熱門時事分享：科技巨頭裁員潮再起：從亞馬遜、ASML 到 Nike，AI 時代的結構性失業恐懼｜20260526
目錄
2026 年 05 月 26 日｜HOT 用英文聊時事｜S1 EP28
歡迎收聽《HOT 用英文聊時事》。2026 年一開始，全球科技巨頭陷入了一種獲利與裁員並行的詭譎氛圍。亞馬遜宣布再裁減 1.6 萬名企業與技術員工，運動品牌 Nike 針對配送中心精簡 775 人 ，而半導體龍頭 ASML 甚至在去年稅後獲利高達 96 億歐元的情況下，依然宣布裁撤 1,700 名管理職位。這場冷冬的本質並非景氣衰退，而是企業為了佈局高額的 AI 投資進行的資本挪移。目前已有超過 100 家知名公司提交了勞工調整與再培訓通知，引發職場人對結構性失業的深層焦慮 。（參考來源：數位時代、科技新報、科技新報、Market Realist）
Welcome to “Hot English Topics.” As 2026 begins, global tech giants are entering a strange situation—making strong profits while laying off workers at the same time. Amazon announced another round of cuts, letting go of 16,000 corporate and tech employees. Sportswear brand Nike reduced 775 jobs at its distribution centers. And even ASML, a global leader in semiconductor equipment, made more than EUR 9.6 billion in profit last year, yet still announced cuts to 1,700 management positions. This cold wave isn’t really about an economic downturn. It’s about companies moving their money to prepare for massive AI investments. So far, more than 100 well-known companies have filed notices about job changes and training. That’s why many workers are feeling deep anxiety about something called structural unemployment.
面對這股浪潮，得先理解什麼是結構性失業。意指市場變了，但勞工技能沒跟上，就像大家改開電動車，你卻只會修修燃油引擎。這種失業不是工作一夕消失，而是任務取代效應正在發生。AI 會先從數據整理、寫簡單程式等任務下手，一點一滴削弱職位價值 。現在的 AI 已從聊天機器人進化為能執行計畫的 AI 代理人，並透過 RAG 技術確保不亂說話。RAG 技術就像讓 AI 考開書測驗，它回答前會先去資料庫翻書查證，給出精準答案。這意味著過去專門搬運與過濾資料的人，在過目不忘又會查書的數位員工面前，競爭力面臨極大挑戰。 （參考來源：104 職場力、McKinsey、APICCiano）
To face this wave, we must first understand what structural unemployment is. Structural unemployment happens when the market changes, but workers’ skills don’t keep up. It’s like everyone switching to electric cars, while you only know how to fix gas engines. Jobs don’t disappear overnight. Instead, tasks are slowly replaced. AI usually starts with things like organizing data or writing simple code. Step by step, it reduces the value of certain roles. Today’s AI is no longer just a chatbot. It can now plan and act as an AI agent, and with RAG technology, it is less likely to make things up. You can think of RAG like an open-book exam. Before answering, the AI checks a database and looks things up, then gives a more accurate response. This puts huge pressure on people who mainly move, check, or filter information, as they now have to compete with digital workers that never forget and always double-check.
這波衝擊的第一線，正是過去被視為職場中堅的中階管理層。亞馬遜與 ASML 的裁員計畫都明確提出要去官僚化，削減管理層級以提高決策速度。當 AI 代理人能夠自動監督進度、整理報表並透明化資訊流時，傳統負責溝通仲介與資訊傳遞的職位正失去存在必要。然而，組織轉型也面臨員工心理的安全感危機。研究指出，員工若因擔心被取代而產生消極配合的心態，反而會導致轉型初期工作量不減反增 。這顯示技術改革若缺乏透明溝通，將會陷入嚴重的內部阻力。（參考來源：數位時代、科技新報、CTLM）
The first group to really feel this impact is middle management, once seen as the backbone of many companies. Amazon and ASML have a clear goal. They want to remove unnecessary office layers and make decisions much faster. When AI agents can track progress, prepare reports, and make information clear for everyone, traditional roles focused on coordination and message-passing start to lose their necessity. However, organizational transformation also faces a crisis in employees’ sense of psychological safety. Studies show that when employees worry about being replaced, they may cooperate less. Ironically, this can make workloads heavier at the start of a transformation instead of lighter. It’s a clear sign that without open and honest communication, tech upgrades can face serious internal resistance.
