Chapter 4: Sunset Roles - The Jobs Most Vulnerable to Automation and AI
While the 5-year outlook for the labor market shows net job growth, this transformation comes with the unavoidable reality of job displacement. The same forces creating the roles of tomorrow are rendering many of today's jobs obsolete. According to the WEF’s Future of Jobs Report 2025, 92M roles are expected to be displaced globally by 2030. For leaders, understanding which roles are most vulnerable is the critical first step in developing proactive and responsible workforce planning.
The data reveals a clear pattern. The largest declines in absolute numbers are projected for Clerical and Secretarial roles. In terms of the fastest rate of decline (by percentage), the most affected roles are expected to be
Postal Service Clerks, Bank Tellers and Related Clerks, and Data Entry Clerks. It is crucial to note that these are not necessarily "low-skill" jobs, but rather roles whose core functions are based on routine cognitive and administrative tasks - precisely the areas where current AI and automation technologies have become highly proficient.
The Common Thread: The Automation of Process
A clear thread connects these "sunset roles": the automation of process. The report consistently identifies "Broadening digital access," "AI and information processing technologies," and "Robots and autonomous systems" as the key drivers behind their decline. The displacement of these roles is a clear indicator that the processes they manage have been successfully codified and can now be executed more efficiently by technology.
This provides a solid diagnostic framework for leaders to assess risk within their own organizations. Any job where the primary value is derived from executing a repeatable, rules-based process is at risk of disruption. This logic allows executives to move beyond the specific job titles listed in the report and apply the principle to their unique organizational structure. By identifying these at-risk roles early, companies can begin the crucial work of planning for reskilling and redeployment, turning a potential crisis into a strategic opportunity.
Conclusion: From Reaction to Redeployment
The key to navigating this period of job displacement is to act proactively. Waiting for these roles to become fully obsolete before taking action will create significant organizational disruption and personal hardship for employees. The strategic imperative is to create clear and accessible pathways for the talented individuals currently in these roles to transition to new, growing roles within the organization. This requires a commitment to large-scale reskilling initiatives, robust internal mobility platforms, and a culture that supports and encourages career evolution. By focusing on redeployment, companies can retain valuable knowledge and demonstrate a commitment to their people, turning a potential liability into a powerful asset.
