ISO 27501:2019
(Main)The human-centred organization — Guidance for managers
The human-centred organization — Guidance for managers
This document is intended to be used within organizations that embrace and intend to implement the principles of human centredness outlined in ISO 27500. This document is intended to provide requirements and recommendations on the human factors and ergonomics approach to achieving a successful and sustainable human-centred organization. It outlines managers' responsibilities ranging from organizational strategy to development of procedures and processes enabling human centredness, and the implementation of those procedures and processes. This document provides requirements and recommendations for managers and the actions to be taken in order for an organization to achieve human centredness. This document can be used: a) by managers to understand and improve human-centred aspects of their activities; b) by managers to identify how their staff can improve human-centred aspects of their activities; c) to provide a basis for training managers how to be human-centred; d) to provide a basis for organizations to evaluate the performance of managers. It is not a management systems standard. Nor is it intended to prevent the development of standards that are more specific or more demanding.
Organisme centré sur l'humain — Lignes directrices pour les dirigeants
Le présent document est destiné à être utilisé au sein des organismes qui adoptent et qui ont l'intention d'appliquer les principes de l'approche centrée sur l'humain décrits dans l'ISO 27500. Le présent document a pour objectif de fournir des exigences et recommandations visant à créer efficacement et durablement un organisme centré sur l'humain sur la base d'une approche orientée sur les facteurs humains et sur l'ergonomie. Il décrit les responsabilités des dirigeants, celles-ci couvrant aussi bien la stratégie organisationnelle que l'élaboration et la mise en œuvre de procédures et processus centrés sur l'humain. Le présent document établit des exigences et des recommandations à l'attention des dirigeants concernant les mesures qu'ils doivent prendre afin de permettre à un organisme d'adopter une approche centrée sur l'humain. Le présent document peut être utilisé: a) par les dirigeants, pour comprendre et améliorer les aspects de leurs activités centrés sur l'humain; b) par les dirigeants, pour identifier la manière dont leur personnel peut améliorer les aspects de leurs activités centrés sur l'humain; c) pour fournir aux dirigeants une base de formation à l'approche centrée sur l'humain; d) pour fournir aux organismes une base d'évaluation des performances de leurs dirigeants. Il ne s'agit pas d'une norme traitant des systèmes de management. De même, le présent document ne vise pas à empêcher l'élaboration de normes plus spécifiques ou plus contraignantes.
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Standards Content (Sample)
INTERNATIONAL ISO
STANDARD 27501
First edition
2019-02
The human-centred organization —
Guidance for managers
Organisme centré sur l'humain — Lignes directrices pour les
dirigeants
Reference number
©
ISO 2019
© ISO 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
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ii © ISO 2019 – All rights reserved
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 The human-centred organization and ergonomics . 4
4.1 The seven principles of a human-centred organization . 4
4.2 Ergonomics/human factors . 5
5 Stakeholders and management levels . 6
5.1 Stakeholders and value co-creation . 6
5.2 Change of perspective: Internal customers and external employees . 7
5.3 Management responsibilities . 7
6 Strategic planning and human-centred activities . 8
7 Management responsibilities in a human-centred organization .10
7.1 General .10
7.2 Organizational policies .11
7.3 Organizational activities .11
7.3.1 General.11
7.3.2 Integration .11
7.3.3 Planning .12
7.3.4 Operations management .12
7.4 Consideration of Individual differences, usability, and accessibility .13
7.4.1 General.13
7.5 Communication .13
7.5.1 General.13
7.5.2 Open and transparent communications .13
7.5.3 Effective communications .14
8 Conformance .14
Annex A (informative) .15
Annex B (informative) .19
Bibliography .27
Foreword
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bodies (ISO member bodies). The work of preparing International Standards is normally carried out
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electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www .iso .org/patents).
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.org/iso/foreword .html.
This document was prepared by Technical Committee ISO/TC 159, Ergonomics, Subcommittee SC 1,
General ergonomics principles.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/members .html.
iv © ISO 2019 – All rights reserved
Introduction
This document is based on ISO 27500, which explains to executive board members the principles that
enshrine the values and beliefs that make an organization human-centred. The term human-centred
is used to reflect that organizations not only have an impact on their customers (the users of their
products and services), but also on other stakeholders, including their employees, their families, and
the wider community. ISO 27500 explains seven principles of human centredness, which are:
— capitalize on individual differences as an organizational strength;
— make usability and accessibility strategic business objectives;
— adopt a total system approach;
— ensure health, safety and wellbeing are business priorities;
— value personnel and create meaningful work;
— be open and trustworthy; and
— act in socially responsible ways.
Although it is recognized that organizations establish their governance systems based on a set of
principles which they develop (as described in ISO 30408), the principles described here are considered
to be essential to be included by organizations that wish to make the claim of being human-centred.
Human factors and ergonomics provide an effective and valuable approach for managers to utilize in
their day-to-day work to support the achievement of a human-centred organization.
The requirements and recommendations of this document are intended to be applicable to various types
of organizations in the private, public and non-profit sectors, whether large or small. Organizations
vary in their assignment of management responsibilities. Some larger organizations can assign the
responsibilities set out in this document to multiple managers, while some smaller organizations can
have these assigned to a few managers or even one manager. While not all clauses of this document are
of equal use to all types of organizations, all the core subjects are relevant to every organization. It is
the individual organization’s responsibility to identify which clauses are relevant and significant for the
organization to address, through its own considerations and through dialogue with stakeholders.
INTERNATIONAL STANDARD ISO 27501:2019(E)
The human-centred organization — Guidance for
managers
1 Scope
This document is intended to be used within organizations that embrace and intend to implement the
principles of human centredness outlined in ISO 27500.
This document is intended to provide requirements and recommendations on the human factors and
ergonomics approach to achieving a successful and sustainable human-centred organization. It outlines
managers’ responsibilities ranging from organizational strategy to development of procedures and
processes enabling human centredness, and the implementation of those procedures and processes.
This document provides requirements and recommendations for managers and the actions to be taken
in order for an organization to achieve human centredness.
This document can be used:
a) by managers to understand and improve human-centred aspects of their activities;
b) by managers to identify how their staff can improve human-centred aspects of their activities;
c) to provide a basis for training managers how to be human-centred;
d) to provide a basis for organizations to evaluate the performance of managers.
It is not a management systems standard. Nor is it intended to prevent the development of standards
that are more specific or more 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.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/
3.1
ergonomics
human factors
scientific discipline concerned with the understanding of interactions among human and other elements
of a system (3.5), 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 to entry: This definition is consistent with that given by the International Ergonomics Association.
[SOURCE: ISO 26800:2011, 2.2]
3.2
organization
person or group of people that has its own functions with responsibilities, authorities and relationships
to achieve its objectives
Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation,
firm, enterprise, authority, partnership, association, charity or institution or part or combination thereof,
whether incorporated or not, public or private.
[SOURCE: ISO 9000:2015, 3.2.1, modified — Note 2 to entry has been deleted.]
3.3
usability
extent to which a system (3.5), product or service (3.6), can be used by specified users (3.13) to achieve
specified goals with effectiveness (3.7), efficiency (3.8) and satisfaction in a specified context of use
[SOURCE: ISO 9241-210:2010, 2.13, modified —Note 1 to entry has been removed.]
3.4
accessibility
extent to which products, systems (3.5), services (3.6), environments and facilities can be used by people
from a population with the widest range of user (3.13) needs, characteristics and capabilities to achieve
identified goals in identified contexts of use
Note 1 to entry: “Context of use” includes direct use or use supported by assistive technologies.
[SOURCE: ISO 9241-125:2017]
3.5
system
combination of interacting elements organized to achieve one or more stated purposes
[SOURCE: ISO 26800:2011, 2.7, modified — The Notes to entry have been removed.]
3.6
service
means of delivering value for the stakeholder (3.9) by facilitating results which the stakeholder wants
to achieve
Note 1 to entry: Services can include both human-system interactions (e.g. accessing a word processor through
the web) and human-human interactions (e.g. a citizen interacting with a clerk at the post office counter).
Note 2 to entry: The results of the service can be intangible and tangible in nature.
Note 3 to entry: Delivered value consists of fundamental value, knowledge value and emotional value.
[SOURCE: ISO/IEC 20000-1:2018, 3.2.15, modified — In the definition, the terms "stakeholder" and
"results" have been substituted for "customer" and "outcomes". Notes 1 to 2 to entry have been changed
and Note 3 to entry has been added.]
3.7
effectiveness
accuracy and completeness with which users (3.13) achieve specified goals
[SOURCE: ISO 9241-11:2018, 3.1.12]
3.8
efficiency
resources used in relation to the results achieved
[SOURCE: ISO 9241-11:2018, 3.1.13, modified —Note 1 to entry has been removed.]
2 © ISO 2019 – All rights reserved
3.9
stakeholder
person or organization (3.2) that can affect, be affected by, or perceive themselves to be affected by a
decision or activity
Note 1 to entry: Includes, but not limited to environmental organizations, investors, communities, regulators,
employees, specific employee groups and customers.
[SOURCE: ISO 31000:2018, 3.3, modified —Note 1 to entry has been changed.]
3.10
workspace
volume allocated to one or more persons in the work system (3.5) to complete the work tasks (3.12)
[SOURCE: ISO 6385:2016, 2.9]
3.11
environment
physical, chemical, biological, organizational, social and cultural factors surrounding one or more persons
[SOURCE: ISO 26800:2011, 2.3]
3.12
task
set of activities undertaken in order to achieve a specific goal
Note 1 to entry: These activities can be physical, perceptual and/or cognitive.
