Will AI replace Office managers?

Not as a job, but it is already doing parts of the work. Across the 34 official task statements scored for Office managers (United Kingdom, SOC 4141), 33% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 50 out of 100 (range 44–56, 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 “Office managers” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Draft meeting agendas for organisational and administrative purposes” (93/100, very high); “Record office expenditure accurately” (88/100, very high); “Use a range of software, including email, spreadsheets and databases, to ensure the efficient running of the office” (85/100, 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 “Office managers” stay human?

About 41% 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: “Attend conferences, seminars, and training sessions to stay informed about field developments” (8/100, minimal); “Maintain stationery and office equipment” (10/100, minimal); “Design and organise the office layout for optimal workflow” (21/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.

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

Start from the ledger rather than the headline: 33% of this job's weighted core work is exposed, and roughly 41% 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 Office managers calculated?

Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 34 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

Office managers

recording office expenditure accurately, developing records management processes and policies and monitoring, and complying withing current regulations and legislation. If that's your week, this page is about your job.

The honest answer

AI is already taking a real slice of the routine work here: recording office expenditure accurately. That is a slice of tasks, not of you.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 33%
changing shape: 26%
staying human: 41%

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

Whole-job exposure score 50 out of 100 (44–56 allowing for uncertainty): partial exposure, across 34 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 office managers is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

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

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

That slice is not coming back; the core of the job, maintaining stationery and office equipment, stays yours. New tools, same person answering for it.

Your week, as this page understands it

Office managers plan, organise and co-ordinate the activities and resources of offices within commercial, industrial and other non-governmental organisations and public agencies. (National and local government office managers are classified to unit group 3561: Public services associate professionals.) The job title says “office managers”. The real job is the part underneath: maintaining stationery and office equipment. 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 office managers is not one task. It is 34 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is maintaining stationery and office equipment, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 33%
changing shape: 26%
staying human: 41%

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.

14 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

11 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.

Recording office expenditure accurately
This is reading one thing and writing another: office expenditure in, a record out. That is the shape today's tools are built for.
importance 80 · 4141/00
Source: “Record office expenditure accurately.” (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: Logging spend against budget codes is routine screen work that software handles reliably, with the accounts checked later.
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.
Using a range of software
This is reading one thing and writing another: a range of software in, a record out. That is the shape today's tools are built for.
importance 80 · 4141/00
Source: “Use a range of software, including email, spreadsheets and databases, to ensure the efficient running of the office.” (UK task statement)
How this row was scored
Exposure score: 85 out of 100 (81–89 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: Email, spreadsheets and databases are exactly the tools AI works fastest in, with only light coordination with colleagues.
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 4/4.
Drafting meeting agendas for organisational and administrative purposes
This is reading one thing and writing another: agendas in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Draft meeting agendas for organisational and administrative purposes.” (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: Drafting an agenda from previous minutes and requests is straightforward writing software does 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.
Developing records management processes and policies
This is reading one thing and writing another: records management processes in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Develop records management processes and policies.” (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: Records policies follow well-established patterns, so software can draft them around the organisation's own needs.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.

Changing shape

9 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.

Managing paper and electronic filing systems
The software now makes the first pass at paper, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 4141/00
Source: “Manage paper and electronic filing systems.” (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: Electronic filing can be run automatically, though paper records still have to be handled by hand.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Allocating work to staff to maximise productivity and resource
The software now makes the first pass at work, 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 · 4141/00
Source: “Allocate work to staff to maximise productivity and resource use.” (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: Allocating work against skills and capacity is scheduling that software handles well, though people need to accept it.
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.
Developing and implementing specific policies and procedures to guide staff conduct and operations
The software now makes the first pass at specific 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 · 4141/00
Source: “Develop and implement specific policies and procedures to guide staff conduct and operations.” (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: Policy wording drafts well from existing examples, but getting staff to actually follow new rules still takes a person.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

Staying human

14 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.

