IGS Fully Launches Service to Redesign Roles, Tasks, and Required Skills for the AI Era Based on Management Strategy
Institution for a Global Society (IGS) has launched the 'AI Backload Human Resource Requirement Redesign Service.' It helps companies redefine roles by first carving out AI-handled tasks, then identifying the core skills humans need, aiding in recruitment, training, and human capital disclosure.
📋 Article Processing Timeline
- 📰 Published: April 24, 2026 at 18:00
- 🔍 Collected: April 24, 2026 at 09:31
- 🤖 AI Analyzed: April 24, 2026 at 09:47 (15 min after Collected)
'AI Backload Human Resource Requirement Redesign Service' Redesigning roles, tasks, and required skills for the AI era from a management strategy perspective.
Institution for a Global Society Corporation (Headquarters: Shibuya-ku, Tokyo, President and COO: Shinobu Nakazato, hereinafter 'IGS') will fully launch the 'AI Backload Human Resource Requirement Redesign Service' (*), which supports the linkage between management strategy and human resource strategy in the generative AI era. Based on a company's strategy, this service organizes and visualizes the roles of target professions, business tasks, areas handled by AI versus those handled by humans, and the core skills remaining for humans. This enables companies to specify why they are investing in human resources for specific tasks within specific roles, leading to the revision of recruitment, training, placement, and evaluation, as well as laying the groundwork for human capital disclosure. This series of processes is offered as a PoC-type program (verification before full-scale implementation, fee-based) and individual company consulting (continuous support type).
* 'AI Backload' is IGS's unique skill design approach that, instead of adding AI utilization skills as a plus, delegates (backloads) tasks that can be handled by AI first, and then defines 'what is left for humans' as core skills.
1. Background of Provision: 'Job types and grades', the premise of HR strategy, are no longer sufficient.
As the practical application of generative AI progresses, tasks that are easily supported by AI and tasks where humans should play a central role are beginning to mix within duties categorized under the same job type and grade. While traditional 'job titles' and 'grades' remain effective as management units in HR systems, their granularity is becoming too coarse to consider which duties humans should perform and where skill investments should be made in the AI era. Therefore, to revise roles and necessary skills, it is required to re-evaluate actual operations not just by job types or grades, but on a task-by-task basis. Along with these changes, HR departments in many companies are facing the following challenges:
- Even after conducting AI training, they cannot visualize 'to what extent it is utilized in the field' or 'whether there have been positive changes in the field'.
- They have skill maps by job type, but a divergence from the reality of operations in the AI era is beginning to emerge.
- Despite there being areas that can be delegated to AI, recruitment, evaluation, and training are still conducted traditionally.
In human capital disclosure and human resource investment decisions, companies are required to verbalize 'for what management issue, and to support which tasks of which roles, are we making this investment?'. However, the reality is that traditional job classifications and skill lists cannot fully explain the connection between business strategy, field operations, and human resource requirements.
2. Service Overview: What is the 'AI Backload' Approach?
'AI Backload' is a new skill design process that considers skill definition not by addition (adding AI skills) but by subtraction (carving out tasks that can be delegated to AI).
Specifically, it first organizes the tasks that AI can easily support or replace, and then defines the operations and necessary skills where humans should play a central role.
It does not negate existing job type/grade systems, but rather utilizes that framework while adding the perspective of 'division of roles between AI and humans' to update current systems in line with actual conditions.
STEP 0
Definition of Management Strategy and Target Roles
Based on the company's management strategy and priority issues, define which job types/roles are the target of the redesign. Concurrently, organize the expected roles, accountability for results, and points of contribution to the business for each role, clarifying the premise for subsequent task, AI, and skill design.
STEP 1
Task Breakdown
Break down the duties of a job type to a granularity of '1 task = 1 purpose' (20 to 40 tasks), and organize their linkage with the management strategy. This is the first step in visualizing ambiguous job definitions as data.
STEP 2
Identification of AI Application Areas and Role Division Design
For each task, identify the 'area handled by AI' and the 'area handled by humans', and define the division of roles. A dedicated AI agent developed by IGS automatically generates an initial draft, which is then confirmed and adjusted with the client to match actual conditions.
STEP 3
Identification of Core Skills
Define the 'tasks that humans continue to handle', which remain after the AI utilization diagnosis, as the source of human value, and design them as priority skills (specialized skills and behavioral traits).
