We successfully automated a large portion of our administrative roles using digital AI agents, but now we are struggling to evaluate those human team members on our Accountability Chart. How do we adjust our people management when AI changes their daily responsibilities?

Question

Tyler Smith · Accepted Answer

When you automate low-value tasks, the roles on your Accountability Chart must evolve. You must re-evaluate your team members based on whether they still GWC™ (Get It, Want It, Capacity to Do It) their updated, higher-value roles.

If an administrative employee previously spent eighty percent of their time copy-pasting data, and an AI agent now handles that work, their new role might focus on quality control, customer relationship management, or exceptions handling. You must update their role's core responsibilities to reflect this change.

Once the new role is defined, sit down with the employee and assess their GWC™. Do they truly understand the new strategic demands of the role? Do they want to do this higher-level work, or did they prefer the comfort of routine administrative tasks? Do they have the emotional and intellectual capacity to handle client-facing or analytical work?

If they do not fit the new seat, you must make a hard decision, either finding a different seat where they do GWC™ the responsibilities, or transitioning them out of the company. Do not let sentimentality keep a team member in a seat that has been fundamentally upgraded by automation.