Full Release of 'The Definition of Excellent Human Capital Management'. Identifying the Key to Making Human Capital Management Function in the AI Era, Based on Analysis of 338,000 People and 980 Companies (29 Pages, 29,500 Characters)
Request Inc. has released a comprehensive 29-page report on human capital management. Analyzing data from 338,000 employees, it points out that despite increased training, employees are losing decision-making opportunities due to structural work issues, and advocates for 'work design that cultivates judgment.'
📋 Article Processing Timeline
- 📰 Published: April 11, 2026 at 19:39
- 🔍 Collected: April 11, 2026 at 12:09
- 🤖 AI Analyzed: April 19, 2026 at 22:08 (201h 59m after Collected)
Request Inc. (Organizational Behavior Science®) has just released the *full text* of its report, "The Definition of Excellent Human Capital Management — Why Does Excellent Human Capital Management Ultimately Come Down to 'Work Design That Cultivates Judgment'?"
Report Download
d68315-198-a8f59f38519a9533d213f6b11dce9bce.pdf
Human capital management has certainly moved forward over the past few years. Disclosures of human capital are expanding, and initiatives like reskilling, 1-on-1s, engagement improvement, and management training are taking root in many companies.
Yet, an unshakable sense of disconnect remains on the front lines.
*Although learning opportunities have increased, the number of people who can be entrusted with work hasn't. If conditions change slightly, work stops. Difficult tasks always fall on the same people.*
This report re-examines the true nature of this disconnect not as a matter of mindset, but as an issue of *work structure*.
Furthermore, what this report *strongly raises is the reality that many companies subject to human capital disclosure have not yet reached the standard of 'excellent human capital management'.* And this isn't because they were indifferent. Rather, as companies faithfully advanced work style reforms, efficiency, standardization, IT implementation, job-based structuring, and human capital disclosures, work tilted toward precedent-following models, making it harder for experiences that cultivate judgment to remain on the front lines.
### Disclosures have advanced. Systems are in place. But work that cultivates judgment is still not sufficiently designed.
This report visualizes this hard-to-see gap and organizes the points necessary to advance human capital management to the next stage.
---
What this report clarifies is that *the real problem occurring in companies is not 'failing to teach,' but rather 'that what is taught does not remain in the work as applied judgment.'*
Knowledge, information, manuals, systems, and training are increasing. Despite this, people aren't growing. They can't be relied upon. Their adaptability isn't expanding. The background to this is a decrease in experiences during daily work where they observe facts, compare, choose, decide, and reflect on the outcomes.
### In fact, an analysis of work experience data from 338,000 people and 980 companies shows:
*In 82% of companies, decision-making experiences at work decreased; in 58%, the frequency of checking with superiors increased; and in 64%, reliance on precedents rose.* This does not mean the necessity for judgment itself has dropped. Rather, the opposite. There are still many tasks where the approach must be altered based on differences in clients, projects, field conditions, and stakeholders.
Despite this, work processes are reverting to checking precedents and seeking boss approvals. Herein lies the paradox of human capital management.
Report Download
d68315-198-a8f59f38519a9533d213f6b11dce9bce.pdf
Human capital management has certainly moved forward over the past few years. Disclosures of human capital are expanding, and initiatives like reskilling, 1-on-1s, engagement improvement, and management training are taking root in many companies.
Yet, an unshakable sense of disconnect remains on the front lines.
*Although learning opportunities have increased, the number of people who can be entrusted with work hasn't. If conditions change slightly, work stops. Difficult tasks always fall on the same people.*
This report re-examines the true nature of this disconnect not as a matter of mindset, but as an issue of *work structure*.
Furthermore, what this report *strongly raises is the reality that many companies subject to human capital disclosure have not yet reached the standard of 'excellent human capital management'.* And this isn't because they were indifferent. Rather, as companies faithfully advanced work style reforms, efficiency, standardization, IT implementation, job-based structuring, and human capital disclosures, work tilted toward precedent-following models, making it harder for experiences that cultivate judgment to remain on the front lines.
### Disclosures have advanced. Systems are in place. But work that cultivates judgment is still not sufficiently designed.
This report visualizes this hard-to-see gap and organizes the points necessary to advance human capital management to the next stage.
---
What this report clarifies is that *the real problem occurring in companies is not 'failing to teach,' but rather 'that what is taught does not remain in the work as applied judgment.'*
Knowledge, information, manuals, systems, and training are increasing. Despite this, people aren't growing. They can't be relied upon. Their adaptability isn't expanding. The background to this is a decrease in experiences during daily work where they observe facts, compare, choose, decide, and reflect on the outcomes.
### In fact, an analysis of work experience data from 338,000 people and 980 companies shows:
*In 82% of companies, decision-making experiences at work decreased; in 58%, the frequency of checking with superiors increased; and in 64%, reliance on precedents rose.* This does not mean the necessity for judgment itself has dropped. Rather, the opposite. There are still many tasks where the approach must be altered based on differences in clients, projects, field conditions, and stakeholders.
Despite this, work processes are reverting to checking precedents and seeking boss approvals. Herein lies the paradox of human capital management.