf of clients.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (14–22 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: Negotiating pay confidently is a live exchange between people.
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.
Negotiating a sale or commission for recruitment services
staying human
The value here is that a specific person handles a sale and stands behind it. That is earned, not computed.
importance 85 · 3571/03
Source: “Negotiate a sale or commission for recruitment services.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (14–22 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: Agreeing fees is a negotiation that turns on the relationship with the client.
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.
Lining manage and leading staff according to required policies and procedures
staying human
The value here is that a specific person handles manage and stands behind it. That is earned, not computed.
importance 75 · 3571/02
Source: “Line manage and lead staff according to required policies and procedures.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (13–21 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Line managing depends on relationships with the particular people being managed.
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 70 · 3571/02, 3571/03
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.
Interviewing job seekers to assess their suitability
staying human
The value here is that a specific person handles job seekers and stands behind it. That is earned, not computed.
importance 90 · 3571/03
Source: “Interview job seekers to assess their suitability.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (13–21 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Judging whether someone will fit a team 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 3/4.
Challenging discrimination actively
staying human
The value here is that a specific person handles discrimination and stands behind it. That is earned, not computed.
importance 90 · 3571/01
Source: “Challenge discrimination actively.” (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: Challenging discrimination happens between people in the moment and takes personal courage.
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.
Promoting a culture that upholds dignity
staying human
The value here is that a specific person handles a culture and stands behind it. That is earned, not computed.
importance 90 · 3571/01
Source: “Promote a culture that upholds dignity, diversity, and inclusion.” (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: Culture is set by how a manager behaves with people day to day.
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.
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 · 3571/01
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.
Cultivating and maintaining collaborative relationships with key senior internal and external stakeholders to influence key decision makers
staying human
The value here is that a specific person handles collaborative relationships and stands behind it. That is earned, not computed.
importance 80 · 3571/01
Source: “Cultivate and maintain collaborative relationships with key senior internal and external stakeholders to influence key decision makers as appropriate.” (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: Influencing senior people depends on trust built with them over time.
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.
Managing motivate, develop and ensuring the well-being of staff
staying human
The value here is that a specific person handles motivate, develop and ensuring the well-being of staff and stands behind it. That is earned, not computed.
importance 85 · 3571/02
Source: “Manage, motivate, develop, and ensure the well-being of staff.” (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: Managing and motivating a team is built on relationships with those particular people.
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.
Negotiating pay and conditions with staff and their representatives
staying human
The value here is that a specific person handles pay and stands behind it. That is earned, not computed.
importance 80 · 3571/02
Source: “Negotiate pay and conditions with staff and their representatives.” (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: Pay negotiation is a live process between people who must reach agreement.
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.
Building and developing customer relationships to enhance brand loyalty and business growth
staying human
The value here is that a specific person handles customer relationships and stands behind it. That is earned, not computed.
importance 75 · 3571/03
Source: “Build and develop customer relationships to enhance brand loyalty and business growth.” (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: Building customer loyalty is a relationship, and a person has to be on the other end of it.
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.
Mediating disputes to achieve resolution and promoting inclusivity
staying human
The value here is that a specific person handles disputes and stands behind it. That is earned, not computed.
importance 75 · 3571/01
Source: “Mediate disputes to achieve resolution and promote inclusivity.” (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: Mediation works because both sides trust the person in the room with 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.
Resolving workplace conflicts to promote a harmonious environment
staying human
The value here is that a specific person handles workplace conflicts and stands behind it. That is earned, not computed.
importance 70 · 3571/01
Source: “Resolve workplace conflicts to promote a harmonious environment.” (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: Settling a workplace conflict depends on both people trusting whoever is helping 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.
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 75 · 3571/02
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 (5–19 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: Keeping employee relations healthy is ongoing work with people in the building, resting on trust that software cannot supply.
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 70 · 3571/01
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 90 · 3571/03
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.
Adhering to regulations and internal policies relevant to the role
staying human
This work happens in the physical world: regulations, in a real place. Software cannot follow it there.
importance 85 · 3571/02
Source: “Adhere to regulations and internal policies relevant to the role.” (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 same decision, made over and over; work that happens in the physical world.
The rating behind it: AI can explain the rules, but following them is something the cleaner does on site.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing links with local groups and organisations
staying human
This work happens in the physical world: links, in a real place. Software cannot follow it there.
importance 75 · 3571/01
Source: “Develop links with local groups and organisations.” (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: Local partnerships are built through people meeting each other and building trust.
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.