Note 2 to entry: While goals are independent of the means used to achieve them, tasks describe particular means
of achieving goals.
[SOURCE: ISO 9241-11:2018, 3.1.11]
3.13
user
person who interacts with a system (3.5), product or service (3.6)
[SOURCE: ISO 26800:2011, 2.10, modified — Notes 1 to 3 to entry have been removed.]
3.14
customer
organization (3.2) or individual purchasing property, products, or services (3.6), for commercial, private,
or personal use
Note 1 to entry: A customer does not necessarily have a financial relationship with the organization.
[SOURCE: ISO 27500:2016, 2.2, modified — In the definition, the phrase "public purposes" has been
changed to "personal use" and Note 1 to entry has been added.]
3.15
fundamental value
value expected by stakeholders (3.9)
3.16
knowledge value
value stemming from knowledge of stakeholders (3.9), through their interactions
3.17
emotional value
value stemming from emotion of stakeholders (3.9) through their interactions
Note 1 to entry: Emotional value can be short term from a single or short, successful interaction, or it can be long
term (trust and comfort).
3.18
workstation
combination and spatial arrangement of work equipment, surrounded by the work environment (3.11)
under the conditions imposed by the work tasks (3.12)
[SOURCE: ISO 6385:2016, 2.18]
3.19
job
organization and sequence in time and space of an individual’s work tasks (3.12) or the combination of
all human performance by one worker within a work system (3.5)
[SOURCE: ISO 6385:2016, 2.16]
3.20
human-centred design
approach to systems (3.5) design and development that aims to make systems more usable by focusing
on the use of the system and applying ergonomics (3.1), human factors (3.1) and usability (3.3) knowledge
and techniques
[SOURCE: ISO 9241-210:2010, 2.7, modified — In the definition, the phrases "interactive system" and
"human factors/ergonomics" have been replaced by "system" and "ergonomics, human factors". Notes 1
and 2 to entry have been removed.]
4 The human-centred organization and ergonomics
4.1 The seven principles of a human-centred organization
The seven principles that characterize a human-centred organization, are outlined in ISO 27500 as
follows.
1) Capitalize on individual differences as an organizational strength
The organization recognises individual differences as a strength and takes this into account in all areas
of its business. The organization accommodates the nature and extent of individual differences, and
creates teams of individuals who have complimentary skills.
2) Make usability and accessibility strategic business objectives
The human-centred organization uses International Standards and best practices to ensure that
products, systems and services are accessible and usable (effective, efficient and satisfying to use) both
by personnel and by other stakeholders.
3) Adopt a total system approach
The organization recognizes that people are part of a comprehensive system, which can include many
elements such as equipment, workspace, and the physical, social and organizational environment in
which people work and live. These elements interact and are interdependent, and the organization
understands this and acts accordingly.
4) Ensure that health, safety and wellbeing are business priorities
The organization takes the necessary steps to protect individuals (both inside and outside the
organization) from hazards to their health, safety and wellbeing, and aims to exceed the minimum
requirements required by legislation.
5) Value personnel and create meaningful work
The organization values and acknowledges the contribution that personnel make. It strives to create
meaningful tasks for all potential users of the system. The intent for this principle is not to develop
4 © ISO 2019 – All rights reserved
a workplace within which a worker simply “survives” (passive vision), but to create an environment
within which to live and thrive as a meaningful part of the organization’s objectives and work.
6) Be open and trustworthy
The organization benefits from being open and trustworthy through enhanced customer relations
(internal and external), user confidence, and increased loyalty, as well as an enhanced reputation.
7) Act in socially responsible ways
The organization is socially responsible. It behaves ethically and instils pride and confidence in its
personnel, customers, and the local community. It does this by following the recommendations in
ISO 26000.
4.2 Ergonomics/human factors
Ergonomics (or human factors), by definition, is human-centred. As detailed in ISO 26800, ergonomics
addresses the interactions between humans and the other components of a system, such as, machines,
products, services, environments and tools. All of these are integrally important in order to achieve a
human-centred organization. Although the terms human factors and ergonomics are synonymous, the
remainder of this document uses “ergonomics” for expediency.
The ergonomics approach helps to support and maintain a human-centred organization in its regular
maintenance and operation of systems and whenever systems are being designed, redesigned and
improved.
The ergonomics approach and its associated methodologies can be applied to any system, whether
that system is one that is internal to the organization (such as the organization’s intranet), or one that
includes external stakeholders (such as the design of a product which the organization intends to sell).
An ergonomics approach can also be applied to the organization as a whole (i.e. the organization itself
can be considered as a “system.”) In addition to ergonomics, there are also other types of considerations
which organizations address as a part of being human-centred (see other standards listed in Annex B
for examples).
Figure 1 represents the relationship between this document and ISO 27500. It shows how the
responsibilities in question in each of the two International Standards differ, based on the target
audience for each standard (i.e. either executive board members and policy makers or other levels
of management). It also includes some key references on which this document is based. ISO 27500
contributes to the organization’s strategic planning for ergonomics (shown on the left-hand side of the
figure) and other activities of the organization (shown on the right).
Figure 1 — Relationship between ISO 27500 and ISO 27501
5 Stakeholders and management levels
5.1 Stakeholders and value co-creation
Stakeholders can affect the organization, and the organization can affect stakeholders. Human-centred
organizations and their stakeholders co-create values through their relationships and interactions.
Stakeholder groups in the framework include management, employees and/or their representatives,
customers and society. Managers and employees and/or their representatives are examples of internal
stakeholders to the organization and customers are examples of external stakeholders. There are
societal stakeholders in terms of cultural norms and expectations (e.g., regulatory bodies, communities
of operation, environmental organizations, investors).
[25][27][29][30]
Value is “co-created” among stakeholders, and the benefits are realized by all parties . Co-
creation values are categorized into:
— fundamental value;
— knowledge value; and
[28]
— emotional value .
Fundamental value refers to the value that is expected by stakeholders. Knowledge value comes from
knowledge of stakeholders such as business relations, their preferences and visions, and knowledge
of products and services such as their contents and usages. Such knowledge becomes a cumulative
resource to promote co-creation. Emotional value comes from short-term emotion such as pleasure and
joy through interactions, and long-term emotions such as trust and comfort. It is also a resource to
promote co-creation. Co-creation values are considered and nurtured by management when decisions
around work and organization are made, so that successful stakeholder relationships can be supported,
thereby supporting the human-centred organization.
Management directives should reflect a balanced attention to stakeholder groups in order to promote
the sustainable growth of the organization. Executive board members and policy makers are tasked
6 © ISO 2019 – All rights reserved
with the responsibility of leading the organization and committing to provide the resources needed to
achieve their goals. Regarding the human-centred organization, this responsibility is outlined in more
detail in ISO 27500.
5.2 Change of perspective: Internal customers and external employees
A useful concept for human-centred organizations is that employees be considered as internal customers,
and that customers be considered as external employees [#21–24]. In the human-centred organization,
all employees and managers should treat each other as if they were prized customers, because excellent
internal customer service helps organizations yield a positive interaction, improve interdepartmental
communication and cooperation, harmonize processes and procedures and boost employee morale
and satisfaction. Hence, it promotes safety and health in the organization, and contributes to long-term
wellbeing. This also reduces costs, increases productivity and produces better output.
Similarly, customers are not just purchasers or users of products and services rather they provide
resources to the organization. These customers can be regarded as external employees who participate
in the development and delivery of products and services. In doing so, they add resources to the value
creation process as external employees and increase the value of the organization. Figure 2 shows the
framework of stakeholders.
Figure 2 — Framework of stakeholders
5.3 Management responsibilities
Where the achievement of a human-centred organization is concerned, the following distinctions can
be made between the typically assigned responsibilities for senior, middle and line managers:
a) The responsibility of senior to middle managers is to co-create value by:
— understanding strategic perspectives of the human-centred approach;
— planning use of iterative human-centred activities;
— managing human-centred activities.
b) The responsibility of line managers is to co-create value by:
— understanding who is intended to carry out the activities and the context in which those
activities will be carried out;
— specifying stakeholder needs and requirements;
— producing, implementing, maintaining, and retiring solutions;
— assessing and evaluating.
Depending on their sizes, organizations vary in the number of people employed at different levels of
management. As a result, there can be one manager only, a small number of managers, or a large number
of people at various levels of management positions (e.g., senior, middle, or line managers). Therefore,
the requirements in this document do not distinguish between management levels and they can fit the
many varieties of organizational structures.
6 Strategic planning and human-centred activities
In an organization, the sphere of responsibility across which the seven human-centred principles
are to be applied increases with the level of the manager. Therefore, it is very important that middle
and, especially senior level managers, acting on behalf of the organization, have a deep strategic
understanding of the human-centred approach that allows them to effectively plan the human-
centred initiatives over which they have high-level management and oversight responsibility. This
understanding allows these managers to make wise planning decisions about such things as the
prioritization, scheduling, and coordination of the initiatives, as well as the acquisition and/or allocation
of resources to them.
The results of strategic planning are communicated to line managers and set the context for the four
human-centred ergonomics-related activities that will be iteratively conducted by these line managers
whose responsibility it is to execute the initiatives.
Organizations shall ensure that managers can practice each of the four iterative human-centred,
ergonomics-related activities described below by providing the necessary resources (e.g. time, money,
expertise, customers, consultants).
