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AIPROPX ReportFortune · 1h ago
ADP CEO: the real conversation on jobs and AI is how do we prepare for what comes next?
In every room, at every table, I hear predictions about what AI means for the workforce and the future of work. The talk is mostly about jobs: which roles are changing, which ones are growing, and which ones may be replaced over time.
But what if we’re missing the crux of the conversation?
AI isn’t just changing jobs; it’s changing the nature of work itself. It is shifting how people will conceptualize work for – quite possibly – the rest of human history. This is a defining moment, and we must respond with urgency. Business leaders need complete clarity on how AI is affecting employees and their work at the most granular levels so they can make critical decisions on hiring, organizational structure, technology investment, and workforce management.
Achieving that clarity requires access to the right data and information – and the leaders who understand this are the ones who will come out stronger.
What the Data Tells Us
Broadly speaking, we don’t see AI eliminating jobs at scale. What we do see – what our data shows – is that the world of work is evolving.
At ADP, we process payroll for one in six U.S. workers and serve over 1.1 million businesses globally, paying 42 million workers worldwide. From this unique vantage point, we observe the labor market as broadly stable. When we look more deeply, we see that AI is reshaping work at the task level. It is changing the workforce, not shrinking it. And while AI’s impact is certainly real, it varies significantly by sector, company size, career stage, and geography. Our work with the Stanford Digital Economy Lab provides a real-time view of AI’s impact on occupations through the lens of ADP’s payroll data. Recent findings show that early-career workers – ages 22 to 25 – in occupations most vulnerable to AI automation, such as software development and customer service, have experienced employment declines. However, employment of more experienced workers in those same occupations, and for workers of all ages in roles less exposed to AI like home healthcare aides, have remained stable or continued to grow.
But this is just scratching the surface.
As we dig deeper, we’re able to see how AI is actually changing individual tasks within jobs. We call this “the great job unbundling.” AI is reshaping work at the task level, creating new job categories and transforming others.
Through the adoption of AI, the wage premium of specific tasks is shifting in real time. This has profound implications for how business leaders think about workforce planning, skills development, and the employer-employee relationship.
AI is also raising the floor on productivity expectations. Employees are increasingly expected to use AI tools as a baseline – not a differentiator – which changes how performance is measured and managed. We see a critical split in this dynamic: entry-level employment has declined where AI is applied to automate work, but employment has grown in occupations where AI is augmentative – where it supports and enhances human decision-making, freeing employees to focus on higher-value, creative, and more strategic work.
Given these nuances, the stakes of getting HCM right have never been higher. Importantly, it is clear this is a moment of change that demands a rigorous, data-driven approach to get it right.
The Shifts that Actually Matter
The workforce is undergoing three key shifts that have direct implications for how leaders should be managing their workers right now.
Investment leads to engagement; 53% of workers say they are fully engaged when they strongly agreed their employer was investing in them – compared to just 12% when they don’t feel that same level of investment. Employees also expect their employers to provide the AI upskilling they need to thrive.
AI increases the value of human judgment. As more “checklist” work is delegated to AI, workers are transitioning toward longer-term, strategic projects where human judgment matters most. The old model of how to measure productivity – task completion, speed, efficiency – is giving way to something harder to quantify but more profound: judgment, creativity, and long-term impact.
AI users report greater productivity and performance. Workers who use AI daily are more than twice as likely to be fully engaged at work – 30% versus 14% of non-users – and half as likely to feel overloaded or stressed: 11% versus 23%. Early AI adopters tend to be top performers. Frequent AI users show higher engagement and motivation, both of which are strong retention drivers.
From Understanding to Action
Leaders who will come out of this moment stronger are not asking what AI will replace; they are asking how to help their people do more with it. AI is a teammate. It takes on the routine work – and what is left are the judgment calls, the hard decisions, the moments that only a real expert can navigate. That is where people become more valuable, not less – and leaders should see their workforce as more than inputs to be optimized. Our people are sources of reasoning, creativity, institutional knowledge, and logic that technology can’t replicate.
Businesses can help workers embrace their evolving identities – encourage them to examine which tasks make up their roles and see new possibilities for growth and opportunity. Workers who understand how their role is changing are better positioned to grow with it.
The fact is: AI is evolving the workforce in ways that are beautifully and fundamentally human. The organizations that have a clear understanding of what the data tells us – that the workforce is shifting, not shrinking – will be the ones that thrive in the future of work.
The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune .
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