Living and Working with AI News — 2026-10-22 (Thu) Daily News

Overview

On the corporate side, companies have announced HR products that position AI agents (AIs that work autonomously) as management targets on organizational charts, and have moved to provide management and protection frameworks for both people and AI agents. On the labor side, policy proposals regarding worker protection during the AI transition period and labor-management conflicts over AI remuneration have surfaced. In Japan, the government has talked about accelerating the use of AI and reviewing regulations and systems as a countermeasure against labor shortages, and efforts have been made to incorporate this on the part of organizations and protect it on the part of labor in the same period.

Corporate management decision-making

- isolved (a human resources technology company) announced that it will advance the provision of "workforce capital management" by putting forward the idea of placing AI agents alongside people on an organizational chart. This is the announcement of a policy that places organizational design as a superordinate concept for the company's products, and is a move at the product/proposal stage. - KnowBe4 (a security awareness training company) emphasized a system that protects and manages the "entire workforce," including both people and AI agents, and communicated its business momentum in 2026. - BizReach has started providing a new function in its recruitment management system "HRMOS Recruitment" that uses AI to suggest job openings suitable for candidates with reasons. This is not the proposal stage, but the actual provision of functionality. - There is no relevant information regarding headings that refer to AI/personnel plans in financial results.

How the company organization should be

isolved has announced a framework that treats AI agents as "existences on par with humans" on an organization chart. While conventional organizational charts only target people, this design places people and AI agents under the same personnel management and visualization targets. Since this is a product announcement, there is no information in this heading that shows actual cases of adoption in general corporate organizations.

Changes in employee roles

The LIGA.net article argues that programmer jobs are not going away, that AI is changing the very nature of IT work, and that we are in a transition period from hype to reality. The tone of the argument is not the disappearance of job types, but the change in job content, and can be interpreted as a context in which roles are shifting from execution work to the use and coordination of AI.

Required competencies

No applicable information.

Employee education/human resources development

Denho explained the possibility of using AI in recruiting and training local human resources (local human resources) in an era of population decline. This is a training perspective that uses AI to compensate for recruitment difficulties in the face of a declining birthrate and population, and is at the stage of explaining and proposing measures.

Organizational construction

Harvard Business Review explains how to manage AI adoption across your organization. The content deals with the progress management of implementation as an organizational design issue, and is not an actual measurement report that shows specific design examples of authority and approval.

Division of roles between AI agents and employees

KnowBe4 has announced a policy to expand the scope of its security measures to include both "humans" and "AI agents." It is a framework that includes AI agents as targets for management, auditing, and protection, and indicates a direction for organizations that are increasingly delegating tasks to AI agents to unify measures for humans and AI. There is no relevant information for headings indicating specific cases of accidents and audits.

Production management using humanoids

No applicable information.

ROI concept

No applicable information.

Balance of investment in human resources and humanoids

No applicable information. isolved's ``Workforce Capital Management'' is a concept in which humans and AI agents are subject to the same capital management, suggesting a direction in which the allocation of people and machines will be treated as a single framework, but there is no heading indicating a specific investment allocation policy.

Labor Administration/Worker Protection (Regulatory Authority Perspective)

- In Japan, NHK reported that the government plans to accelerate the use of AI in workplaces with a labor shortage, and also mentioned reviewing regulations and systems. The government is moving towards supporting the introduction of AI by companies from a system perspective. - In the United States, the Center for American Progress has proposed policy that sectoral collective bargaining (a negotiation method in which labor and management decide on working conditions on an industry/occupation basis) is the key to protecting workers during the transition to AI. This is at the recommendation stage, not mandatory. - In the music industry, the musicians' union has intensified its conflict over compensation issues regarding AI with Universal, Sony, and Warner, ahead of contract negotiations. This is an actual labor-management dispute, and an example of a dispute over the relationship between AI use and remuneration at the collective agreement level.

Movements in each country

- In the United States, a think tank has proposed sector-specific negotiations and a labor-management conflict over AI compensation in the music industry has moved on. - In Japan, discussions were underway regarding the government's acceleration of AI utilization and system review, BizReach's launch of AI recruitment functions, and the recruitment and development of regional human resources amid population decline. - No applicable information for China, India, Israel, Australia, South Korea, and Europe.

Remarks from VIPs

There are no headlines at this time that include statements from the key figures being tracked (Jensen Huang, Elon Musk, Satya Nadella, Dario Amodei, Sam Altman, Aneesh Raman), and no relevant information is available.

Integrated analysis: How is it effective for management decisions

The headlines for this period are connected in that there was a simultaneous movement of co-optation on the part of organizations and defense on the part of labor. Examples of ways to incorporate this on the organizational side include isolved's placement of AI agents in organizational charts, KnowBe4's AI agent management, and HBR's implementation management method. Labor's defenses include proposals for CAP's negotiation method, music unions' compensation battles, and the Japanese government's review of the system.

There are four decisions that management should make next. 1. The issue in organizational design is whether to include AI agents in personnel management and organizational charts, and if so, how to define units of evaluation and authority. The isolved framework and KnowBe4's management target are both aimed at putting AI agents on the same ledger as human management, and companies that introduce them need to design these two together. 2. The issues in the design of supervision and approval are the scope of work to be delegated to AI agents and who will be responsible for verifying and approving the results. HBR's explanation treats the progress management of implementation as an organizational issue, and serves as the basis for deciding on a policy to manage implementation at the organizational level rather than leaving it up to the workplace. 3. Regarding proactive responses to labor-management risks, the compensation battle in the music industry is an example of the relationship between AI use and compensation materializing as an issue in contract negotiations. Businesses dealing with creative jobs and content are required to make judgments to determine the scope of AI use and compensation policy before a similar conflict extends to their own companies. Based on the CAP's recommendations, external conditions for wage and recruitment systems could change if industry-level negotiations expand. 4. Regarding investment allocation, the Japanese government's support for the use of AI as a countermeasure against labor shortages and Denho's theory of regional human resources suggest a framework for planning the introduction of AI and human resource development as an integral component, rather than as substitutes, under conditions where recruitment is difficult. It is necessary to make a decision to allocate investments in people (hiring and training) and investments in AI (introducing functions and products) as part of the same plan.

Future points of interest

Regarding the future of contract negotiations in the music industry, there are concerns that if remuneration clauses for the use of AI are enacted, this will spill over into labor-management agreements in other content and creative industries. 2. The specific content of the Japanese government's review of regulations and systems will have a direct impact on the cost of introducing AI and employment operations at Japanese companies, once the scope of system changes that support accelerated AI utilization is determined. 3. The generalization of the placement of AI agents in organizational charts depends on whether the management framework that integrates people and AI agents as shown by isolved and KnowBe4 will be adopted in actual corporate personnel systems and audits.