The four activities are:
a) Understand the context
— Understand the context in which each stakeholder group interacts with the organization, and
therefore how a new or changed system will affect that stakeholder group’s interests. This will
lead to more effective change and maintenance of strong relationships with stakeholders.
— Include the characteristics of the activities, as well as the directly affected stakeholders,
specific systems, and the organizational, technical, and physical environment, in the contextual
information being considered.
b) Analyse stakeholder needs and specify requirements
Having understood the context, identify and analyse the relevant needs of all stakeholder groups,
so that requirements can be developed for solutions or changes.
c) Create, implement, maintain and retire solutions
— Produce and implement solutions based on these requirements.
— Maintain solutions until they are retired as circumstances, needs, contexts and stakeholder
characteristics evolve and change.
d) Assess and evaluate
— Assess and evaluate situations or circumstances often and iteratively (i.e. not only at the
beginning of a process, but throughout and at the end of system cycles.) This enables the
organization to stay on target with intended goals, and to maintain quality. This is the central
human-centred activity.
8 © ISO 2019 – All rights reserved
— Identify the perspective(s) from which the assessment is to be conducted. The perspective may
include all or some of the following:
— organization-wide (cross-system, e.g. from customer service to sales flow);
— internal to one specific system (e.g. staff training functions);
— between organizations (e.g. sister operations, regulatory bodies, community organizations);
— across management systems within the organization (e.g. how a line manager will
experience a change which a middle manager is implementing).
— implement processes for evaluation of the information gathered from an assessment (formally
or informally) in order to make reasonable decisions.
These human-centred activities can be applied in relation to, for example:
— products,
— services,
— workplaces,
— workstations,
— inter-organizational communications,
— community relations,
— environmental commitments,
— legal compliance.
Strategic planning and the four human-centred activities that are used to co-create value are linked,
as shown in Figure 3. The activities can be repeated in cyclical fashion as needed, until the desired
outcomes are achieved. There is no required order in which to perform these activities; rather, the order
or the starting point, where applicable, is dictated by the circumstances which initiate the activities.
1)
Figure 3 — Relationships among the four human-centred activities in co-creating value
7 Management responsibilities in a human-centred organization
7.1 General
The remainder of this document focuses on providing requirements for managers, according to four
organizational practices:
1) organizational policies;
2) organizational activities;
3) individual considerations, usability and accessibility; and
4) communication.
It is implied and understood that the managers can only be held accountable for the requirements in
this clause if they fall within the managers’ scope of responsibility and if the organization has provided
the managers with the resources and mandates needed to meet the requirements. These requirements
have been designed to provide high-level direction towards achieving the seven human-centred
principles in the organization, in order to allow the flexibility in an organization to meet cultural,
organizational structure and local regulatory demands. These demands will affect how some of the
listed responsibilities can be carried out. In addition, it is acknowledged that all of these responsibilities
can be met in a variety of ways depending on cultural and other environmental characteristics.
The management requirements in this clause have been listed in Annex A again, according to the human-
centred organizational principle(s) to which they are primarily linked, as well as to the stakeholder
types affected and other related standards for further reference.
1) Diagram modified from ISO 9241-210:2010, Figure 1.
10 © ISO 2019 – All rights reserved
Managers should consider performing an organizational review of the responsibilities set out in this
clause to identify which responsibilities are already being addressed in their own organization. This
will help to identify the gaps, or areas that require strengthening, and to organize plans for how to
implement the relevant changes. (Annex B provides a checklist to assist with this gap analysis.)
7.2 Organizational policies
7.2.1 Organizations establish formal policies and procedures in order to ensure compliance with laws
and regulations and establish consistency of performance throughout the organization. The following
subclauses outline requirements for the actions needed within an organization in order to support
human centredness.
7.2.2 Managers should be open and transparent about decisions, within the constraints of laws,
regulations, and intellectual property and privacy considerations. Managers should document and
communicate clearly to internal and external stakeholders the processes followed during decision–making.
7.2.3 Managers shall identify and understand their responsibilities for the protection of the health,
safety and wellbeing of the people impacted by their activities.
7.2.4 Managers shall openly communicate with stakeholders about their requirements and the
organization’s responses to them, within the constraints of laws, regulations, and intellectual property
and privacy considerations.
7.3 Organizational activities
7.3.1 General
Organizations exist with the goals of developing and implementing or delivering products, services,
and systems. Some of these goals are internally focused, while others are externally focused and some
can be focused both internally and externally. The following subclauses describe the human-centred
requirements related to achieving these organizational goals as relevant to organizational integration
of a human-centred approach, planning and operations management.
7.3.2 Integration
7.3.2.1 Managers shall take account of individual differences and foster an organizational culture that
is based on respect for and consideration of individual differences.
7.3.2.2 Managers responsible for business, technical, and operational activities shall use a formal
resolution process to resolve potential or actual mismatches between these activities and human
characteristics and capabilities.
7.3.2.3 Managers responsible for human-centred initiatives shall document the initiatives and their
effects within the organization to provide a basis for future use.
7.3.2.4 When making decisions, managers shall take account of the needs and requirements of external
stakeholders together with other necessary criteria.
7.3.2.5 Managers establishing the technical specifications for the design or purchase of supplies,
equipment and facilities for internal use shall consider user characteristics and capabilities.
7.3.2.6 Managers responsible for risk assessments shall take into account risks of physical or economic
harm to individuals or organizations, including risks related to:
a) the physical work;
b) the cognitive demands;
c) the physical environment;
d) chemical and biological hazards;
e) economic consequences; and
f) wider environmental consequences (e.g., legal, economic, cultural, community).
NOTE A risk assessment can also identify opportunities for improvements in working conditions, jobs, and
outcomes related to any of the seven principles.
7.3.3 Planning
7.3.3.1 Managers planning an activity related to a product, service or system or undertaking a major
development effort shall ensure that all relevant groups of stakeholders both internally and externally
have been identified.
7.3.3.2 Managers responsible for developing systems shall ensure identification and consideration
of the interrelationships between each stakeholder group and other elements of the system (such as
equipment, workspace, and the physical, social, and organizational environment) in order to effectively
apply a total system approach.
7.3.3.3 Managers responsible for activities related to creation or implementation of new systems or
modification of existing systems shall establish protocols to identify requirements of all stakeholders.
7.3.3.4 Managers responsible for activities related to changes to systems, products, or services shall
identify stakeholders to ensure that such changes are evaluated and assessed from their point of view
and determine how they may be impacted by the change. Follow-up activities pursuant to an evaluation
or assessment shall also be evaluated and assessed.
7.3.3.5 Managers responsible for system changes shall assess the potential impact of these changes on
stakeholders and monitor the effects of the changes during continuous process improvement and change
management activities.
7.3.3.6 Managers responsible for the development and maintenance of systems shall ensure that
appropriate human-centred design methods are selected to address usability and accessibility.
NOTE There are many methods that can be used, including prototypes, mock-ups, and user feedback and
testing during development and whenever changes are made.
7.3.4 Operations management
7.3.4.1 Managers responsible for operations shall adapt procedures, tools and performance
expectations according to the characteristics and capabilities of those performing the tasks involved.
7.3.4.2 Managers responsible for operations shall provide professional development opportunities
for personnel through job enrichment and individual opportunities to increase knowledge and develop
expertise and skills.
12 © ISO 2019 – All rights reserved
7.3.4.3 Managers responsible for operations shall identify and take account of possible and expected
mismatches among business, technical, and operational activities, and human characteristics and
capabilities.
7.3.4.4 Managers responsible for human-centred system, product, and service related activities shall
ensure that they are documented and that the documents are made available for development and
continuous improvement efforts.
7.4 Consideration of Individual differences, usability, and accessibility
7.4.1 General
7.4.1.1 This subclause focuses on the need to consider individual differences within groups of
stakeholders in order to ensure that the needs and motivations of individual stakeholders are considered
with respect to the organization’s human-centred activities. Requirements in this subclause highlight the
need for flexibility, and the importance of considering usability and accessibility in light of the different
characteristics and capabilities.
7.4.1.2 Managers shall establish work schedules, procedures, and rules to allow and motivate
personnel to use flexible work approaches that consider individual, customer and co-worker needs
within the context of organizational objectives.
7.4.1.3 When assigning jobs and tasks, and setting work expectations, managers shall be flexible,
taking into account human resources and the range of human characteristics and capabilities of those to
whom jobs and tasks will be assigned.
7.4.1.4 When establishing tasks, jobs, processes, and performance objectives, managers shall identify
and address possible and expected mismatches between task requirements and human characteristics
and capabilities.
7.4.1.5 Managers shall ensure that organizational, team and individual goals can be achieved in a safe
and environmentally responsible manner.
7.5 Communication
7.5.1 General
Communication is a critical success factor for every organization. In order to achieve a human-centred
organization, it is important to include key communication aspects as a part of the organization’s
policy. To achieve human-centred communications, the communications need to be open, transparent
and effective.
7.5.2 Open and transparent communications
7.5.2.1 Managers shall foster open and respectful communication to achieve and maintain trust
throughout the organization.
7.5.2.2 To approach and resolve difficult issues, managers shall develop and maintain effective
mechanisms for engaging with personnel and their representatives as well as with external stakeholders.
7.5.2.3 Managers shall ensure that external stakeholders are informed of the mechanisms by which
they can communicate with the organization.
7.5.2.4 When resolving external and societal conflict, managers shall follow open and trustworthy
communication practices.