What this job pays, and how many people do it

Median pay: £35,200a 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: 196,000in 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: recruitment strategies in, a record out. The rows above are exactly that shape: drafting and placing adverts to advertise vacancies and developing recruitment strategies to meet staffing needs. What it cannot do is be trusted in person, which is what interviews run 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

Your week is splitting in two, and which half fills it is the whole question. Drafting and placing adverts to advertise vacancies is going; conducting interviews and selecting successful candidates is not.

So, given all that: 45% of this job's task weight sits in rows the software is already learning, 24% in rows that change shape rather than disappear, and 31% in rows it is nowhere near. That is the position, measured across 129 scored tasks. It is not a forecast about you.

The occupation is an average and you are not, so the first job below is finding out where your own week actually sits.

This week: one thing

Print the task ledger above and put your own hours next to each row. Roughly, in pen, in one sitting. Then look at which group your hours actually pile up in. Twenty minutes, this week.

What you end up holding: your own week, on one page, sorted into what is shifting and what is not
How long it takes: about twenty minutes

If printing it isn’t practical: Read the rows off this page and write the same list on the back of an envelope. Same twenty minutes, same page, and it works just as well said out loud to someone who knows the job. The point is your hours next to the rows, not the paper it is on.

Over the next 90 days

Volunteer toward the durable end, visibly. Over the next ninety days put your hand up for the work in the bottom group (conducting interviews and selecting successful candidates) and let people see you doing it. Not a new project: the same job, with your mix deliberately tilted. The point is that when the rota or the reorganisation comes, the version of you people picture is the one doing the part that stays.

Over the next 12 months

Claim a specialism at the durable end and let the other end go. Over a year, deliberately become the person who handles conducting interviews and selecting successful candidates, and deliberately stop being the first choice for the rows in the top group. That trade costs something, because the exposed work is often the comfortable work. Decide it on purpose rather than by drift. 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 resources and industrial relations officers (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was human resources administrative occupations: only about 6% of its durable work is work you already do, it is under the same pressure this job is and it pays 23.7% less. Your own job splits about 45/55: that share of the list sits in the top exposure band and the rest does not. On this evidence the honest move is inside the job rather than out of it. Become the person who owns “adhere to organisational policies on equality, diversity, and inclusion”, 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 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: “conduct interviews and select successful candidates”. Across the whole of both lists that adds up to about 6% 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 6% 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 £35,194, 23.7% 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 resource managers and directors
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 6% 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 6% of the durable side of that job. That is a different job, not a next step.
Look at that job’s page anyway →
Health care practice managers
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “adhere to organisational policies on equality, diversity, and inclusion”. Across the whole of both lists that adds up to about 4% 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 4% of the durable side of that job. That is a different job, not a next step. And it is a narrow door: about 27,200 of those jobs against 196,000 of yours (ONS via Nomis), 14% 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: 45% of its task weight, across 129 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
The whole-job doom story
Nothing on this page says this job ends. It says the mix inside it moves. Half the rows above are unchanged or changing shape, and the plan is about which half your week sits in. That is a very different problem, and a solvable one.
Panic-buying a course
Do the twenty-minute sorting exercise first. Most people who buy a course before they have done it buy the wrong one, and the free services listed below will tell you the same thing without charging for it.
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 drafting and placing adverts to advertise vacancies, 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 Human Resources Specialists 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 Human Resources Specialists, Labor Relations Specialists, Compensation, Benefits, and Job Analysis Specialists and Educational, Guidance, and Career Counselors and Advisors. 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 guided route for this

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

Power Automate Builders is built for business professionals, operations leads, HR and admin teams, finance coordinators and project managers automating repetitive work without a coding background (the people this page is about). It works on the part of your job that is growing rather than shrinking: the joiners, movers and leavers process: getting onboarding, approvals and reminders to run themselves, so your hours go on the cases that need a person.

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 officers launches. Nothing else.

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

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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 resources and industrial relations officers?: Not as a job, but it is already doing parts of the work. Across the 129 official task statements scored for Human resources and industrial relations officers (United Kingdom, SOC 3571), 45% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 53 out of 100 (range 48–59, 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 resources and industrial relations officers” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Draft and place adverts to advertise vacancies” (93/100, very high); “Write job descriptions to outline roles” (93/100, very high); “Develop job specifications for various roles” (93/100, 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 resources and industrial relations officers” stay human?: About 31% 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: “Develop links with local groups and organisations” (9/100, minimal); “Adhere to regulations and internal policies relevant to the role” (10/100, minimal); “Recruit employees through job fairs, careers days, and advertising” (11/100, 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 resources and industrial relations officers” do about AI?: Start from the ledger rather than the headline: 45% of this job's weighted core work is exposed, and roughly 31% 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 resources and industrial relations officers 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 129 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.
24 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.

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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.