The human-centred organization - Rationale and general principles
1 Scope
This document is intended for executive board members and policy makers of all types of organizations (whether large or small) in the private, public and non-profit sectors.
It describes the values and beliefs that make an organization human-centred, the significant business benefits that can be achieved, and explains the risks for the organization of not being human-centred. It provides recommendations for the policies that executive board members need to implement to achieve this. It sets out high-level human-centred principles for executive board members to endorse in order to optimize performance, minimize risks to organizations and individuals, maximize well-being in their
organization, and enhance their relationships with the customers. The importance of organizational policy to address human-centredness is emphasized.
This document is not a management system standard. It is not intended or appropriate for certification purposes or regulatory or contractual use. It is not intended to prevent the development of national standards that are more specific or demanding.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
consumer
individual member of the general public purchasing or using property, products, or services for personal use
3.2
customer
organization or individual purchasing property, products, or services for commercial, private, or public purposes
3.3
accessibility
extent to which products, systems, services, environments (2.5), and facilities can be used by people from a population with the widest range of characteristics and capabilities to achieve a specified goal in a specified context of use
Note: Context of use includes direct use or use supported by assistive technologies.
[SOURCE: GB/T 18978.11-2023, 3.2.2, modified]
3.4
ergonomics
human factors
scientific discipline concerned with the understanding of interactions among human and other elements of a system, and the profession that applies theory, principles, data, and methods to design in order to optimize human well-being and overall system performance
Note 1: This definition is consistent with that given by the International Ergonomics Association.
Note 2: The terms ergonomics and human factors are used synonymously throughout this International Standard.
[SOURCE: ISO 26800:2011, 2.2, modified]
3.5
environment
physical, chemical, biological, organizational, social, and cultural factors surrounding one or more persons
[SOURCE: ISO 26800:2011, 2.3]
3.6
human-centred design
approach to system design and development that aims to make systems more usable by focussing on the use of the system; applying ergonomics (2.4), human factors, and usability knowledge and techniques
[SOURCE: ISO 9241-210:2019, 3.7, modified]
3.7
stakeholder
person or organization that can affect, be affected by, or perceive themselves to be affected by a decision or activity
[SOURCE: GB/T 24353-2022, 3.3, modified]
3.8
usability
extent to which a system, product, or service can be used by specified users to achieve specified goals with effectiveness (3.9), efficiency (3.10), and satisfaction (3.11) in a specified context of use
[SOURCE: GB/T 18978.11-2023, 3.1.1, modified]
3.9
effectiveness
accuracy and completeness with which users (3.12) achieve specified goals
[SOURCE: GB/T 18978.11-2023, 3.1.12]
3.10
efficiency
resources expended in relation to the accuracy and completeness with which users achieve goals
[SOURCE: GB/T 18978.11-2023, 3.1.13]
3.11
satisfaction
freedom from discomfort and positive attitudes towards the use of the product
[SOURCE: GB/T 18978.11-2023, 3.1.14]
3.12
user
person who interacts with a system, product, or service
Note: The person who uses a service provided by a system, such as a customer (2.2) in a shop or passenger on a train, can be considered a user.
[SOURCE: GB/T 18978.11-2023, 3.1.17]
4 Understanding what being human-centred means for the organization
4.1 The benefits of being human-centred
Organizations are subject to many different commercial, management, and regulatory frameworks and being human-centred offers several business benefits. These include the following:
——improved operational effectiveness and efficiency and increased likelihood of achieving business objectives in a timely manner;
——products and services that are easier to understand and to learn how to use, thus, increasing uptake and reducing support costs;
——increased accessibility for staff and customers;
——reduced risk of poor product design and the associated financial consequences;
——greater responsiveness to customers and to the market;
——enhanced health and safety as well as environmental protection;
which can lead to the following:
——enhanced customer confidence and trust with increased customer loyalty;
——increased owner, shareholder, and member confidence and trust and enhanced reputation;
——greater staff confidence and trust which help to improve motivation and loyalty, as well as reduce staff turnover.
These, in turn, lead to better organizational performance which may include organization financial performance, customer experience, and service to the community.
4.2 The responsibility of organizations to be human-centred
There is growing international recognition that corporate (and indeed national) success ought to be measured in terms which go beyond profit and productivity. Organizations are being assessed not just on their return on their owner’s investment, but also on much broader issues such as how well they fulfil their responsibility to the society and the impact they have on the environment in both the short and long term. One area that has recently received particular attention from the world’s seven biggest economies (G7) is human well-being as an economic measure in addition to traditional measures of national output.
In 1964, the International Labour Organization (ILO) declared the fundamental objective that “all human beings, irrespective of race, creed or sex, have the right to pursue both their material well-being and their spiritual development in conditions of freedom and dignity, of economic security and equal opportunity”, and that “everyone has the right to work, to free choice of employment, to just and favourable conditions of work and to protection against unemployment”.
Although these obligations are aimed at nations requiring them to enact legislation to protect such rights and freedoms, the rise of international organizations spanning the globe places these obligations on business, as well as governments.
Standard
GB/T 43591-2023 The human-centred organization—Rationale and general principles (English Version)
Standard No.