7.5.3 Effective communications
7.5.3.1 Managers shall ensure that all personnel are aware of, and have access to, all relevant policies,
procedures and work practices, at least when they need them.
7.5.3.2 Managers shall ensure that communications are respectful and that communication
mechanisms are both usable and accessible to all stakeholders for whom they are intended.
7.5.3.3 Managers responsible for the organization’s formal communication, both internal and external,
shall establish mechanisms for stakeholder feedback.
7.5.3.4 Managers shall provide opportunities for personnel to express their opinions and to share their
expertise.
8 Conformance
Conformance with this document is achieved by satisfying the requirements in Clauses 6 and 7. If an
organization claims to have met the requirements of this document, the means used to determine how
they have been implemented and met shall be specified to an assessor’s satisfaction.
14 © ISO 2019 – All rights reserved
Annex A
(informative)
A.1 Examples
There are a great many different types of human-centred activities that can demonstrate compliance
with each of the requirements in this document (Clause 7), depending on which human-centred
principle (ISO 27500) is being considered and which stakeholders are the target of the human-centred
activity. Below are six example activities
...
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The human-centred organization — Guidance for managers
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Organisme centré sur l'humain — Lignes directrices pour les dirigeants
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Document type: International Standard
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All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized
otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either
ISO at the address below or ISO’s member body in the country of the requester.
ISO copyright office
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Contents Page
Foreword . 4
Introduction . 5
1 Scope . 7
2 Normative references . 7
3 Terms and definitions . 7
4 The human-centred organization and ergonomics . 10
4.1 The seven principles of a human-centred organization . 10
4.2 Ergonomics/human factors . 11
5 Stakeholders and management levels . 13
5.1 Stakeholders and value co-creation . 13
5.2 Change of perspective: Internal customers and external employees . 13
5.3 Management responsibilities . 14
6 Strategic planning and human-centred activities . 15
7 Management responsibilities in a human-centred organization . 17
7.1 General . 17
7.2 Organizational policies . 18
7.3 Organizational activities . 18
7.3.1 General . 18
7.3.2 Integration . 18
7.3.3 Planning . 19
7.3.4 Operations management. . 19
7.4 Consideration of Individual differences, usability, and accessibility . 20
7.4.1 General . 20
7.5 Communication . 20
7.5.1 General . 20
7.5.2 Open and transparent communications . 20
7.5.3 Effective communications . 21
8 Conformance . 21
Annex A (informative) . 22
A.1 Examples . 22
A.2 How management requirements relate to human-centred principles and
stakeholders . 22
Annex B (informative) . 27
B.1 General . 27
B.2 How to use the checklist . 27
Bibliography . 34
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Foreword Formatted: English (U.K.)
ISO (the International Organization for Standardization) is a worldwide federation of national
standards bodies (ISO member bodies). The work of preparing International Standards is normally
carried out through ISO technical committees. Each member body interested in a subject for which a
technical committee has been established has the right to be represented on that committee.
International organizations, governmental and non‐governmental, in liaison with ISO, also take part in
the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all
matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT)
see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 159, Ergonomics, Subcommittee SC 1,
General ergonomics principles.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
iv © ISO 2019 – All rights reserved
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Introduction
This document is based on ISO 27500, which explains to executive board members the principles that Deleted: It
enshrine the values and beliefs that make an organization human‐centred. The term human-centred is
used to reflect that organizations not only have an impact on their customers (the users of their
products and services), but also on other stakeholders, including their employees, their families, and the
wider community. ISO 27500 explains seven principles of human centredness, which are:
— capitalize on individual differences as an organizational strength;
— make usability and accessibility strategic business objectives;
— adopt a total system approach;
— ensure health, safety and wellbeing are business priorities;
— value personnel and create meaningful work;
— be open and trustworthy; and
— act in socially responsible ways.
Although it is recognized that organizations establish their governance systems based on a set of
principles which they develop (as described in ISO 30408), the principles described here are considered
to be essential to be included by organizations that wish to make the claim of being human‐centred.
Human factors and ergonomics provide an effective and valuable approach for managers to utilize in
their day‐to‐day work to support the achievement of a human‐centred organization.
The requirements and recommendations of this document are intended to be applicable to various Deleted: Its
types of organizations in the private, public and non‐profit sectors, whether large or small.
Organizations vary in their assignment of management responsibilities. Some larger organizations can
assign the responsibilities set out in this document to multiple managers, while some smaller
organizations can have these assigned to a few managers or even one manager. While not all clauses of
this document are of equal use to all types of organizations, all the core subjects are relevant to every Deleted: the
organization. It is the individual organization’s responsibility to identify which clauses are relevant and
significant for the organization to address, through its own considerations and through dialogue with
stakeholders.
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INTERNATIONAL STANDARD ISO 27501:2019(E)
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The human-centred organization — Guidance for managers
English (U.S.)
1 Scope
This document is intended to be used within organizations that embrace and intend to implement the
principles of human centredness outlined in ISO 27500.
This document is intended to provide requirements and recommendations on the human factors and
ergonomics approach to achieving a successful and sustainable human‐centred organization. It outlines
managers’ responsibilities ranging from organizational strategy to development of procedures and
processes enabling human centredness, and the implementation of those procedures and processes.
This document provides requirements and recommendations for managers and the actions to be taken
in order for an organization to achieve human centredness.
This document can be used:
a) by managers to understand and improve human‐centred aspects of their activities;
b) by managers to identify how their staff can improve human‐centred aspects of their activities;
c) to provide a basis for training managers how to be human‐centred;
d) to provide a basis for organizations to evaluate the performance of managers.
It is not a management systems standard. Nor is it intended to prevent the development of standards
that are more specific or more 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. Formatted: Don't adjust space
between Latin and Asian text, Don't
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
adjust space between Asian text and
numbers
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at http://www.electropedia.org/
3.1
ergonomics
human factors
scientific discipline concerned with the understanding of interactions among human and other
elements of a system (3.5), 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 to entry: This definition is consistent with that given by the International Ergonomics Association.
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[SOURCE: ISO 26800:2011, 2.2]
3.2
organization
person or group of people that has its own functions with responsibilities, authorities and relationships
to achieve its objectives
Note 1 to entry: The concept of organization includes, but is not limited to, sole‐trader, company, corporation,
firm, enterprise, authority, partnership, association, charity or institution or part or combination thereof, whether
incorporated or not, public or private.
[SOURCE: ISO 9000:2015, 3.2.1, modified — Note 2 to entry has been deleted.]
3.3
usability
extent to which a system (3.5), product or service (3.6), can be used by specified users (3.13) to achieve
specified goals with effectiveness (3.7), efficiency (3.8) and satisfaction in a specified context of use
[SOURCE: ISO 9241‐210:2010, 2.13, modified —Note 1 to entry has been removed.]
3.4
accessibility
extent to which products, systems (3.5), services (3.6), environments and facilities can be used by people
from a population with the widest range of user (3.13) needs, characteristics and capabilities to achieve
identified goals in identified contexts of use
Note 1 to entry: “Context of use” includes direct use or use supported by assistive technologies.
[SOURCE: ISO 9241‐125:2017]
3.5
system
combination of interacting elements organized to achieve one or more stated purposes
[SOURCE: ISO 26800:2011, 2.7, modified — The Notes to entry have been removed.]
3.6
service
means of delivering value for the stakeholder (3.9) by facilitating results which the stakeholder wants to
achieve
Note 1 to entry: Services can include both human‐system interactions (e.g. accessing a word processor through
the web) and human‐human interactions (e.g. a citizen interacting with a clerk at the post office counter).
Note 2 to entry: The results of the service can be intangible and tangible in nature.
Note 3 to entry: Delivered value consists of fundamental value, knowledge value and emotional value.
[SOURCE: ISO/IEC 20000‐1:2018, 3.2.15, modified — In the definition, the terms "stakeholder" and
"results" have been substituted for "customer" and "outcomes". Notes 1 to 2 to entry have been changed
and Note 3 to entry has been added.]
3.7
effectiveness
accuracy and completeness with which users (3.13) achieve specified goals
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[SOURCE: ISO 9241‐11:2018, 3.1.12]
3.8
efficiency
resources used in relation to the results achieved
[SOURCE: ISO 9241‐11:2018, 3.1.13, modified —Note 1 to entry has been removed.]
3.9
stakeholder
person or organization (3.2) that can affect, be affected by, or perceive themselves to be affected by a
decision or activity
Note 1 to entry: Includes, but not limited to environmental organizations, investors, communities, regulators,
employees, specific employee groups and customers.
[SOURCE: ISO 31000:2018, 3.3, modified —Note 1 to entry has been changed.]
3.10
workspace
volume allocated to one or more persons in the work system (3.5) to complete the work tasks (3.12)
[SOURCE: ISO 6385:2016, 2.9]
3.11
environment
physical, chemical, biological, organizational, social and cultural factors surrounding one or more
persons
[SOURCE: ISO 26800:2011, 2.3]
3.12
task
set of activities undertaken in order to achieve a specific goal
Note 1 to entry: These activities can be physical, perceptual and/or cognitive.
Note 2 to entry: While goals are independent of the means used to achieve them, tasks describe particular means
of achieving goals.
[SOURCE: ISO 9241‐11:2018, 3.1.11]
3.13
user
person who interacts with a system (3.5), product or service (3.6)
[SOURCE: ISO 26800:2011, 2.10, modified — Notes 1 to 3 to entry have been removed.]
