Will AI replace Office supervisors?

Not as a job, but it is already doing parts of the work. Across the 43 official task statements scored for Office supervisors (United Kingdom, SOC 4142), 53% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 56 out of 100 (range 50–62, 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 supervisors” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Maintain maintenance and repair records to support office operations and equipment management” (93/100, very high); “Order supplies to maintain office functionality” (93/100, very high); “Maintain employee records to support administrative operations and staff coordination” (81/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.

Which tasks in “Office supervisors” stay human?

About 27% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Supervise staff to ensure compliance with job standards” (17/100, minimal); “Conduct staff performance appraisals” (24/100, low); “Assist subordinates to enhance productivity and overcome work challenges” (28/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.

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

Start from the ledger rather than the headline: 53% of this job's weighted core work is exposed, and roughly 27% 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 supervisors 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 43 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 supervisors

setting schedules for administrative staff to ensure smooth operations, maintaining maintenance and repairing records to support office operations and equipment management and ordering supplies to maintain office functionality. If that's your week, this page is about your job.

The honest answer

This job is splitting in two: maintaining maintenance and repairing records to support office operations and equipment management is work AI now does quickly and cheaply, and supervising staff to ensure compliance with job standards is work it can't touch.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 53%
changing shape: 20%
staying human: 27%

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

Whole-job exposure score 56 out of 100 (50–62 allowing for uncertainty): partial exposure, across 43 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 supervisors 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. That is more in your control than it sounds.

Your week, as this page understands it

Office supervisors oversee operations and directly supervise and coordinate the activities of those carrying out general administrative and clerical work and performing specialist administrative and clerical duties in relation to finance, records, sales and other services to a variety of commercial, industrial and other non-governmental organisations and public agencies. The job title says “office supervisors”. The real job is the part underneath: supervising staff to ensure compliance with job standards. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But office supervisors is not one task. It is 43 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is supervising staff to ensure compliance with job standards, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 53%
changing shape: 20%
staying human: 27%

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

How we know this

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

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

Your job, task by task

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

One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
28 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

23 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.

Setting schedules for administrative staff to ensure smooth operations
This is reading one thing and writing another: schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 4142/00
Source: “Set schedules for administrative staff to ensure smooth operations.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Rostering is a scheduling problem software solves quickly using leave, hours and workload data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Maintaining inventories of office supplies
This is reading one thing and writing another: inventories of office supplies in, a record out. That is the shape today's tools are built for.
importance 80 · 4142/00
Source: “Maintain inventories of office supplies.” (UK task statement)
How this row was scored
Exposure score: 69 out of 100 (62–76 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: Inventory records are exactly what software keeps, though someone still counts what is on the shelf.
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 0/4 · how much data exists 3/4.
Maintaining stock control to manage office supplies
This is reading one thing and writing another: stock control in, a record out. That is the shape today's tools are built for.
importance 80 · 4142/00
Source: “Maintain stock control to manage office supplies.” (UK task statement)
How this row was scored
Exposure score: 69 out of 100 (62–76 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: Stock control is standard software work, with an occasional physical check of the cupboard.
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 0/4 · how much data exists 3/4.
Adjusting work schedules through consultation with managers or other staff
This is reading one thing and writing another: work schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 4142/00
Source: “Adjust work schedules through consultation with managers or other staff.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Adjusting rotas around leave and cover is scheduling work software handles quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.

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.

Coordinating staff training programmes
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 · 4142/00
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.
Maintaining stock levels to ensure efficient inventory management
The software now makes the first pass at stock levels, but part of it still happens in the physical world. So the job becomes checking and deciding rather than producing.
importance 80 · 4142/00
Source: “Maintain stock levels to ensure efficient inventory management.” (UK task statement)
How this row was scored
Exposure score: 41 out of 100 (34–48 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; work that happens in the physical world.
The rating behind it: Working out what to reorder and when is well-documented number work software does well.
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 4/4.
Evaluating staff performance
The software now makes the first pass at staff performance, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 4142/00
Source: “Evaluate staff performance.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Performance data can be summarised automatically, but appraising someone's work is a conversation between people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

Staying human

11 tasks

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

Supervising employees to ensure quality of work
The value here is that a specific person handles employees and stands behind it. That is earned, not computed.
importance 80 · 4142/00
Source: “Supervise employees to ensure quality of work.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Quality checks can be automated, but supervising people at work means being with them.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Supervising staff in their daily tasks to ensure efficiency and compliance
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 80 · 4142/00
Source: “Supervise staff in their daily tasks to ensure efficiency and compliance.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Task lists and checks can be automated, but day-to-day supervision means being with the team.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Assisting subordinates to enhance productivity and overcome work challenges
The value here is that a specific person handles subordinates and stands behind it. That is earned, not computed.
importance 80 · 4142/00
Source: “Assist subordinates to enhance productivity and overcome work challenges.” (UK task statement)
How this row was scored
Exposure score: 28 out of 100 (21–35 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Practical help can be drafted automatically, but supporting a struggling colleague depends on their trust.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.