Organising and storing paperwork, documents and computer-based information
This work happens in the physical world: paperwork, documents and computer-based information, in a real place. Software cannot follow it there.
importance 80 · 4141/00
Source: “Organise and store paperwork, documents and computer-based information.” (UK task statement)
How this row was scored
Exposure score: 38 out of 100 (34–42 allowing for uncertainty): low exposure, high confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Software already sorts and files digital records well; the paper half still needs someone handling and shelving it.
The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Implementing departmental goals and objectives with organisation officials
The value here is that a specific person handles departmental goals and stands behind it. That is earned, not computed.
importance 80 · 4141/00
Source: “Implement departmental goals and objectives with organisation officials.” (UK task statement)
How this row was scored
Exposure score: 35 out of 100 (28–42 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Goals can be drafted automatically, but agreeing them with senior colleagues is a discussion 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 2/4.
Managing support staff to ensure efficient office operations
The value here is that a specific person handles support staff and stands behind it. That is earned, not computed.
importance 80 · 4141/00
Source: “Manage support staff to ensure efficient office operations.” (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: Workflow can be organised automatically, but managing the people doing it is a human job.
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.

Show the other 24 tasks

Monitoring, and complying withing current regulations and legislation
shifting to AI
This is reading one thing and writing another: current regulations in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Monitor and comply with current regulations and legislation.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (65–79 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: Regulations are published, so tracking changes can be automated, but complying with them is something the organisation and its managers are answerable for.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Producing audit reports for senior managers
shifting to AI
This is reading one thing and writing another: audit reports in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Produce audit reports for senior managers.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Turning internal figures into a written report for managers is drafting work software does well; these are internal reports, not statutory audits.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing and updating data storage policies
shifting to AI
This is reading one thing and writing another: data storage policies in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Review and update data storage policies.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (62–70 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Storage policies follow published standards and existing wording, so drafting updates is straightforward desk work needing approval.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing documenting records systems for office management
shifting to AI
This is reading one thing and writing another: records systems in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Review documenting records systems for office management.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reviewing how records systems are documented is desk work over existing paperwork, with the outcome signed off by someone senior.
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.
Coordinating the implementation of record-keeping systems for executive and managerial roles
shifting to AI
This is reading one thing and writing another: the implementation of record-keeping systems in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Coordinate the implementation of record-keeping systems for executive and managerial roles.” (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: Record-keeping systems follow standard patterns, so software can set them out and largely run 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 1/4 · how much data exists 3/4.
Designing and developing filing systems and business classification schemes
shifting to AI
This is reading one thing and writing another: systems in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Design and develop filing systems and business classification schemes.” (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: Classification schemes follow well-published standards, so a solid draft comes easily; departments still need consulting on their own records.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Advising on compliance with General Data Protection Regulation
shifting to AI
This is reading one thing and writing another: compliance in, a record out. That is the shape today's tools are built for.
importance 70 · 4141/00
Source: “Advise on compliance with General Data Protection Regulation (GDPR) and other legislation.” (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: Data protection law is published in full and guidance drafts well; a responsible person still signs off the final position.
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.
Arranging worker breaks to ensure services are adequately staffed throughout each shift
changing shape
The software now makes the first pass at worker breaks, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 4141/00
Source: “Arrange worker breaks to ensure services are adequately staffed throughout each shift.” (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; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Slotting breaks around coverage needs is a scheduling calculation software handles well.
The five ratings: output a model can produce 4/4 · 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.
Providing appropriate access to information
changing shape
The software now makes the first pass at appropriate access, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 4141/00
Source: “Provide appropriate access to information as requested.” (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: Finding and redacting requested information is well suited to software, though a named person still authorises each release.
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.
Reviewing and maintaining data retention schedules with internal stakeholders
changing shape
The software now makes the first pass at data retention schedules, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 4141/00