3.14
customer
organization (3.2) or individual purchasing property, products, or services (3.6), for commercial,
private, or personal use
Note 1 to entry: A customer does not necessarily have a financial relationship with the organization.
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[SOURCE: ISO 27500:2016, 2.2, modified — In the definition, the phrase "public purposes" has been
changed to "personal use" and Note 1 to entry has been added.]
3.15
fundamental value
value expected by stakeholders (3.9)
3.16
knowledge value
value stemming from knowledge of stakeholders (3.9), through their interactions
3.17
emotional value
value stemming from emotion of stakeholders (3.9) through their interactions
Note 1 to entry: Emotional value can be short term from a single or short, successful interaction, or it can be long
term (trust and comfort).
3.18
workstation
combination and spatial arrangement of work equipment, surrounded by the work environment (3.11)
under the conditions imposed by the work tasks (3.12)
[SOURCE: ISO 6385:2016, 2.18]
3.19
job
organization and sequence in time and space of an individual’s work tasks (3.12) or the combination of
all human performance by one worker within a work system (3.5)
[SOURCE: ISO 6385:2016, 2.16]
3.20
human-centred design
approach to systems (3.5) design and development that aims to make systems more usable by focusing
on the use of the system and applying ergonomics (3.1), human factors (3.1) and usability (3.3)
knowledge and techniques
[SOURCE: ISO 9241‐210:2010, 2.7, modified — In the definition, the phrases "interactive system" and
"human factors/ergonomics" have been replaced by "system" and "ergonomics, human factors". Notes 1
and 2 to entry have been removed.]
4 The human-centred organization and ergonomics
4.1 The seven principles of a human-centred organization
The seven principles that characterize a human‐centred organization, are outlined in ISO 27500 as
follows.
1) Capitalize on individual differences as an organizational strength
The organization recognises individual differences as a strength and takes this into account in all areas
of its business. The organization accommodates the nature and extent of individual differences, and
creates teams of individuals who have complimentary skills.
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2) Make usability and accessibility strategic business objectives
The human‐centred organization uses International Standards and best practices to ensure that
products, systems and services are accessible and usable (effective, efficient and satisfying to use) both
by personnel and by other stakeholders.
3) Adopt a total system approach
The organization recognizes that people are part of a comprehensive system, which can include many
elements such as equipment, workspace, and the physical, social and organizational environment in
which people work and live. These elements interact and are interdependent, and the organization
understands this and acts accordingly.
4) Ensure that health, safety and wellbeing are business priorities
The organization takes the necessary steps to protect individuals (both inside and outside the
organization) from hazards to their health, safety and wellbeing, and aims to exceed the minimum
requirements required by legislation.
5) Value personnel and create meaningful work
The organization values and acknowledges the contribution that personnel make. It strives to create
meaningful tasks for all potential users of the system. The intent for this principle is not to develop a
workplace within which a worker simply “survives” (passive vision), but to create an environment
within which to live and thrive as a meaningful part of the organization’s objectives and work.
6) Be open and trustworthy
The organization benefits from being open and trustworthy through enhanced customer relations
(internal and external), user confidence, and increased loyalty, as well as an enhanced reputation.
7) Act in socially responsible ways
The organization is socially responsible. It behaves ethically and instils pride and confidence in its
personnel, customers, and the local community. It does this by following the recommendations in
ISO 26000.
4.2 Ergonomics/human factors
Ergonomics (or human factors), by definition, is human‐centred. As detailed in ISO 26800, ergonomics
addresses the interactions between humans and the other components of a system, such as, machines,
products, services, environments and tools. All of these are integrally important in order to achieve a
human‐centred organization. Although the terms human factors and ergonomics are synonymous, the
remainder of this document uses “ergonomics” for expediency.
The ergonomics approach helps to support and maintain a human‐centred organization in its regular
maintenance and operation of systems and whenever systems are being designed, redesigned and
improved.
The ergonomics approach and its associated methodologies can be applied to any system, whether that
system is one that is internal to the organization (such as the organization’s intranet), or one that
includes external stakeholders (such as the design of a product which the organization intends to sell).
An ergonomics approach can also be applied to the organization as a whole (i.e. the organization itself
can be considered as a “system.”) In addition to ergonomics, there are also other types of considerations
which organizations address as a part of being human‐centred (see other standards listed in Annex B
for examples).
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Figure 1 represents the relationship between this document and ISO 27500. It shows how the
responsibilities in question in each of the two International Standards differ, based on the target
audience for each standard (i.e. either executive board members and policy makers or other levels of
management). It also includes some key references on which this document is based. ISO 27500
contributes to the organization’s strategic planning for ergonomics (shown on the left‐hand side of the
figure) and other activities of the organization (shown on the right).
Formatted: Level 1, Don't adjust space
Caption: Figure 1 Relationship between ISO 27500 and ISO 27501. Figure 1 is a diagram showing
between Latin and Asian text, Don't adjust
the relationship between responsibilities in ISO 27500 and ISO 27501. ISO 27500 provides seven
space between Asian text and numbers
principles of the human –centred approach. Typically it is the responsibility of owners, board
members and senior managers to understand and commit to the seven principles, including the
four linked iterative human-centred activities. Generally these senior management groups
initiate strategic planning in the organization, including the human-centred approach and other
considerations. In the diagram, this concept then leads to the implementation of ISO 27501,
wherein the ergonomics approach is used for strategic planning and work design/organization.
Here it is typically the responsibility of senior to middle managers to understand strategic
perspectives of the human-centred approach, plan the use of iterative human-centred activities
and manage human-centred activities. Still within the purview of ISO 27501, is the execution of
iterative human-centred activities; typically the responsibility of line managers. These managers
are required to understand who is intended to carry out the activities and the work
environment in which those activities will be carried out, specify stakeholder needs and
requirements, produce, implement, maintain and retire solutions and assess and evaluate. To
carry out ISO 27501 responsibilities, other key references are suggested; ISO 27500, ISO 26000,
ISO 26800, ISO 6385, ISO 9241-210, ISO 9241-220 and ISO 31000. While line managers are
responsible for these activities, it is not to the exclusion of other organizational activities for
which they are responsible and considerations as required by them in their role within the
organization
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Figure 1 — Relationship between ISO 27500 and ISO 27501
Formatted: French (France)
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5 Stakeholders and management levels
5.1 Stakeholders and value co-creation
Stakeholders can affect the organization, and the organization can affect stakeholders. Human‐centred
organizations and their stakeholders co‐create values through their relationships and interactions.
Stakeholder groups in the framework include management, employees and/or their representatives,
customers and society. Managers and employees and/or their representatives are examples of internal
stakeholders to the organization and customers are examples of external stakeholders. There are
societal stakeholders in terms of cultural norms and expectations (e.g., regulatory bodies, communities
of operation, environmental organizations, investors).
[25][27][29][30]
Value is “co‐created” among stakeholders, and the benefits are realized by all parties . Co‐ Deleted: .
creation values are categorized into:
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— fundamental value; Deleted: ] [
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— knowledge value; and
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Superscript
[28]
— emotional value .
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Superscript
Fundamental value refers to the value that is expected by stakeholders. Knowledge value comes from
Deleted: ]
knowledge of stakeholders such as business relations, their preferences and visions, and knowledge of
products and services such as their contents and usages. Such knowledge becomes a cumulative
Formatted: cite_bib, Font: Not Bold,
resource to promote co‐creation. Emotional value comes from short‐term emotion such as pleasure and Superscript
joy through interactions, and long‐term emotions such as trust and comfort. It is also a resource to
Formatted: cite_bib, Font: Not Bold,
promote co‐creation. Co‐creation values are considered and nurtured by management when decisions Superscript
around work and organization are made, so that successful stakeholder relationships can be supported,
Formatted: cite_bib, Font: Not Bold,
thereby supporting the human‐centred organization.
Superscript
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Management directives should reflect a balanced attention to stakeholder groups in order to promote
the sustainable growth of the organization. Executive board members and policy makers are tasked
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Superscript
with the responsibility of leading the organization and committing to provide the resources needed to
achieve their goals. Regarding the human‐centred organization, this responsibility is outlined in more
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Superscript
detail in ISO 27500.
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5.2 Change of perspective: Internal customers and external employees
Superscript
A useful concept for human‐centred organizations is that employees be considered as internal
customers, and that customers be considered as external employees [#21–24]. In the human‐centred
organization, all employees and managers should treat each other as if they were prized customers,
because excellent internal customer service helps organizations yield a positive interaction, improve
interdepartmental communication and cooperation, harmonize processes and procedures and boost
employee morale and satisfaction. Hence, it promotes safety and health in the organization, and
contributes to long‐term wellbeing. This also reduces costs, increases productivity and produces better
output.
Similarly, customers are not just purchasers or users of products and services rather they provide
resources to the organization. These customers can be regarded as external employees who participate
in the development and delivery of products and services. In doing so, they add resources to the value
creation process as external employees and increase the value of the organization. Figure 2 shows the
framework of stakeholders.