Show the other 33 tasks

Maintaining maintenance and repairing records to support office operations and equipment management
shifting to AI
This is reading one thing and writing another: maintenance in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Maintain maintenance and repair records to support office operations and equipment management.” (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 maintenance and repair records is routine data work systems do at least as well as a person.
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.
Ordering supplies to maintain office functionality
shifting to AI
This is reading one thing and writing another: supplies in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Order supplies to maintain office functionality.” (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: Placing supply orders from a stock list is straightforward purchasing admin software completes end to end.
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 employee records to support administrative operations and staff coordination
shifting to AI
This is reading one thing and writing another: employee records in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Maintain employee records to support administrative operations and staff coordination.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Keeping staff records accurate and up to date is straightforward system 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 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Calculating financial figures, balances, totals and commissions
shifting to AI
This is reading one thing and writing another: financial figures, balances, totals and commissions in, a record out. That is the shape today's tools are built for.
importance 60 · 4142/00
Source: “Calculate financial figures including balances, totals, and commissions.” (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: Working out balances, totals and commissions is arithmetic that spreadsheets and payroll 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 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Maintaining records related to retail and sales transactions
shifting to AI
This is reading one thing and writing another: records in, a record out. That is the shape today's tools are built for.
importance 60 · 4142/00
Source: “Maintain records related to retail and sales transactions.” (UK task statement)
How this row was scored
Exposure score: 81 out of 100 (77–85 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Keeping transaction records is routine system work that software handles automatically as sales are made.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Assessing performance measurement criteria for effectiveness in customer service operations
shifting to AI
This is reading one thing and writing another: performance measurement criteria in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Assess performance measurement criteria for effectiveness in customer service operations.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Testing whether service measures work is data analysis on figures already collected.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Compiling and preparing reports required by management
shifting to AI
This is reading one thing and writing another: reports in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Compile and prepare reports required by management.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Management reports are compiled from data the organisation already holds, which software does quickly.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Developing work schedules based on budgets and workloads
shifting to AI
This is reading one thing and writing another: work schedules in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Develop work schedules based on budgets and workloads.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Building rotas from budgets and workload is a calculation software does quickly and consistently.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Improving customer service procedures, policies and standards for the organisation
shifting to AI
This is reading one thing and writing another: customer service procedures, policies and standards in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Improve customer service procedures, policies, and standards for the organisation.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Service standards and procedures follow published patterns and can be drafted from existing complaint data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reporting on overall team performance to inform management decisions
shifting to AI
This is reading one thing and writing another: overall team performance in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Report on overall team performance to inform management decisions.” (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: Turning team figures into a report for managers is drafting software does well; judgements about people stay human.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating purchases of supplies or equipment for departmental needs
shifting to AI
This is reading one thing and writing another: purchases of supplies in, a record out. That is the shape today's tools are built for.
importance 60 · 4142/00
Source: “Coordinate purchases of supplies or equipment for departmental needs.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Ordering supplies and equipment runs on catalogues and budgets, so it is largely automatic.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Reviewing and interpreting new regulations to ensure company compliance
shifting to AI
This is reading one thing and writing another: new regulations in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Review and interpret new regulations to ensure company compliance.” (UK task statement)
How this row was scored
Exposure score: 72 out of 100 (68–76 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: New regulations are published in full, so summaries and change lists can be produced automatically, though applying them here needs judgement.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Reviewing payroll reports to monitor work activities and ensure accuracy
shifting to AI
This is reading one thing and writing another: payroll reports in, a record out. That is the shape today's tools are built for.
importance 60 · 4142/00
Source: “Review payroll reports to monitor work activities and ensure accuracy.” (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: Checking payroll reports for errors is exactly the kind of pattern-checking software is good at, though the sign-off stays with a manager.
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.
Allocating specific tasks among team members based on their skills and project requirements
shifting to AI
This is reading one thing and writing another: specific tasks among team members in, a record out. That is the shape today's tools are built for.
importance 80 · 4142/00
Source: “Allocate specific tasks among team members based on their skills and project requirements.” (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: Matching tasks to skills is planning work software does well from a task list and a record of who can do what.
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 staff schedules and rotas to ensure adequate coverage
shifting to AI
This is reading one thing and writing another: staff schedules in, a record out. That is the shape today's tools are built for.
importance 80 · 4142/00
Source: “Coordinate staff schedules and rotas to ensure adequate coverage.” (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: Rota building is a scheduling problem software solves well, with a person handling awkward requests.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Arranging external training for the team
shifting to AI
This is reading one thing and writing another: this work in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Arrange external training for the team where appropriate.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Finding and booking suitable external training is routine arranging that software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Briefing team members on relevant developments
shifting to AI
This is reading one thing and writing another: team members in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Brief team members on relevant developments.” (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: Briefings are written summaries of known developments, and software drafts those well even if a person delivers 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.