3. IGS's Uniqueness: Why it must be 'AI Backload'
(1) Role and task design originating from management strategy, based on global standards
Based on knowledge from internationally standardized occupational and task classifications (O*NET® Database / ESCO), IGS organizes duties by task unit for each job type, considering the company's management strategy and the roles expected of the target roles. Rather than an 'intuitive operational organization', IGS's uniquely combined approach takes as its starting point a role and task breakdown based on both global occupational research and individual corporate strategy.
Institution for a Global Society Corporation (Headquarters: Shibuya-ku, Tokyo, President and COO: Shinobu Nakazato, hereinafter 'IGS') will fully launch the 'AI Backload Human Resource Requirement Redesign Service' (*), which supports the linkage between management strategy and human resource strategy in the generative AI era. Based on a company's strategy, this service organizes and visualizes the roles of target professions, business tasks, areas handled by AI versus those handled by humans, and the core skills remaining for humans. This enables companies to specify why they are investing in human resources for specific tasks within specific roles, leading to the revision of recruitment, training, placement, and evaluation, as well as laying the groundwork for human capital disclosure. This series of processes is offered as a PoC-type program (verification before full-scale implementation, fee-based) and individual company consulting (continuous support type).
* 'AI Backload' is IGS's unique skill design approach that, instead of adding AI utilization skills as a plus, delegates (backloads) tasks that can be handled by AI first, and then defines 'what is left for humans' as core skills.
1. Background of Provision: 'Job types and grades', the premise of HR strategy, are no longer sufficient.
As the practical application of generative AI progresses, tasks that are easily supported by AI and tasks where humans should play a central role are beginning to mix within duties categorized under the same job type and grade. While traditional 'job titles' and 'grades' remain effective as management units in HR systems, their granularity is becoming too coarse to consider which duties humans should perform and where skill investments should be made in the AI era. Therefore, to revise roles and necessary skills, it is required to re-evaluate actual operations not just by job types or grades, but on a task-by-task basis. Along with these changes, HR departments in many companies are facing the following challenges:
- Even after conducting AI training, they cannot visualize 'to what extent it is utilized in the field' or 'whether there have been positive changes in the field'.
- They have skill maps by job type, but a divergence from the reality of operations in the AI era is beginning to emerge.
- Despite there being areas that can be delegated to AI, recruitment, evaluation, and training are still conducted traditionally.
In human capital disclosure and human resource investment decisions, companies are required to verbalize 'for what management issue, and to support which tasks of which roles, are we making this investment?'. However, the reality is that traditional job classifications and skill lists cannot fully explain the connection between business strategy, field operations, and human resource requirements.
2. Service Overview: What is the 'AI Backload' Approach?
'AI Backload' is a new skill design process that considers skill definition not by addition (adding AI skills) but by subtraction (carving out tasks that can be delegated to AI).
Specifically, it first organizes the tasks that AI can easily support or replace, and then defines the operations and necessary skills where humans should play a central role.
It does not negate existing job type/grade systems, but rather utilizes that framework while adding the perspective of 'division of roles between AI and humans' to update current systems in line with actual conditions.
STEP 0
Definition of Management Strategy and Target Roles
Based on the company's management strategy and priority issues, define which job types/roles are the target of the redesign. Concurrently, organize the expected roles, accountability for results, and points of contribution to the business for each role, clarifying the premise for subsequent task, AI, and skill design.
STEP 1
Task Breakdown
Break down the duties of a job type to a granularity of '1 task = 1 purpose' (20 to 40 tasks), and organize their linkage with the management strategy. This is the first step in visualizing ambiguous job definitions as data.
STEP 2
Identification of AI Application Areas and Role Division Design
For each task, identify the 'area handled by AI' and the 'area handled by humans', and define the division of roles. A dedicated AI agent developed by IGS automatically generates an initial draft, which is then confirmed and adjusted with the client to match actual conditions.
STEP 3
Identification of Core Skills
Define the 'tasks that humans continue to handle', which remain after the AI utilization diagnosis, as the source of human value, and design them as priority skills (specialized skills and behavioral traits).
3. IGS's Uniqueness: Why it must be 'AI Backload'
(1) Role and task design originating from management strategy, based on global standards
Based on knowledge from internationally standardized occupational and task classifications (O*NET® Database / ESCO), IGS organizes duties by task unit for each job type, considering the company's management strategy and the roles expected of the target roles. Rather than an 'intuitive operational organization', IGS's uniquely combined approach takes as its starting point a role and task breakdown based on both global occupational research and individual corporate strategy.