Formatted: Level 1, Don't adjust
Caption: Figure 2 Framework of stakeholders. Figure 2 is a diagram designed to show the
space between Latin and Asian text,
framework of stakeholders and their respective relationships. The diagram depicts societal
Don't adjust space between Asian
stakeholders as being an all-encompassing group, within which an organization can be located, text and numbers
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and considered to be a stakeholder. Within the organization, management and employees are
depicted as being separate groups of stakeholders however there is a reciprocal relationship
between these two groups within the organization. They also each have a reciprocal relationship
with customers who are depicted to be on the outside of the organization as a separate
stakeholder group, included within the societal stakeholder group
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Figure 2 — Framework of stakeholders
5.3 Management responsibilities
Where the achievement of a human‐centred organization is concerned, the following distinctions can be
made between the typically assigned responsibilities for senior, middle and line managers:
a) The responsibility of senior to middle managers is to co‐create value by:
— understanding strategic perspectives of the human‐centred approach;
— planning use of iterative human‐centred activities;
— managing human‐centred activities.
b) The responsibility of line managers is to co‐create value by:
— understanding who is intended to carry out the activities and the context in which those
activities will be carried out;
— specifying stakeholder needs and requirements;
— producing, implementing, maintaining, and retiring solutions;
— assessing and evaluating.
Depending on their sizes, organizations vary in the number of people employed at different levels of
management. As a result, there can be one manager only, a small number of managers, or a large
number of people at various levels of management positions (e.g., senior, middle, or line managers).
Formatted: French (France)
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Therefore, the requirements in this document do not distinguish between management levels and they
can fit the many varieties of organizational structures.
6 Strategic planning and human-centred activities
In an organization, the sphere of responsibility across which the seven human‐centred principles are to
be applied increases with the level of the manager. Therefore, it is very important that middle and,
especially senior level managers, acting on behalf of the organization, have a deep strategic
understanding of the human‐centred approach that allows them to effectively plan the human‐centred
initiatives over which they have high‐level management and oversight responsibility. This
understanding allows these managers to make wise planning decisions about such things as the
prioritization, scheduling, and coordination of the initiatives, as well as the acquisition and/or
allocation of resources to them.
The results of strategic planning are communicated to line managers and set the context for the four
human‐centred ergonomics‐related activities that will be iteratively conducted by these line managers
whose responsibility it is to execute the initiatives.
Organizations shall ensure that managers can practice each of the four iterative human‐centred,
ergonomics‐related activities described below by providing the necessary resources (e.g. time, money,
expertise, customers, consultants).
The four activities are:
a) Understand the context
— Understand the context in which each stakeholder group interacts with the organization, and
therefore how a new or changed system will affect that stakeholder group’s interests. This
will lead to more effective change and maintenance of strong relationships with
stakeholders.
— Include the characteristics of the activities, as well as the directly affected stakeholders, specific
systems, and the organizational, technical, and physical environment, in the contextual
information being considered.
b) Analyse stakeholder needs and specify requirements
Having understood the context, identify and analyse the relevant needs of all stakeholder groups, so Formatted: Don't adjust space
between Latin and Asian text, Don't
that requirements can be developed for solutions or changes.
adjust space between Asian text and
numbers
c) Create, implement, maintain and retire solutions
— Produce and implement solutions based on these requirements.
— Maintain solutions until they are retired as circumstances, needs, contexts and stakeholder
characteristics evolve and change.
d) Assess and evaluate
— Assess and evaluate situations or circumstances often and iteratively (i.e. not only at the
beginning of a process, but throughout and at the end of system cycles.) This enables the
organization to stay on target with intended goals, and to maintain quality. This is the
central human‐centred activity.
— Identify the perspective(s) from which the assessment is to be conducted. The perspective may
include all or some of the following:
© ISO 2019 – All rights reserved
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— organization‐wide (cross‐system, e.g. from customer service to sales flow);
— internal to one specific system (e.g. staff training functions);
— between organizations (e.g. sister operations, regulatory bodies, community
organizations);
— across management systems within the organization (e.g. how a line manager will
experience a change which a middle manager is implementing).
— implement processes for evaluation of the information gathered from an assessment (formally
or informally) in order to make reasonable decisions.
These human‐centred activities can be applied in relation to, for example:
— products,
— services,
— workplaces,
— workstations,
— inter‐organizational communications,
— community relations,
— environmental commitments,
— legal compliance.
Strategic planning and the four human‐centred activities that are used to co‐create value are linked, as
shown in Figure 3. The activities can be repeated in cyclical fashion as needed, until the desired
outcomes are achieved. There is no required order in which to perform these activities; rather, the
order or the starting point, where applicable, is dictated by the circumstances which initiate the
activities.
Formatted: Level 1, Don't adjust space
Caption: Figure 3 Relationships among the four human-centred activities in co-creating value.
between Latin and Asian text, Don't adjust
Diagram modified from ISO 9241-210:2010, Figure 1. Figure 3 is a diagram that depicts how the
space between Asian text and numbers
four human-centred activities are linked to strategic planning. It shows planning and managing
the four human-centred activities as being a high level concept, and being based on the iterative
and cyclical relationship between the four human-centred activities. Below the high level
planning and managing concept, a relationship is drawn to the four human-centred activities,
which are organized in a cyclical fashion. “Understand the context” is the first of the four human-
centred, cyclical activities to which the higher level concept of strategically planning and
managing is related. This activity in turn has a relationship with “analyse stakeholder needs and
specify requirement”, which relates to “create, implement, maintain and retire solutions”, which
relates to “assess and evaluate”. The activity of “assess and evaluate” is depicted as having a
potential reciprocal relationship with two of the four activities, namely “analyse stakeholder
needs and specify requirements” and “create, implement, maintain and retire solutions”. This
represents the idea that there is no consistent requirement to perform the four human-centred
activities in a set order, as the assessing and evaluating may take place throughout the entire
process between each activity, or the entire process may be iterated again before the most
appropriate solutions and actions are developed for the conditions in question
Formatted: French (France)
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Formatted: Font: Not Bold
Figure 3 — Relationships among the four human-centred activities in co-creating value
7 Management responsibilities in a human-centred organization
7.1 General
The remainder of this document focuses on providing requirements for managers, according to four
organizational practices:
1) organizational policies;
2) organizational activities;
3) individual considerations, usability and accessibility; and
4) communication.
It is implied and understood that the managers can only be held accountable for the requirements in
this clause if they fall within the managers’ scope of responsibility and if the organization has provided
the managers with the resources and mandates needed to meet the requirements. These requirements
have been designed to provide high‐level direction towards achieving the seven human‐centred
principles in the organization, in order to allow the flexibility in an organization to meet cultural,
organizational structure and local regulatory demands. These demands will affect how some of the
listed responsibilities can be carried out. In addition, it is acknowledged that all of these responsibilities
can be met in a variety of ways depending on cultural and other environmental characteristics.
Diagram modified from ISO 9241‐210:2010, Figure 1.
© ISO 2019 – All rights reserved
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Deleted: 2018
The management requirements in this clause have been listed in Annex A again, according to the
human‐centred organizational principle(s) to which they are primarily linked, as well as to the
stakeholder types affected and other related standards for further reference.
Managers should consider performing an organizational review of the responsibilities set out in this
clause to identify which responsibilities are already being addressed in their own organization. This will
help to identify the gaps, or areas that require strengthening, and to organize plans for how to
implement the relevant changes. (Annex B provides a checklist to assist with this gap analysis.)
7.2 Organizational policies
7.2.1 Organizations establish formal policies and procedures in order to ensure compliance with Formatted: Don't adjust space between
Latin and Asian text, Don't adjust space
laws and regulations and establish consistency of performance throughout the organization. The
between Asian text and numbers
following subclauses outline requirements for the actions needed within an organization in order to
support human centredness.
7.2.2 Managers should be open and transparent about decisions, within the constraints of laws,
regulations, and intellectual property and privacy considerations. Managers should document and
communicate clearly to internal and external stakeholders the processes followed during decision–
making.
7.2.3 Managers shall identify and understand their responsibilities for the protection of the
health, safety and wellbeing of the people impacted by their activities.
7.2.4 Managers shall openly communicate with stakeholders about their requirements and the
organization’s responses to them, within the constraints of laws, regulations, and intellectual property
and privacy considerations.
7.3 Organizational activities
7.3.1 General
Organizations exist with the goals of developing and implementing or delivering products, services, and
systems. Some of these goals are internally focused, while others are externally focused and some can
be focused both internally and externally. The following subclauses describe the human‐centred
requirements related to achieving these organizational goals as relevant to organizational integration of
a human‐centred approach, planning and operations management.
7.3.2 Integration
Formatted: Don't adjust space between
Latin and Asian text, Don't adjust space
between Asian text and numbers, Tab stops:
7.3.2.1 Managers shall take account of individual differences and foster an organizational culture
20 pt, Left + 28 pt, Left + 36 pt, Left
that is based on respect for and consideration of individual differences.
7.3.2.2 Managers responsible for business, technical, and operational activities shall use a formal
resolution process to resolve potential or actual mismatches between these activities and human
characteristics and capabilities.
7.3.2.3 Managers responsible for human‐centred initiatives shall document the initiatives and their
effects wi
...