Source: “Review and maintain data retention schedules with internal stakeholders.” (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: Retention rules come from published law and drafts well, but the schedule is agreed with departments and formally approved.
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.
Conducting records surveys to ensure compliance
changing shape
The software now makes the first pass at records surveys, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 4141/00
Source: “Conduct records surveys to ensure compliance.” (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: Survey design and analysis are straightforward, but checking compliance often means walking round and looking at how records are really kept.
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 60 · 4141/00
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.
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 70 · 4141/00
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.
Guiding staff in managing records and using the employer's records system
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 70 · 4141/00
Source: “Guide staff in managing records and using the employer's records system.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Written guides and answers to records questions are easy to produce; coaching people through a system they dislike is harder.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Addressing customer enquiries and complaints promptly and effectively
staying human
The value here is that a specific person handles customer enquiries and stands behind it. That is earned, not computed.
importance 60 · 4141/00
Source: “Address customer enquiries and complaints promptly and effectively.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Most enquiries and complaints follow familiar patterns software can answer, though some customers want a manager.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Delivering presentations to senior management on these findings
staying human
The value here is that a specific person handles presentations and stands behind it. That is earned, not computed.
importance 60 · 4141/00
Source: “Deliver presentations to senior management on these findings.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Slides and findings write themselves from the data; standing in front of directors and answering their questions does not.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Overseeing the transition from paper to electronic records management systems
staying human
The ratings behind this row put the transition well outside what today's tools can do on their own.
importance 70 · 4141/00
Source: “Oversee the transition from paper to electronic records management systems.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: A migration plan drafts well, but scanning the paper and keeping the project on track needs someone running it.
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 3/4.
Managing the recruitment of staff to ensure efficient office operations
staying human
The value here is that a specific person handles the recruitment of staff and stands behind it. That is earned, not computed.
importance 70 · 4141/00
Source: “Manage the recruitment of staff to ensure efficient office operations.” (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: Adverts and CV sifting are largely automated already, but interviewing and choosing who to hire stays a human judgement.
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.
Discussing health and safety policies with relevant stakeholders to ensure compliance
staying human
The value here is that a specific person handles health and stands behind it. That is earned, not computed.
importance 60 · 4141/00
Source: “Discuss health and safety policies with relevant stakeholders to ensure compliance.” (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 same decision, made over and over; the value is that a specific person does it.
The rating behind it: Briefing material on safety rules drafts easily, but the value is in the discussion that gets managers to act.
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 3/4.
Formulating policies in consultation with the board of directors
staying human
The value here is that a specific person handles policies and stands behind it. That is earned, not computed.
importance 70 · 4141/00
Source: “Formulate policies in consultation with the board of directors.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Policy drafts are easy to produce, but board agreement is built through discussion between 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 3/4 · how much data exists 3/4.
Implementing new filing systems
staying human
This work happens in the physical world: new filing systems, in a real place. Software cannot follow it there.
importance 70 · 4141/00
Source: “Implement new filing systems.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Software can design a new filing system, but moving existing records across is a hands-on project.
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 1/4 · how much data exists 3/4.
Designing and organising the office layout for optimal workflow
staying human
This work happens in the physical world: the office layout, in a real place. Software cannot follow it there.
importance 80 · 4141/00
Source: “Design and organise the office layout for optimal workflow.” (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: mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: A workable floor plan can be drafted from measurements, but actually shifting desks, cabling and equipment needs people 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 1/4 · how much data exists 2/4.
Maintaining stationery and office equipment
staying human
This work happens in the physical world: stationery, in a real place. Software cannot follow it there.
importance 80 · 4141/00
Source: “Maintain stationery and office equipment.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (6–14 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world.
The rating behind it: Reordering pens is easy to automate, but checking cupboards and looking after equipment means someone physically in the office.
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.
Attending conferences, seminars and training sessions to stay informed about field developments
staying human
This work happens in the physical world: conferences, seminars and training sessions, in a real place. Software cannot follow it there.
importance 50 · 4141/00
Source: “Attend conferences, seminars, and training sessions to stay informed about field developments.” (UK task statement)
How this row was scored
Exposure score: 8 out of 100 (1–15 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: Attending conferences and training is about being there and meeting people in the field.
The five ratings: output a model can produce 0/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

