The New AI-Era Profession: Why the 'Workforce Orchestrator' is Becoming Key

For decades, organizational management was based on a simple model: managers decided how many to hire, which roles to open, and how to distribute tasks, based on one premise — all work is performed by humans. Now, for the first time, a new question enters this equation: is it correct for a human to perform the task, or is it better to delegate it to an AI agent?

This issue is no longer part of a futuristic vision. In many organizations, including in Israel, AI agents have turned from auxiliary tools into independent engines. They manage business processes, operate against adjacent systems, analyze data, conduct negotiations, and perform tasks from end to end without human intervention. Simultaneously, employees are gradually moving from execution roles to roles of supervision, decision-making, and managing exceptions.

As the number of "virtual employees" in organizations grows, the division of labor between them and human employees becomes more complex. Who decides which tasks will be transferred to AI, in which cases is it mandatory to leave a human factor in the process, how is the value created measured, and who is responsible for ensuring that the entire system operates efficiently, safely, and profitably?

These issues are addressed in a new report by the human resources giant Adecco and the consulting firm Altermind. Contrary to the public discourse, which focuses on the question of whether artificial intelligence will replace workers, the report's authors argue that the real challenge for organizations is completely different. According to them, most companies are not struggling with adopting new technological tools, but with redesigning the work processes themselves. Technology, in other words, is advancing at a much faster pace than organizations.

To deal with this gap, the report presents a new management concept — Hybrid Workforce Orchestration. This is not just another AI tool or additional software, but a management discipline aimed at redesigning the division of labor so that humans, AI agents, automation systems, and eventually robots complement each other and maximize organizational value.

According to the report's authors, this is one of the most significant organizational changes of the coming decade — a move that will redefine the way companies build teams, measure performance, and make decisions.

The New Job of the Artificial Intelligence Era: Workforce Orchestrator

Job definition: Redesigning work processes and leading the interface between human employees and AI systems.

How it looks today on LinkedIn: Titles like AI Transformation Lead or AI Operations Manager.

Who will hold the authority? Chief Human Resources Officer (CHRO), Chief Operating Officer, Chief AI Officer, or the CEO.

How much do those who will manage the workforce of the AI era earn?

Since the role of Workforce Orchestrator is still in the stages of formation, there is no official salary survey for it yet. Therefore, the estimates are based on salary data for similar roles, such as the aforementioned AI Transformation Lead and AI Operations Manager, alongside active job postings. In the USA, the annual salary for these roles usually ranges between $130,000 and $190,000 per year, while senior management roles at the Director or VP level reach $220,000 to over $290,000 per year. In Israel, the monthly salary for managers leading AI and digital transformation projects is estimated at about 35,000-48,000 NIS, while at the VP and Deputy CEO levels, the salary reaches about 50,000-65,000 NIS and above, before bonuses and options. The actual salary level depends mainly on the candidate's technological experience, their position in the organization, and the size of the company.

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Negotiating with a robot

For Michael Gabay, CEO of the company Gain, the future is already becoming reality. Unlike the companies he founded in the past — where the workforce consisted entirely of human employees — today he develops and manages systems where AI agents operate alongside humans as an integral part of business activity.

According to him, in companies like Bazan and Tempo, virtual employees are no longer satisfied with basic tasks like writing emails or searching for information. They manage entire procurement processes — contacting suppliers, requesting price quotes, conducting negotiations, comparing offers, and submitting a recommendation to the buyer for the most suitable deal.

The significant change is not expressed only in the capabilities of artificial intelligence, but in what the human employee is no longer required to do. If in the past the buyer was responsible for the entire process, from contacting suppliers to choosing the offer, today a large part of the work is performed by the autonomous agent — while the buyer focuses on control and making the final decision.

AI runs, organizations crawl

Contrary to the early fears that accompanied the AI revolution, the Adecco report presents a much more balanced picture of the labor market. According to OECD data, the employment rate in the organization's countries remains close to a record and stands at 72.1%, while the unemployment rate stands at 4.9%. Simultaneously, data from the LinkedIn Economic Graph and the World Economic Forum show that between 2022 and 2025, about 1.9 million new jobs were added globally in the fields of artificial intelligence.

The report's conclusion is that artificial intelligence is changing work faster than it is eliminating jobs. Many roles are not disappearing, but are undergoing disassembly and reassembly — routine and analytical tasks are gradually transferred to AI, while human employees focus on decision-making, supervision, creativity, and judgment.

However, it is precisely here that the bottleneck is revealed. Less than a fifth of companies in the USA and Europe have so far integrated artificial intelligence broadly into their core processes. According to Adecco, the biggest risk today is not that artificial intelligence will run too fast — but that organizations will crawl too slowly.

Is this really the birth of a new profession?

The obvious question is whether these changes will lead to the birth of a new profession, or if the responsibility will simply be embedded into existing management roles. An article published in the Harvard Business Review strengthens the second possibility. Organizational psychologist Tomas Chamorro-Premuzic argues that artificial intelligence is already changing senior management roles.

The labor market is starting to reflect the trend. A check on LinkedIn reveals that there are almost no jobs today under the explicit title Workforce Orchestrator, but this management responsibility already appears under job definitions like AI Transformation Lead, AI Operations Manager, Business Process Automation Manager, or Operations & AI Integration Manager. The labels are indeed different, but the common denominator is redesigning work processes and leading the interface between human employees and AI systems.

A decade ago, managers dealt mainly with the question of how many employees to hire. In the coming decade, the first question that will face them will be different: how much of the work is required to be performed by a human, and how much can be entrusted to a non-human employee. Whoever knows how to make these decisions may become one of the most influential position holders in the organization.