NORME ISO
INTERNATIONALE 27501
Première édition
2019-02
Organisme centré sur l'humain —
Lignes directrices pour les dirigeants
The human-centred organization — Guidance for managers
Numéro de référence
©
ISO 2019
DOCUMENT PROTÉGÉ PAR COPYRIGHT
© ISO 2019
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Publié en Suisse
ii © ISO 2019 – Tous droits réservés
Sommaire Page
Avant-propos .iv
Introduction .v
1 Domaine d'application . 1
2 Références normatives . 1
3 Termes et définitions . 1
4 Organisme centré sur l'humain et ergonomie . 4
4.1 Les sept principes d'un organisme centré sur l'humain . 4
4.2 Ergonomie/facteurs humains . 5
5 Parties prenantes et dirigeants . 6
5.1 Parties prenantes et co-création de valeur . 6
5.2 Changement de perspective: clients internes et employés externes. 7
5.3 Responsabilités de la direction . 8
6 Planification stratégique et activités centrées sur l'humain . 8
7 Responsabilités des dirigeants dans un organisme centré sur l'humain .10
7.1 Généralités .10
7.2 Politiques de l'organisme .11
7.3 Activités de l'organisme .11
7.3.1 Généralités .11
7.3.2 Intégration .11
7.3.3 Planification .12
7.3.4 Gestion des opérations .13
7.4 Prise en compte des différences individuelles, de l'utilisabilité et de l'accessibilité.13
7.4.1 Généralités .13
7.5 Communication .14
7.5.1 Généralités .14
7.5.2 Communications ouvertes et transparentes .14
7.5.3 Communications efficaces .14
8 Conformité .14
Annexe A (informative) .15
Annexe B (informative) .20
Bibliographie .29
Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération mondiale d'organismes
nationaux de normalisation (comités membres de l'ISO). L'élaboration des Normes internationales est
en général confiée aux comités techniques de l'ISO. Chaque comité membre intéressé par une étude
a le droit de faire partie du comité technique créé à cet effet. Les organisations internationales,
gouvernementales et non gouvernementales, en liaison avec l'ISO participent également aux travaux.
L'ISO collabore étroitement avec la Commission électrotechnique internationale (IEC) en ce qui
concerne la normalisation électrotechnique.
Les procédures utilisées pour élaborer le présent document et celles destinées à sa mise à jour sont
décrites dans les Directives ISO/IEC, Partie 1. Il convient, en particulier de prendre note des différents
critères d'approbation requis pour les différents types de documents ISO. Le présent document a été
rédigé conformément aux règles de rédaction données dans les Directives ISO/IEC, Partie 2 (voir www
.iso .org/directives).
L'attention est attirée sur le fait que certains des éléments du présent document peuvent faire l'objet de
droits de propriété intellectuelle ou de droits analogues. L'ISO ne saurait être tenue pour responsable
de ne pas avoir identifié de tels droits de propriété et averti de leur existence. Les détails concernant
les références aux droits de propriété intellectuelle ou autres droits analogues identifiés lors de
l'élaboration du document sont indiqués dans l'Introduction et/ou dans la liste des déclarations de
brevets reçues par l'ISO (voir www .iso .org/brevets).
Les appellations commerciales éventuellement mentionnées dans le présent document sont données
pour information, par souci de commodité, à l'intention des utilisateurs et ne sauraient constituer un
engagement.
Pour une explication de la nature volontaire des normes, la signification des termes et expressions
spécifiques de l'ISO liés à l'évaluation de la conformité, ou pour toute information au sujet de l'adhésion
de l'ISO aux principes de l'Organisation mondiale du commerce (OMC) concernant les obstacles
techniques au commerce (OTC), voir le lien suivant: www .iso .org/iso/fr/avant -propos .html.
Le présent document a été élaboré par le comité technique ISO/TC 159, Ergonomie, sous-comité SC 1,
Principes généraux d'ergonomie.
Il convient que l'utilisateur adresse tout retour d'information ou toute question concernant le présent
document à l'organisme national de normalisation de son pays. Une liste exhaustive desdits organismes
se trouve à l'adresse www .iso .org/fr/members .html.
iv © ISO 2019 – Tous droits réservés
Introduction
Le présent document est dérivé de l'ISO 27500, qui explique aux membres du conseil d'administration
les valeurs et principes que doit défendre un organisme centré sur l'humain. Le terme centré sur l'humain
est employé pour faire transparaître que les organismes ont un impact non seulement sur leurs clients
(les utilisateurs de leurs produits et services), mais aussi sur d'autres parties prenantes, notamment
leurs employés, leurs familles et l'ensemble de la communauté. L'ISO 27500 clarifie les sept principes de
l'approche centrée sur l'humain, à savoir:
— mettre à profit les différences individuelles pour en faire une force organisationnelle;
— faire de l'utilisabilité et de l'accessibilité des objectifs stratégiques de l'entreprise;
— adopter une approche système globale;
— s'engager sur le fait que la santé, la sécurité et le bien-être sont des priorités opérationnelles;
— valoriser le personnel et instaurer un environnement de travail qui a du sens;
— faire preuve d'ouverture et se montrer digne de confiance; et
— agir de manière socialement responsable.
S'il est entendu que les organismes établissent leurs systèmes de gouvernance sur la base d'un ensemble
de principes qu'ils ont eux-mêmes développés (comme décrit dans l'ISO 30408), les sept principes ici
décrits sont considérés comme des éléments de développement indispensables pour les organismes qui
aspirent à être reconnus pour leurs pratiques centrées sur l'humain.
Les facteurs humains et l'ergonomie offrent une approche efficace et utile que les dirigeants peuvent
mettre en pratique dans leur travail au quotidien afin de satisfaire à leur aspiration d'instaurer un
organisme centré sur l'humain.
Les présentes exigences et recommandations visent à aider tous les types d'organismes, petits ou
grands, œuvrant dans les secteurs privé, public et à but non lucratif. Les responsabilités attribuées
aux dirigeants varient selon les organismes. Certains organismes de grande taille peuvent affecter
à plusieurs dirigeants les responsabilités décrites dans le présent document; d'autres, plus petits,
peuvent attribuer les mêmes responsabilités à un groupe limité de dirigeants, voire à un seul dirigeant.
Même si tous les articles du présent document ne présentent pas la même utilité pour tous les types
d'organismes, l'ensemble des thèmes centraux sont pertinents pour tous les organismes. Il est de la
responsabilité de l'organisme individuel d'identifier les articles qui sont pertinents et significatifs
pour cet organisme, en s'appuyant sur ses propres considérations et sur un dialogue avec les parties
prenantes.
NORME INTERNATIONALE ISO 27501:2019(F)
Organisme centré sur l'humain — Lignes directrices pour
les dirigeants
1 Domaine d'application
Le présent document est destiné à être utilisé au sein des organismes qui adoptent et qui ont l'intention
d'appliquer les principes de l'approche centrée sur l'humain décrits dans l'ISO 27500.
Le présent document a pour objectif de fournir des exigences et recommandations visant à créer
efficacement et durablement un organisme centré sur l'humain sur la base d'une approche orientée sur
les facteurs humains et sur l'ergonomie. Il décrit les responsabilités des dirigeants, celles-ci couvrant
aussi bien la stratégie organisationnelle que l'élaboration et la mise en œuvre de procédures et
processus centrés sur l'humain.
Le présent document établit des exigences et des recommandations à l'attention des dirigeants
concernant les mesures qu'ils doivent prendre afin de permettre à un organisme d'adopter une approche
centrée sur l'humain.
Le présent document peut être utilisé:
a) par les dirigeants, pour comprendre et améliorer les aspects de leurs activités centrés sur l'humain;
b) par les dirigeants, pour identifier la manière dont leur personnel peut améliorer les aspects de leurs
activités centrés sur l'humain;
c) pour fournir aux dirigeants une base de formation à l'approche centrée sur l'humain;
d) pour fournir aux organismes une base d'évaluation des performances de leurs dirigeants.
Il ne s'agit pas d'une norme traitant des systèmes de management. De même, le présent document ne
vise pas à empêcher l'élaboration de normes plus spécifiques ou plus contraignantes.
2 Références normatives
Le présent document ne contient aucune référence normative.
3 Termes et définitions
Pour les besoins du présent document, les termes et définitions suivants s'appliquent.
L'ISO et l'IEC tiennent à jour des bases de données terminologiques destinées à être utilisées en
normalisation, consultables aux adresses suivantes:
— ISO Online browsing platform: disponible à l'adresse https: //www .iso .org/obp
— IEC Electropedia: disponible à l'adresse http: //www .electropedia .org/
3.1
ergonomie
facteurs humains
discipline scientifique qui vise la compréhension fondamentale des interactions entre les humains et
les autres composants d'un système (3.5), et la profession qui applique principes théoriques, données et
méthodes en vue d'optimiser le bien-être des personnes et la performance globale des systèmes
Note 1 à l'article: Cette définition est cohérente avec la définition donnée par l'Association internationale
d'ergonomie.
[SOURCE: ISO 26800:2011, 2.2]
3.2
organisme
personne ou groupe de personnes ayant un rôle avec les responsabilités, l'autorité et les relations lui
permettant d'atteindre ses objectifs
Note 1 à l'article: Le concept d'organisme englobe sans s'y limiter, les travailleurs indépendants, les compagnies,
les sociétés, les firmes, les entreprises, les administrations, les partenariats, les associations, les organisations
caritatives ou les institutions, ou bien une partie ou une combinaison des entités précédentes, à responsabilité
limitée ou ayant un autre statut, de droit public ou privé.
[SOURCE: ISO 9000:2015, 3.2.1, modifiée — La Note 2 à l'article a été supprimée.]
3.3
utilisabilité
degré selon lequel un système (3.5), un produit ou un service (3.6) peut être utilisé, par des utilisateurs
(3.13) spécifiés, pour atteindre des buts définis avec efficacité (3.7), efficience (3.8) et satisfaction, dans
un contexte d'utilisation spécifié
[SOURCE: ISO 9241-210:2010, 2.13, modifiée — La Note 1 à l'article a été supprimée.]
