Manage human resources activities.

Manage human resources activities. is a detailed work activity in O*NET — a concrete unit of work shared across 15 occupations and seen in 24 occupation-specific tasks. It rolls up into the broader work activity Manage human resources activities. in Guiding, Directing, and Motivating Subordinates .

Detailed work activities are the most granular shared layer in O*NET's work-activity hierarchy (Generalized → Intermediate → Detailed → occupation-specific task). The figures below describe how this activity shows up across the economy and what independent studies measure about AI and this kind of work — not a prediction that the work will be automated.

AI exposure

Of the 24 tasks under this activity that the OpenAI / Eloundou “GPTs are GPTs” study rated, 23 (96%) are flagged as directly exposed to language models (E1) or exposed via model-powered tools (E2).

The Anthropic Economic Index observes real AI use on 4 of these tasks, with a mean mapped-usage share of 0.006% per task.

Exposure estimates overlap with model capabilities — whether a model could speed the task up — not whether the work will be done by software. Observed AI use is augmentation and assistance today, not jobs replaced.

Member tasks

Occupation-specific tasks O*NET maps to this detailed work activity, most important first.

• Direct preparation and distribution of written and verbal information to inform employees of benefits, compensation, and personnel policies. · Compensation and Benefits Managers · importance 4.7 · direct LLM exposure
• Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment, compensation, labor relations, and employee relations. · Human Resources Managers · importance 4.5 · exposure with tools
• Perform difficult staffing duties, including dealing with understaffing, refereeing disputes, firing employees, and administering disciplinary procedures. · Human Resources Managers · importance 4.5 · exposure with tools
• Assign security personnel to posts or patrols. · First-Line Supervisors of Security Workers · importance 4.5 · exposure with tools
• Plan, develop, and provide training and staff development programs, using knowledge of the effectiveness of methods such as classroom training, demonstrations, on-the-job training, meetings, conferences, and workshops. · Training and Development Managers · importance 4.4 · exposure with tools
• Organize and direct worker training programs, resolve personnel problems, hire new staff, and evaluate employee performance in dining and lodging facilities. · Food Service Managers · importance 4.3 · exposure with tools
• Manage the design and development of tools to assist employees in benefits selection, and to guide managers through compensation decisions. · Compensation and Benefits Managers · importance 4.2 · exposure with tools
• Appoint individuals to faculty positions, and evaluate their performance. · Education Administrators, Postsecondary · importance 4.2 · exposure with tools
• Plan, implement, and administer programs and services in a health care or medical facility, including personnel administration, training, and coordination of medical, nursing and physical plant staff. · Medical and Health Services Managers · importance 4.2 · exposure with tools
• Plan and direct staffing, training, and performance evaluations to develop and control sales and service programs. · Sales Managers · importance 4.2 · exposure with tools
• Direct human resources activities, including the approval of human resource plans or activities, the selection of directors or other high-level staff, or establishment or organization of major departments. · Chief Executives · importance 4.1 · exposure with tools
• Develop, implement, manage, or evaluate policies and methods to protect personnel against harassment, threats, or violence. · Security Managers · importance 4.1 · exposure with tools
• Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment, compensation, labor relations, and employee relations. · Compensation and Benefits Managers · importance 4.1 · no direct exposure
• Administer compensation, benefits, and performance management systems, and safety and recreation programs. · Human Resources Managers · importance 3.9 · exposure with tools
• Implement and evaluate staff, volunteer, or community training programs. · Social and Community Service Managers · importance 3.9 · exposure with tools
• Plan, organize, direct, control, or coordinate the personnel, training, or labor relations activities of an organization. · Human Resources Managers · importance 3.6 · exposure with tools
• Analyze training needs to design employee development, language training, and health and safety programs. · Human Resources Managers · importance 3.6 · exposure with tools
• Oversee the evaluation, classification, and rating of occupations and job positions. · Human Resources Managers · importance 3.6 · exposure with tools
• Recruit personnel or oversee the development or maintenance of staff competence. · Natural Sciences Managers · importance 3.6 · exposure with tools
• Allocate human resources, ensuring appropriate matches between personnel. · Human Resources Managers · importance 3.5 · exposure with tools
• Perform managerial duties, such as creating work schedules, creating or implementing staff training, matching staff expertise to situations, or analyzing performance of offices. · Atmospheric and Space Scientists · importance 3.3 · exposure with tools
• Develop or administer special projects in areas such as pay equity, savings bond programs, day care, and employee awards. · Human Resources Managers · importance 3.2 · exposure with tools
• Direct recruitment, placement, and evaluation of architecture or engineering project staff. · Architectural and Engineering Managers · importance 3.1 · exposure with tools
• Oversee payroll functions, such as maintaining timekeeping information and processing and submitting payroll. · Administrative Services Managers · exposure with tools

Occupations that perform this

• Compensation and Benefits Managers
• Human Resources Managers
• First-Line Supervisors of Security Workers
• Training and Development Managers
• Food Service Managers
• Education Administrators, Postsecondary
• Medical and Health Services Managers
• Sales Managers
• Chief Executives
• Security Managers
• Social and Community Service Managers
• Natural Sciences Managers
• Atmospheric and Space Scientists
• Architectural and Engineering Managers
• Administrative Services Managers

Sources for this page

Every figure above traces to a named public dataset and the exact release below — not hand-written opinion. See the full methodology for what each measure does and does not mean.

• O*NET 30.3 U.S. Department of Labor / National Center for O*NET Development
• Anthropic Economic Index v4 (2026-01-15) + v2 (2025-03-27) Anthropic
• “GPTs are GPTs” (Eloundou et al.) arXiv 2303.10130 OpenAI / academic

Data compiled June 2, 2026. Figures are estimates, not advice.

@misc{singulariki-manage-human-resources-activities,
  title  = {Manage human resources activities.},
  author = {{Singulariki}},
  year   = {2026},
  note   = {O*NET 30.3; Anthropic Economic Index v4 (2026-01-15) + v2 (2025-03-27); “GPTs are GPTs” (Eloundou et al.) arXiv 2303.10130. Accessed June 7, 2026},
  url    = {https://singulariki.com/detailed-activities/manage-human-resources-activities}
}