Interpreting administrative and operating policies and procedures for employees
shifting to AI
This is reading one thing and writing another: administrative and operating policies and procedures in, a record out. That is the shape today's tools are built for.
importance 70 · 4142/00
Source: “Interpret administrative and operating policies and procedures for employees.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Explaining policy to staff is documented information work AI handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Answering customer questions regarding problems with their accounts
shifting to AI
This is reading one thing and writing another: customer questions regarding problems in, a record out. That is the shape today's tools are built for.
importance 50 · 4142/00
Source: “Answer customer questions regarding problems with their accounts.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Account queries are answered from records and set rules, which software already does at scale.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Listening to and resolving customer complaints regarding services
changing shape
The software now makes the first pass at and resolving customer complaints regarding services, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 4142/00
Source: “Listen to and resolve customer complaints regarding services, products, or personnel.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Automated service handles most complaints well, though an upset customer often wants a person to take it seriously.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Adhering to legal requirements, industry regulations and company-set customer quality standards
changing shape
The software now makes the first pass at legal requirements, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 4142/00
Source: “Adhere to legal requirements, industry regulations, and company-set customer quality standards.” (UK task statement)
How this row was scored
Exposure score: 50 out of 100 (43–57 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Following rules is something a person is held to rather than a product a machine makes, even though systems can check whether rules were followed.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Coordinating activities with other work units to improve customer service and operational efficiency
changing shape
The software now makes the first pass at activities, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 70 · 4142/00
Source: “Coordinate activities with other work units to improve customer service and operational efficiency.” (UK task statement)
How this row was scored
Exposure score: 49 out of 100 (42–56 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Plans and schedules can be produced automatically, though getting other teams to act needs a person.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Coordinating activities
changing shape
The software now makes the first pass at activities, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 4142/00
Source: “Coordinate activities related to shipping, receiving, distribution, or transportation.” (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: Coordinating deliveries and dispatch is scheduling and messaging software handles, with someone checking the goods.
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 coordinating office relocation to ensure smooth transition
changing shape
The software now makes the first pass at office relocation, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 60 · 4142/00
Source: “Plan and coordinate office relocation to ensure smooth transition.” (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: A move is mostly planning and scheduling that software handles, with people needed on the day.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Resolving customer complaints that escalate beyond front-line staff
changing shape
The software now makes the first pass at customer complaints, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 60 · 4142/00
Source: “Resolve customer complaints that escalate beyond front-line staff.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: An escalated complaint usually reaches someone who can listen properly and be trusted to fix it.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Conducting training sessions on compliance policies and procedures for staff
staying human
The value here is that a specific person handles sessions and stands behind it. That is earned, not computed.
importance 70 · 4142/00
Source: “Conduct training sessions on compliance policies and procedures for staff.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Compliance material and online modules can be produced automatically, but holding a room of staff and answering their real questions is still a person's job.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Recommending personnel actions, such as promotions, transfers and dismissals
staying human
The ratings behind this row put personnel actions well outside what today's tools can do on their own.
importance 70 · 4142/00
Source: “Recommend personnel actions, such as promotions, transfers, and dismissals.” (UK task statement)
How this row was scored
Exposure score: 37 out of 100 (30–44 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: A recommendation can be drafted from performance data, but judging a specific person, with employment law in play, needs a manager who knows them.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Coordinating activities between departments and sites to ensure organisational coherence and efficiency
staying human
The ratings behind this row put activities well outside what today's tools can do on their own.
importance 70 · 4142/00
Source: “Coordinate activities between departments and sites to ensure organisational coherence and efficiency.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: Software can track and schedule work across sites, but pulling separate departments into line still needs a person with authority.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Taking action to improve conditions
staying human
The ratings behind this row put action well outside what today's tools can do on their own.
importance 70 · 4142/00
Source: “Take action to improve conditions.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (20–44 allowing for uncertainty): low exposure, low confidence.
Why it sits in this group: mistakes that are cheap to catch.
The rating behind it: The wording is broad, but improving conditions usually mixes desk analysis with changes made in the workplace.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Advising employees on personal development for self-improvement
staying human
The value here is that a specific person handles employees and stands behind it. That is earned, not computed.
importance 60 · 4142/00
Source: “Advise employees on personal development for self-improvement.” (UK task statement)
How this row was scored
Exposure score: 32 out of 100 (25–39 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Development advice can be drafted automatically, but honest career conversations depend on trust between two people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Recruiting, interviewing or employ employees to ensure efficient office operations
staying human
The value here is that a specific person handles employ employees and stands behind it. That is earned, not computed.
importance 70 · 4142/00
Source: “Recruit, interview, or employ employees 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 shortlisting can be drafted, but interviewing and choosing someone is a judgement made face to face.
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.
Conducting staff performance appraisals
staying human
The value here is that a specific person handles staff performance appraisals and stands behind it. That is earned, not computed.
importance 80 · 4142/00
Source: “Conduct staff performance appraisals.” (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: An appraisal is a candid conversation between two people who work together.
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.
Supervising staff to ensure compliance with job standards
staying human
The value here is that a specific person handles staff and stands behind it. That is earned, not computed.
importance 80 · 4142/00
Source: “Supervise staff to ensure compliance with job standards.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (13–21 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Supervision works through a relationship with the people being supervised.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.