不只是主管職位受到威脅，當我們看到第一線服務也開始自動化時，反而更能發現那些 AI 做不到、只有人類才具備的獨特價值。Nike 雖然追求供應鏈自動化以強化獲利，但市場趨勢顯示，高達半數的消費者在遭遇缺乏人情味的 AI 體驗後會減少消費。AI 雖然擅長規模化執行與模式偵測，但在處理情緒勞動、同理心與倫理判斷上仍有巨大鴻溝。精密系統的運行不能僅靠自動化，仍需要人類的道德覺知來引導決策。這種應對模糊地帶與建立深層人際連結的能力，正是工作者在裁員潮中，最能保值的核心競爭力。（參考來源：Qualtrics、Mindbreeze、1111 職場力）
And it’s not just managers who are at risk. When we see frontline services becoming automated, we also start to see what AI can’t do—and what only humans can offer. Nike is pushing supply chain automation to boost profits, but market trends show that nearly half of consumers spend less after having a cold, impersonal AI service experience. AI is great at scaling work and spotting patterns. But when it comes to emotional labor, empathy, and ethical judgment, there’s still a big gap. Complex systems can’t run on automation alone. They need human moral awareness to guide decisions. The ability to handle gray areas and build real human connections may be the most valuable skill workers can hold onto during layoffs.
那麼，為什麼巨頭們不惜冒著反彈風險也要大動干戈？這裡的反彈不只來自員工對於被取代的焦慮，也包含消費者對品牌失去溫度的反感 。根據麥肯錫 (McKinsey) 最新的全球調查顯示，高達 92% 的企業願意在未來三年增加投資，是因為他們發現與其節流，不如透過 AI 讓公司變聰明且靈活，進而開發出過去做不到的新生意。亞馬遜與微軟透過精簡非核心人力，將資源重新配置到 AI 基礎建設，希望能透過 AI 代理人處理繁瑣事務，讓剩餘的團隊成員承擔更多創新型任務。如果領導者只把技術當成裁員的藉口，而忽視了對員工的技能再造，將導致品牌信任崩潰。成功的轉型必須在技術的速度與人類的溫度之間，找到永續發展的平衡點。（參考來源：McKinsey、數位時代、CTLM）
So why are these giants willing to take the risk and push forward anyway? The backlash doesn’t just come from employees who fear being replaced. It also comes from consumers who feel brands are losing their human touch. Still, according to McKinsey’s latest global survey, 92% of companies plan to increase investment over the next three years. Because they’ve learned that instead of just cutting costs, using AI can make companies smarter and more flexible—and help them create new kinds of business that weren’t possible before. Amazon and Microsoft are trimming non-core roles and shifting resources into AI infrastructure. Their goal is to let AI agents handle boring, repetitive work, so human teams can focus on more creative tasks. But if leaders use technology only as an excuse to cut jobs and ignore reskilling their people, trust in the brand will collapse. A successful transformation must find a sustainable balance between the speed of technology and human warmth.
最後，一般人應該如何應對這份焦慮呢？或是我們可以努力轉型為超級使用者。例如：參考 IKEA 在全球市場的成功經驗：他們沒有裁撤受聊天機器人影響的客服員工，而是培訓他們轉型為高價值的室內設計顧問，成功創造了 14 億美元的營收。讓 AI 去處理那些規模龐大且重複的雜事，而我們人類則負責決定大方向，並判斷這件事該怎麼做才合情合理。學會駕駛工具而非與其競爭，強化行動力、懂得如何取捨，並建立一套有邏輯的做決定習慣，這些軟實力，才是職涯中比硬技能更保值的王牌。比起盲目恐懼被取代，學會與技術共生並主動重塑自己的價值，才是我們在這個 AI 時代找回競爭力的不二法門。（參考來源：Perkz、1111 職場力、斜槓人地圖）
So finally, how should ordinary people deal with this anxiety? Or we can try to transform ourselves into super users. Take IKEA as an example. Instead of laying off customer service staff affected by chatbots, they trained them to become high-value interior design consultants. This move helped generate US$1.4 billion in revenue. Let AI handle the large-scale, repetitive tasks. Humans should focus on setting direction and deciding what is fair and reasonable. Learn to drive the tools, not compete with them. Build action skills, know how to make trade-offs, and develop a clear way of thinking through decisions. These soft skills are often more valuable than hard skills over the long term. Rather than being afraid of replacement, learning to work with technology—and actively reshape your own value—is the most powerful way to stay competitive in the age of AI.
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