What this job pays, and how many people do it

Median pay: £38,600a 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: 155,000in 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: office expenditure in, a record out. The rows above are exactly that shape: recording office expenditure accurately and using a range of software. What it cannot do is be there in the room, and that is still where stationery gets done. 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. Recording office expenditure accurately is going; maintaining stationery and office equipment is not.

So, given all that: 33% of this job's task weight sits in rows the software is already learning, 26% in rows that change shape rather than disappear, and 41% in rows it is nowhere near. That is the position, measured across 34 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 (maintaining stationery and office equipment) 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 maintaining stationery and office equipment, 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 office managers (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was school secretaries: only about 9% of its durable work is work you already do and it pays 31.5% less. Your own job splits about 33/67: 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 “allocate work to staff to maximise productivity and resource use”, 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.

School secretaries
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “maintain stationery and office equipment”. Across the whole of both lists that adds up to about 9% 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 9% of the durable side of that job. That is a different job, not a next step. It is a pay cut, in those words: £26,463 against your £38,630, 31.5% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Health care practice managers
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “plan and implement staff training and development activities”. Across the whole of both lists that adds up to about 7% of the work in that job the software is not taking.
Why I am not recommending it: Almost none of it is work you already do: about 7% of the durable side of that job. That is a different job, not a next step. And it is a narrow door: about 27,200 of those jobs against 155,000 of yours (ONS via Nomis), 18% as many seats.
Look at that job’s page anyway →
Information technology 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: “formulate policies in consultation with the board of directors”. 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. The pay gap is the market pricing a barrier: £91,671 against your £38,630 is 2.37× (ASHE Table 14.7a, 2025 provisional (both)), and you would be crossing it holding about 6% of their durable work. A gap that size with an overlap that small is a wish, not a route.
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: 33% of its task weight, across 34 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 recording office expenditure accurately, 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 Administrative Services Managers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

The other groups this work is counted across:

In US official statistics this job is counted as Administrative Services Managers, Facilities Managers, Purchasing Managers, Postmasters and Mail Superintendents and Funeral Home Managers. 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

Microsoft 365 Productivity Workers is built for coordinators, administrators, team leads and project owners who live in Outlook, Teams, meetings, files and task lists (the people this page is about). It works on the part of your job that is growing rather than shrinking: running the office as one system - diary, follow-ups, files, meeting actions - instead of a pile of separate trackers.

Try Microsoft 365 Productivity Workers 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 office managers launches. Nothing else.

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

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

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

Questions people ask about this job

Will AI replace Office managers?: Not as a job, but it is already doing parts of the work. Across the 34 official task statements scored for Office managers (United Kingdom, SOC 4141), 33% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 50 out of 100 (range 44–56, 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 “Office managers” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Draft meeting agendas for organisational and administrative purposes” (93/100, very high); “Record office expenditure accurately” (88/100, very high); “Use a range of software, including email, spreadsheets and databases, to ensure the efficient running of the office” (85/100, 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 “Office managers” stay human?: About 41% 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: “Attend conferences, seminars, and training sessions to stay informed about field developments” (8/100, minimal); “Maintain stationery and office equipment” (10/100, minimal); “Design and organise the office layout for optimal workflow” (21/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Office managers” do about AI?: Start from the ledger rather than the headline: 33% of this job's weighted core work is exposed, and roughly 41% 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 Office managers calculated?: Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 34 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.
14 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

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

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

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

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

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

Using these figures?

Cite this

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

Plain text

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

BibTeX

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

Permalink

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

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