What this job pays, and how many people do it

Median pay: £33,200a 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: 53,200in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

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

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: inventories of office supplies in, a record out. The rows above are exactly that shape: maintaining maintenance and repairing records to support office operations and equipment management and setting schedules for administrative staff to ensure smooth operations. What it cannot do is be trusted in person, which is what staff runs on: someone specific doing it and standing behind it. Which is why this page talks about your tasks changing, not your job ending.

Your move

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

The exposed part of your job is the biggest part, and I am not going to dress that up: maintaining maintenance and repairing records to support office operations and equipment management is work today's tools do quickly and cheaply, and that is not coming back.

So, given all that: 53% of this job's task weight sits in rows the software is already learning, 20% in rows that change shape rather than disappear, and 27% in rows it is nowhere near. That is the position, measured across 43 scored tasks. It is not a forecast about you.

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

This week: one thing

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

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

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

Over the next 90 days

Change one sentence about what you do. Not on a CV. Out loud, to whoever pays you. From “my job is maintaining maintenance and repairing records to support office operations and equipment management” to “I check what the software does and tell you what it means.” Your error list from this week is what makes that sentence true instead of a claim, so use it: show it once, to one person, inside the next ninety days. Same skills, priced as judgment rather than as typing.

Over the next 12 months

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

The roads out of here

Now the roads out, with the honest bill on each one. One route survived the checks. The rest are below with the reason they did not.

