Company Introduction

JAIC Co., Ltd., based in Jimbocho, Chiyoda-ku, Tokyo, is a company specializing in a hybrid approach of education and recruitment, offering both recruitment and training services. Established in 1991, the company excels at high-quality matching through pre-employment training for job seekers, going beyond simple recruitment to provide integrated support for education and hiring. Its mission is to "unleash potential," and to achieve this, it constantly strives to utilize new technologies and strengthen its training system. With a long track record in human resource development, the company has recently focused on developing AI-powered services, actively expanding its offerings with services such as "Job Hunting AI."

Issues before introducing generative AI

The concern I'd always felt was that employees were spending too much time on "miscellaneous tasks." For example, sales staff were entering records after business meetings, and career advisors were preparing interview content for job seekers. Time that should have been spent on "person-to-person" interactions was being taken away by simple tasks and routine administrative work. Furthermore, although there was a sense of urgency within the company that "it would be bad if we didn't use AI," actual use was limited to things like composing emails and some brainstorming tasks, and we lacked a decisive solution to boost productivity across the entire organization.

Effects after generative AI introduction training

The introduction of Digirise's training program has significantly advanced the use of AI from individual trial and error to organizational results. Specifically, it has been applied to tasks that were previously done manually, such as proofreading resumes, checking for typos and grammatical errors, and standardizing file formats using the file upload function. As a result, training participants were able to reduce their workload by an average of four hours per week. This significant time reduction is beginning to create an environment where employees can focus on "tasks that only humans can do," such as interacting with job seekers and planning new businesses.

Furthermore, a significant shift in organizational mindset was observed. Employees who were initially skeptical of AI came to understand its effectiveness through training, transforming into "internal influencers" who proactively held study sessions and shared knowledge with those around them. This increased understanding among employees who had never used AI before or who were resistant to it raised the overall level of AI utilization within the company, and a culture of sharing Gemini's gem functions became established. A system was put in place where generative AI routinely supported daily operations, from brainstorming ideas to streamlining administrative tasks.

Future outlook

We are moving from the current stage of "starting with what individuals can easily do" to a more organizational and structural utilization phase. Specifically, we will thoroughly share prompts across departments and eliminate "knowledge fragmentation" to eliminate duplication of effort throughout the organization and optimize processes. We also plan to formulate clear policies and indicators for all employees to use AI as a matter of course, and to instill AI utilization as part of the organization's DNA. We will accelerate the refinement of our own service, "Job Hunting AI," and the development of prototypes for new AI services. By accumulating experience as "those who master" AI, we envision establishing an even greater competitive advantage in the recruitment industry.