GB/T 43591-2023
Status
valid
Language
English
File Format
PDF
Word Count
12500 words
Price(USD)
375.0
Implemented on
2024-7-1
Delivery
via email in 1~3 business day
Detail of GB/T 43591-2023
Standard No.
GB/T 43591-2023
English Name
The human-centred organization—Rationale and general principles
The human-centred organization - Rationale and general principles
1 Scope
This document is intended for executive board members and policy makers of all types of organizations (whether large or small) in the private, public and non-profit sectors.
It describes the values and beliefs that make an organization human-centred, the significant business benefits that can be achieved, and explains the risks for the organization of not being human-centred. It provides recommendations for the policies that executive board members need to implement to achieve this. It sets out high-level human-centred principles for executive board members to endorse in order to optimize performance, minimize risks to organizations and individuals, maximize well-being in their
organization, and enhance their relationships with the customers. The importance of organizational policy to address human-centredness is emphasized.
This document is not a management system standard. It is not intended or appropriate for certification purposes or regulatory or contractual use. It is not intended to prevent the development of national standards that are more specific or demanding.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
consumer
individual member of the general public purchasing or using property, products, or services for personal use
3.2
customer
organization or individual purchasing property, products, or services for commercial, private, or public purposes
3.3
accessibility
extent to which products, systems, services, environments (2.5), and facilities can be used by people from a population with the widest range of characteristics and capabilities to achieve a specified goal in a specified context of use
Note: Context of use includes direct use or use supported by assistive technologies.
[SOURCE: GB/T 18978.11-2023, 3.2.2, modified]
3.4
ergonomics
human factors
scientific discipline concerned with the understanding of interactions among human and other elements of a system, and the profession that applies theory, principles, data, and methods to design in order to optimize human well-being and overall system performance
Note 1: This definition is consistent with that given by the International Ergonomics Association.
Note 2: The terms ergonomics and human factors are used synonymously throughout this International Standard.
[SOURCE: ISO 26800:2011, 2.2, modified]
3.5
environment
physical, chemical, biological, organizational, social, and cultural factors surrounding one or more persons
[SOURCE: ISO 26800:2011, 2.3]
3.6
human-centred design
approach to system design and development that aims to make systems more usable by focussing on the use of the system; applying ergonomics (2.4), human factors, and usability knowledge and techniques
[SOURCE: ISO 9241-210:2019, 3.7, modified]
3.7
stakeholder
person or organization that can affect, be affected by, or perceive themselves to be affected by a decision or activity
[SOURCE: GB/T 24353-2022, 3.3, modified]
3.8
usability
extent to which a system, product, or service can be used by specified users to achieve specified goals with effectiveness (3.9), efficiency (3.10), and satisfaction (3.11) in a specified context of use
[SOURCE: GB/T 18978.11-2023, 3.1.1, modified]
3.9
effectiveness
accuracy and completeness with which users (3.12) achieve specified goals
[SOURCE: GB/T 18978.11-2023, 3.1.12]
3.10
efficiency
resources expended in relation to the accuracy and completeness with which users achieve goals
[SOURCE: GB/T 18978.11-2023, 3.1.13]
3.11
satisfaction
freedom from discomfort and positive attitudes towards the use of the product
[SOURCE: GB/T 18978.11-2023, 3.1.14]
3.12
user
person who interacts with a system, product, or service
Note: The person who uses a service provided by a system, such as a customer (2.2) in a shop or passenger on a train, can be considered a user.
[SOURCE: GB/T 18978.11-2023, 3.1.17]
4 Understanding what being human-centred means for the organization
4.1 The benefits of being human-centred
Organizations are subject to many different commercial, management, and regulatory frameworks and being human-centred offers several business benefits. These include the following:
——improved operational effectiveness and efficiency and increased likelihood of achieving business objectives in a timely manner;
——products and services that are easier to understand and to learn how to use, thus, increasing uptake and reducing support costs;
——increased accessibility for staff and customers;
——reduced risk of poor product design and the associated financial consequences;
——greater responsiveness to customers and to the market;
——enhanced health and safety as well as environmental protection;
which can lead to the following:
——enhanced customer confidence and trust with increased customer loyalty;
——increased owner, shareholder, and member confidence and trust and enhanced reputation;
——greater staff confidence and trust which help to improve motivation and loyalty, as well as reduce staff turnover.
These, in turn, lead to better organizational performance which may include organization financial performance, customer experience, and service to the community.
4.2 The responsibility of organizations to be human-centred
There is growing international recognition that corporate (and indeed national) success ought to be measured in terms which go beyond profit and productivity. Organizations are being assessed not just on their return on their owner’s investment, but also on much broader issues such as how well they fulfil their responsibility to the society and the impact they have on the environment in both the short and long term. One area that has recently received particular attention from the world’s seven biggest economies (G7) is human well-being as an economic measure in addition to traditional measures of national output.
In 1964, the International Labour Organization (ILO) declared the fundamental objective that “all human beings, irrespective of race, creed or sex, have the right to pursue both their material well-being and their spiritual development in conditions of freedom and dignity, of economic security and equal opportunity”, and that “everyone has the right to work, to free choice of employment, to just and favourable conditions of work and to protection against unemployment”.
Although these obligations are aimed at nations requiring them to enact legislation to protect such rights and freedoms, the rise of international organizations spanning the globe places these obligations on business, as well as governments.