Office supervisorsCustomer service managers
a year or morematched on shared tasks
One of the tasks on your list is on theirs in the same words: “assist subordinates to enhance productivity and overcome work challenges”. Take both published task lists together and about 39% of the work in that job that the software is not taking is work you are doing today.
About 39% of it you could do on Monday. The rest is the price of the ticket.
The work the two jobs share
- You already do
  “Assist subordinates to enhance productivity and overcome work challenges.”
  They do
  “Assist subordinates to enhance productivity and overcome work challenges.”
- You already do
  “Take action to improve conditions.”
  They do
  “Take action to improve conditions.”
- You already do
  “Supervise employees to ensure quality of work.”
  They do
  “Supervise employees to ensure quality of work.”
What you would not already have: Nothing in your task list touches “improve output quality by consulting with managers or other staff” or “receive calls from customers and clients in inbound centres”. That is the part you would be learning from scratch, and it is roughly the 61% of their durable work you do not already hold.
The honest bill
Pay: £37,500 against your £33,200 (ASHE Table 14.7a, 2025 provisional (both)).
- The licence gate: Default-closed. This release carries no licence-register snapshot, so I could not check whether that job is regulated, which means I have to assume it might be. Before you spend a penny, look it up on the GOV.UK register of regulated professions; the free routes below link straight to it. The route is banded a year or more because of that unknown, not in spite of it.
- The entry ticket: Typical entry-level education is published for only ten occupations in this release, and neither this job nor that one is among them. So I cannot tell you whether a qualification stands in the way. Treat that as an open question to settle before you commit, not as a green light.
- What the pay gap is telling you: £37,535 against your £33,174, 13.1% more (ASHE Table 14.7a, 2025 provisional (both)). A real difference, not a life-changing one. Take the move for the work, not the raise.
- What you live on meanwhile: Nobody is going to pay you to retrain. This is evenings and weekends alongside the job you already have, for a year or more, and if that is not possible right now then this route is not open right now, which is worth knowing before you start. The free, government-funded careers service listed below will talk the funding through with you before you pay anyone.
- Is the target job itself holding up: Customer service managers scores 55/100 on this site’s own exposure measure (partial), with 47% of its tasks in the top band. Employment projections are not published for this occupation in this release, so this is the exposure leg of the check only. It passed, which is the only reason it is here.
How long: A year or more, part-time, alongside the job you have. That band is set by the unchecked licence question and by the 61% of their work you would be learning, not by any one course.
See what AI is doing to customer service managers
That page has a nearby route → The AI Authority.

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.

Customer service supervisors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “conduct staff performance appraisals”. Across the whole of both lists that adds up to about 28% of the work in that job the software is not taking.
Why I am not recommending it: It is closer than most, and still not close enough: about 28% of that job's durable work is already yours, against the 35% I want to see before I will call something a route.
Look at that job’s page anyway →
Hairdressing and beauty salon managers and proprietors
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already allocate specific tasks among team members based on their skills and project requirements, and their equivalent is to supervise team members to ensure task completion. Across both published task lists that is about 12% of the durable work in that job.
Why I am not recommending it: You would be starting most of it from nothing: about 12% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. It is a pay cut, in those words: £29,715 against your £33,174, 10.4% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Health care practice managers
Why it looked obvious: It came up as a near neighbour on the work AI is not taking: you already recruit, interview, or employ employees to ensure efficient office operations, and their equivalent is to recruit new employees to ensure efficient healthcare operations. Across both published task lists that is about 9% of the durable work in that job.
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.
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: 53% of its task weight, across 43 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
“It’s too late for me to become something else”
You are not starting from zero, and the page shows why: supervising staff to ensure compliance with job standards is work the software cannot do and you already do it. The move above is a repricing of what you know, not a new career. Nobody who has just left college has that.
“I should learn to code”
Almost certainly not. The value in your job is moving toward checking, deciding and answering for the output, not toward writing the software. A weekend of Python will not change your position; the error list from this week will.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are maintaining maintenance and repairing records to support office operations and equipment management, 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 Medical Records 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:

First-Line Supervisors of Office and Administrative Support Workers

In US official statistics this job is counted as Medical Records Specialists and First-Line Supervisors of Office and Administrative Support Workers. 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 team's queues, schedules and shared files as one system rather than a stack of separate lists.

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.

Nearby moves

The jobs above, as pages you can read the same way as this one. Your job shares its core work with these. That is what the match is, and it is all it is.

Customer service managers →About 39% of it you could do on Monday. The rest is the price of the ticket.has a nearby route → The AI Authority

Noted, and thank you. We’ll email you if a Space for office supervisors 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 supervisors?: Not as a job, but it is already doing parts of the work. Across the 43 official task statements scored for Office supervisors (United Kingdom, SOC 4142), 53% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 56 out of 100 (range 50–62, 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 supervisors” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Maintain maintenance and repair records to support office operations and equipment management” (93/100, very high); “Order supplies to maintain office functionality” (93/100, very high); “Maintain employee records to support administrative operations and staff coordination” (81/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Office supervisors” stay human?: About 27% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Supervise staff to ensure compliance with job standards” (17/100, minimal); “Conduct staff performance appraisals” (24/100, low); “Assist subordinates to enhance productivity and overcome work challenges” (28/100, low). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Office supervisors” do about AI?: Start from the ledger rather than the headline: 53% of this job's weighted core work is exposed, and roughly 27% 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 supervisors 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 43 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

Provisional, because the ONS revises this figure in the autumn.
This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
One row is marked low confidence, so treat it as a ballpark rather than a fine measurement.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
28 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}
}

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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.