AI & Automation Displacement
In 2025, the Society for Human Resource Management (SHRM) released new data estimating that 12.6% of U.S. jobs — roughly 19.2 million — face high or very high automation displacement risk
The number sounds dramatic, but the real story is about evolution. Technology is reshaping how work gets done, and most roles are changing in scope, skill requirements, or daily tools rather than disappearing altogether.
What “Automation Displacement Risk” Really Means
SHRM defines automation displacement risk as the likelihood that human labor in a given role could be replaced or significantly reduced by technology. The measure highlights where technology is advancing fastest and how exposed each occupation might be.
Using data from O*NET’s Degree of Automation and the Bureau of Labor Statistics, SHRM mapped jobs into five exposure levels:
Negligible: Minimal automation, largely manual or people-driven work
Slight: Technology assists but doesn’t alter core responsibilities
Moderate: Tasks blend human input with automated processes
High: Technology drives most work with limited human oversight
Very High: Processes that technology can complete independently
How This Plays Out in Manufacturing and Distribution
In manufacturing and distribution, automation is already woven into daily operations. Robotics handle repetitive motion. Predictive maintenance anticipates downtime. ERP systems automate reporting and scheduling.
The next challenge is keeping the workforce in step with these systems. Many employees are already evolving their roles: machine operators gaining skills as automation technicians, and inventory coordinators expanding into ERP super users. The ability to learn, adapt, and apply new technology has become a defining competitive advantage.
What This Means for Business Leaders
Automation risk should be read like a key performance indicator (KPI). It reveals where to invest in training, what capabilities need to be built internally, and how the organization can stay ahead of market shifts.
Leaders who track these signals can identify which skills are rising in value and how to align reskilling efforts with digital transformation goals. The conversation isn’t about reducing headcount — it’s about strengthening human capability alongside automation.
Main Line Insight
At Main Line Talent Group, we see automation as an opportunity to rebuild the workforce for the future. The companies that succeed won’t be those that replace people the fastest, but those that equip their teams to lead through change, turning disruption into progress.
