29 May 2026

Is AI really displacing workers?

Recent US labour market data indicates that AI might be responsible for removing some jobs – but the long-term effect is far more nuanced, writes Head of Investment Office Jon Cunliffe.


Artificial intelligence is increasingly central to both the economic outlook and the investment landscape. For investors, the key question is not simply whether AI will destroy or create jobs, but how it reshapes productivity, corporate profitability and labour markets over time. As with previous technological shifts, the impact is likely to be uneven: positive in aggregate, but disruptive as AI adoption ramps up.

How is AI impacting work at a day-to-day level?

AI is clearly lowering the cost of many forms of professional work. Activities that once absorbed days of skilled labour can now be completed far more quickly, often in hours or even minutes. Companies that can automate routine tasks, shorten production cycles or reduce reliance on large teams are already seeing the payoff through higher productivity and, in many cases, stronger profit margins. As we have seen, professional services firms using AI to draft documents, analyse data or build models can deliver more work with the same number of staff, while software‑driven businesses can scale output with relatively little additional labour.

 This is important because labour is the largest cost for many service‑based businesses. In principle, this creates scope for meaningful productivity gains, allowing firms to generate more output with the same, or smaller, workforces.

Will AI-induced cost reductions remove jobs?

Historically, lower costs have not tended to reduce demand. In fact, and as a rule, they have generally expanded it. This logic is captured by ‘Jevons’ Paradox’ – named after the 19th Century economist who observed that more efficient steam engines increased, rather than decreased, total coal consumption. When efficiency improves and unit costs fall, new uses become economical, markets broaden and total activity often rises. Applied to AI, the argument is that cheaper professional labour does not simply remove jobs, it expands the range of activities worth doing. Legal, financial and advisory services that were once prohibitively expensive become accessible to a wider set of businesses and individuals. New firms can compete without large teams, and existing firms can offer more services at lower prices.

What does the expansion of AI use mean for corporate profits?

From an investment perspective, this is a powerful opportunity. If AI boosts productivity and expands addressable markets, it supports higher long‑term economic growth and creates scope for revenue growth even in mature industries. At the corporate level, the most immediate benefit is likely to show up in profit margins. Firms able to deploy AI effectively can reduce labour costs, shorten project cycles and scale output without proportionate increases in headcount. In competitive markets, some of these gains will be passed on through lower prices, but history suggests that margins can still rise, particularly for early and effective adopters.

Are there signs that AI adoption could already be triggering job losses?

That said, the risks are real and should not be underplayed. While the long‑run effects of AI may be expansionary, the short‑run labour market effects appear more disruptive. Recent analysis indicates that, excluding government and health/social care, over 300,000 US jobs have been lost since Trump took office. This is despite continued GDP growth and resilient headline demand. The implication is that firms are increasingly meeting demand through productivity gains rather than hiring, a pattern consistent with AI‑driven substitution.

What could the impact on the economy and long-term labour market structure be?

Firstly, labour market disruption can weigh on consumer confidence and spending, even in the absence of a recession. Secondly, it raises the risk of a growing disconnect between economic growth and employment growth. An economy can be productive and profitable while still generating social and political strain if the gains are unevenly distributed. From an investment standpoint, this increases the risk of policy intervention, whether through regulation, taxation or labour market support, which could alter the distribution of AI‑related gains.

There is also sectoral risk. Displacement pressures are most acute in areas characterised by routine, standardised tasks, including certain administrative roles and entry‑level professional positions. By contrast, roles that combine judgement, relationship management and accountability are likely to be more resilient. Labour market adjustment tends to be slow. Workers displaced from administrative or entry‑level roles do not instantly move into new, higher‑value positions, even if those jobs are being created elsewhere in the economy. That lag helps explain why productivity gains and job losses can coexist for a time, and why AI adoption can be associated with both rising corporate profitability and pockets of labour market weakness.

Is the overall economic effect of AI likely to be positive or negative?

AI should be viewed neither as an unambiguous threat nor as an unalloyed positive. The opportunity lies in higher productivity growth, as financial benefits of AI increasingly accrue to its adopters. As a result, it is reasonable to expect improved capital efficiency and potentially higher corporate profit margins over time. The risks lie in labour displacement, distributional effects and the political response to those pressures.

For investors, this means two things. First, the opportunity set is widening. Firms that use AI effectively should be better placed to defend margins, grow earnings and gain share. Second, volatility is likely to rise. The gap between winners and losers may increase, and the adjustment period may generate economic and political responses that markets cannot ignore. In short, AI offers substantial long‑term opportunity, but the path to that outcome is likely to be a bumpy one.

The value of securities and the income from them can fall as well as rise. Past performance should not be seen as an indicator of future returns. All views expressed are those of the author and should not be considered a recommendation or solicitation to buy or sell any products or securities.

Understanding Finance

Helping clients understand what we do is key to building relationships. To explain some of the industry jargon that creeps into our world, we’ve pulled together a section of our site to help.

Bespoke Discretionary Portfolio Management

Discretionary Portfolio Management


Related articles