As agentic AI moves beyond supporting individual tasks and begins coordinating workflows across organisations, a new type of employee is emerging, which we term the “AI Orchestrator”. Rather than simply using AI tools to work more quickly, these employees are using intelligent systems to deliver the output and reach of an entire team.
This shift is changing how we define contribution, productivity and value creation at work, and will be key to organisations unlocking value from AI, which has so far seen less than 40% of organisations reporting productivity gains from AI implementation according to research by Gartner.
Our report argues that the emergence of this new type of employee creates an organisational design challenge which HR leaders will be at the forefront of solving. There is unlikely to be a single blueprint for how organisations deploy these capabilities. Some may develop dedicated AI orchestration roles, while others will embed these responsibilities across existing teams, depending on their operating model, business needs and AI maturity. They will need to redesign roles, performance structures, incentives and rewards, and career pathways for a workforce where single employees may be able to deliver “team-like” output via AI systems.
The rise of the AI Orchestrator is changing how work happens
The most significant impact of agentic AI may not be widespread job replacement, but a fundamental shift in how work is carried out. As AI agents become increasingly capable of completing complex sequences of tasks, employees are spending less time executing work themselves and more time directing, monitoring and coordinating AI-enabled workflows.
As a result, the traditional relationship between effort and output is beginning to change. Contribution is becoming less about the volume of work completed and more about the quality of decisions made, the outcomes delivered and the ability to effectively guide AI systems towards organisational goals.
This is reflected in recent Salesforce research, which found that 56% of HR leaders expect employees to remain in their existing roles while working alongside agentic AI. Rather than replacing workers outright, AI is more likely to automate repetitive and administrative aspects of work, creating more time for employees to focus on creativity, problem-solving, relationship-building and strategic decision-making.
For HR leaders, this raises important questions about how performance is measured, how work is allocated and how organisations recognise value creation when a single employee can generate significantly greater output through AI-enabled systems.
AI skills scarcity is creating a new workforce planning challenge
While agentic AI may increase the productive capacity of individual employees, it is also creating a growing competition for the skills needed to use these technologies effectively. Organisations are increasingly recognising that the greatest value does not come from access to AI tools alone, but from employees who understand how to integrate them into workflows, solve problems and generate meaningful outcomes.
The scarcity of these capabilities is already influencing labour markets. Research suggests workers with AI skills can command a wage premium of up to 56%, reflecting the growing demand for employees who can operate effectively alongside AI agents.
However, the skills organisations require are also evolving. While technical expertise remains important, employers are increasingly seeking individuals who can combine business understanding, critical thinking and judgement with the ability to coordinate AI-enabled workflows. The challenge is becoming less about coding and more about knowing how to apply AI to solve business problems effectively.
This shift exposes the limitations of many traditional workforce models. Job architectures, pay structures and career pathways have largely been built around specialised roles with clearly defined responsibilities. As AI enables employees to work across functions and deliver broader outcomes, those distinctions become increasingly difficult to maintain.
Our report demonstrates that workforce planning can no longer focus solely on headcount and role design. Organisations must also consider how AI capabilities are distributed across the workforce, how employees can be upskilled and how reward structures can reflect changing patterns of contribution.
How businesses are successfully integrating AI Orchestrators
Organisations that are seeing the greatest value from AI are not simply deploying new technology; they are actively redesigning work and teams around it. This often begins with creating the conditions for employees to experiment with AI tools, develop new capabilities and identify opportunities to improve workflows.
Yet many organisations may not be fully prepared for this transition. Top Employers Institute research found that only 61% of organisations have formal strategic workforce planning in place, suggesting many businesses have yet to systematically consider how AI could reshape workforce structures, skills requirements and organisational design.
The data also highlights the importance of workforce planning in managing change. Top Employers who have improving employee engagement scores are 8% more likely to demonstrate strong workforce planning practices and 9% more likely to use scenario planning. This suggests that organisations with a clearer view of future workforce needs may be better positioned to adapt successfully to technological disruption.
Practical examples are already emerging. One of our own employees at Top Employers Institute recently taught himself how to build AI agents using Claude Code and within days developed a suite of HR-focused workflow tools designed to reduce manual coordination and improve decision-making. What began as an individual experiment ultimately evolved into an eight-week AI leadership programme for CHROs, helping senior HR leaders understand how agentic AI can redesign workflows, strengthen workforce planning and improve organisational effectiveness.
Examples like this highlight how successful AI adoption often starts by empowering employees to explore new ways of working, rather than imposing top-down automation initiatives. The organisations creating the most value are those that view AI as a workforce transformation opportunity rather than simply a technology project.
What does the emergence of the AI Orchestrator mean for businesses?
The emergence of the AI Orchestrator represents one of the most significant shifts in work since the widespread adoption of digital technologies. As AI agents become embedded across organisations, employees will increasingly be valued not for the number of tasks they complete, but for their ability to direct systems, exercise judgement and deliver outcomes.
For HR leaders, this creates both an opportunity and a challenge. Existing approaches to workforce planning, job design, performance management and reward structures were built for a world where work was largely performed by individuals operating within clearly defined roles. The next challenge for HR will be determining how teams themselves should be structured when humans increasingly work alongside networks of AI agents, rather than simply introducing a new technology into existing operating models. As AI enables employees to deliver the output of entire teams, those assumptions will need to evolve.
Organisations that proactively redesign work around AI-enabled collaboration, invest in developing AI capabilities and embed AI considerations into workforce planning will be best placed to unlock the technology’s potential. Those that fail to adapt risk creating confusion around accountability, contribution and career progression at precisely the moment when the nature of work is changing most rapidly.
Adrian Seligman
Adrian Seligman is Chief Executive Officer of Top Employers Institute, a global organisation that certifies and benchmarks people practices. He leads the organisation’s work with nearly 2,500 certified organisations across 131 countries and regions. With more than 25 years of international HR leadership experience, Adrian regularly speaks with business and HR leaders around the world on topics including leadership, employee engagement, organisational transformation and AI. Drawing on insights from organisations across multiple industries and markets, he writes and speaks about the workforce trends shaping the future of work.