3.4
accessibilité
mesure dans laquelle des produits, systèmes (3.5), services (3.6), environnements et installations
peuvent être utilisés par des personnes présentant le plus large éventail possible de caractéristiques,
capacités et besoins d'utilisateur (3.13), afin d'atteindre des objectifs énoncés dans des contextes
d'utilisation identifiés
Note 1 à l'article: Le contexte d'utilisation comprend l'utilisation directe ou l'utilisation à l'aide de technologies
d'assistance.
[SOURCE: ISO 9241-125:2017]
3.5
système
combinaison d'éléments agissant ensemble, organisés de façon à atteindre un ou plusieurs buts définis
[SOURCE: ISO 26800:2011, 2.7 modifiée — Les Notes à l'article ont été supprimées.]
3.6
service
moyen visant à fournir de la valeur à la partie prenante (3.9) en lui offrant les résultats qu'elle souhaite
atteindre
Note 1 à l'article: Les services peuvent couvrir à la fois les interactions homme-système (par exemple, l'accès
à un logiciel de traitement de texte via le Web) et les interactions homme-homme (par exemple, un citoyen qui
interagit avec un employé d'un bureau de poste).
Note 2 à l'article: Les résultats du service peuvent être, par nature, tangibles et intangibles.
Note 3 à l'article: La valeur créée revêt différents aspects: valeur fondamentale, valeur de connaissances et valeur
émotionnelle.
2 © ISO 2019 – Tous droits réservés
[SOURCE: ISO/IEC 20000-1:2018, 3.2.15, modifiée — Dans la définition, le terme «client» a été remplacé
par «partie prenante». Les Notes 1 et 2 à l'article ont été modifiées et la Note 3 à l'article a été ajoutée.]
3.7
efficacité
précision et degré d'achèvement avec lesquels l'utilisateur (3.13) atteint des objectifs spécifiés
[SOURCE: ISO 9241-11:2018, 3.1.12]
3.8
efficience
rapport entre les ressources utilisées et les résultats obtenus
[SOURCE: ISO 9241-11:2018, 3.1.13, modifiée — La Note 1 à l'article a été supprimée.]
3.9
partie prenante
personne ou organisme (3.2) susceptible d'affecter, d'être affecté ou de se sentir affecté par une décision
ou une activité
Note 1 à l'article: Les parties prenantes incluent, sans toutefois s'y limiter, les organismes environnementaux,
les investisseurs, les organismes communautaires et réglementaires, les employés, les groupes d'employés
spécifiques et les clients.
[SOURCE: ISO 31000:2018, 3.3, modifiée — La Note 1 à l'article a été modifiée.]
3.10
espace de travail
volume assigné à une ou plusieurs personnes dans le système (3.5) de travail pour accomplir des
tâches (3.12)
[SOURCE: ISO 6385:2016, 2.9]
3.11
environnement
facteurs physiques, chimiques, biologiques, organisationnels, sociaux et culturels entourant l'activité
d'une ou de plusieurs personnes
[SOURCE: ISO 26800:2011, 2.3]
3.12
tâche
ensemble d'activités entreprises pour atteindre un objectif spécifique
Note 1 à l'article: Ces activités peuvent être physiques, perceptives et/ou cognitives.
Note 2 à l'article: Alors que les objectifs ne dépendent pas des moyens utilisés pour les obtenir, les tâches
décrivent des moyens particuliers d'atteindre les objectifs.
[SOURCE: ISO 9241-11:2018, 3.1.11]
3.13
utilisateur
personne qui interagit avec un système (3.5), un produit ou un service (3.6)
[SOURCE: ISO 26800:2011, 2.10, modifiée — Les Notes 1 à 3 à l'article ont été supprimées.]
3.14
client
organisme (3.2) ou individu achetant des biens, des produits ou des services (3.6) à des fins commerciales,
privées ou personnelles
Note 1 à l'article: Un client n'entretient pas nécessairement de relation financière avec l'organisme.
[SOURCE: ISO 27500:2016, 2.2, modifiée — Dans la définition, le terme «publiques» a été remplacé par
«personnelles» et la Note 1 à l'article a été ajoutée.]
3.15
valeur fondamentale
valeur attendue par les parties prenantes (3.9)
3.16
valeur de connaissances
valeur dérivée de la connaissance des parties prenantes (3.9) au travers de leurs interactions
3.17
valeur émotionnelle
valeur dérivée des émotions des parties prenantes (3.9) au travers de leurs interactions
Note 1 à l'article: La valeur émotionnelle peut être entendue à court terme (cas des interactions efficaces qui
interviennent de manière brève ou ponctuelle) ou à long terme (confiance et confort).
3.18
poste de travail
combinaison et configuration spatiale de l'équipement de travail, entouré par l'environnement (3.11) de
travail selon les conditions d'exécution des tâches (3.12) de travail
[SOURCE: ISO 6385:2016, 2.18]
3.19
activité
organisation et séquencement dans le temps et dans l'espace des tâches (3.12) de travail par un individu,
ou combinaison de l'ensemble des performances humaines réalisées par un même travailleur dans le
cadre d'un système (3.5) de travail
[SOURCE: ISO 6385:2016, 2.16]
3.20
conception centrée sur l'opérateur humain
approche de conception et de développement de systèmes (3.5) ayant pour objectif d'améliorer
l'utilisabilité des systèmes en se concentrant sur l'utilisation du système concerné, et en appliquant
les connaissances et techniques existantes en matière d'ergonomie (3.1), de facteurs humains (3.1) et
d'utilisabilité (3.3)
[SOURCE: ISO 9241-210:2010, 2.7, modifiée — Dans la définition, les expressions «systèmes interactifs»
et «de facteurs humains/d'ergonomie» ont été remplacés par «systèmes» et «d'ergonomie, de facteurs
humains». Les Notes 1 et 2 à l'article ont été supprimées.]
4 Organisme centré sur l'humain et ergonomie
4.1 Les sept principes d'un organisme centré sur l'humain
Les sept principes qui caractérisent un organisme centré sur l'humain sont définis dans l'ISO 27500,
comme suit.
1) Tirer parti des différences individuelles pour en faire une force organisationnelle
L'organisme appréhende les différences individuelles comme une force et en tient compte dans tous
les secteurs de son activité. Il tient compte de la nature et de l'étendue des différences individuelles et
constitue des équipes dont les membres possèdent des compétences complémentaires.
4 © ISO 2019 – Tous droits réservés
2) Faire de l'utilisabilité et de l'accessibilité des objectifs stratégiques de l'entreprise
L'organisme centré sur l'humain utilise des Normes internationales et des bonnes pratiques pour
garantir que les produits, les systèmes et les services sont accessibles et utilisables (efficaces, efficients
et satisfaisants pour l'utilisation) aussi bien par les membres de leur personnel que par d'autres parties
prenantes.
3) Adopter une approche système globale
L'organisme a conscience que les personnes font partie d'un système plus exhaustif, qui peut inclure de
nombreux éléments, tels que les équipements, l'espace de travail et l'environnement physique, social
et organisationnel dans lequel les personnes travaillent et vivent. Ces éléments interagissent et sont
interdépendants, et l'organisme en est conscient et agit en conséquence.
4) S'engager sur le fait que la santé, la sécurité et le bien-être sont des priorités opérationnelles
L'organisme prend les mesures nécessaires pour protéger les individus (tant à l'intérieur qu'à l'extérieur
de l'organisme) vis-à-vis des risques pour leur santé, leur sécurité et leur bien-être, et cherche à
dépasser les exigences minimales imposées par la législation.
5) Valoriser le personnel et instaurer un environnement de travail qui a du sens
L'organisme reconnaît et rétribue la contribution du personnel. Il aménage des tâches qui ont du sens
pour tous les utilisateurs potentiels du système. Ce principe n'a pas pour vocation de créer un lieu
de travail permettant la simple «survie» d'un travailleur (vision passive), mais bien d'instaurer un
environnement dans lequel il pourra vivre et s'épanouir, et contribuer ainsi de manière significative à la
réalisation des objectifs et des travaux de l'organisme.
6) Faire preuve d'ouverture et se montrer digne de confiance
L'organisme gagne à faire preuve d'ouverture et à se montrer digne de confiance en instaurant de
meilleures relations clients (internes et externes), en inspirant la confiance de l'utilisateur et en
privilégiant la fidélisation tout en améliorant sa réputation.
7) Agir de manière socialement responsable
L'organisme fait preuve de responsabilité sociétale. Il respecte des principes d'éthique et inspire
fierté et confiance à son personnel, à ses clients et à la communauté locale. Il réalise cela en suivant les
recommandations de l'ISO 26000.
4.2 Ergonomie/facteurs humains
L'ergonomie (ou les facteurs humains) est, par définition, centrée sur l'humain. Comme stipulé
dans l'ISO 26800, l'ergonomie couvre les interactions entre les hommes et les autres composantes
d'un système, par exemple les machines, produits, services, environnements et outils. Toutes ces
composantes sont essentielles à l'établissement d'un organisme centré sur l'humain. Bien que les termes
«facteurs humains» et «ergonomie» soient synonymes, seul le terme «ergonomie» est employé dans le
reste du présent document pour des raisons pratiques.
L'approche de l'ergonomie contribue à soutenir et préserver la mise en place d'un organisme centré sur
l'humain du point de vue de l'entretien et du fonctionnement réguliers de ses systèmes, ainsi que de
toute tâche de conception, reconception et amélioration de ses systèmes.
L'approche de l'ergonomie et ses méthodologies associées peuvent être appliquées à n'importe quel
système, aussi bien un système interne à l'organisme (par exemple, l'intranet de l'organisme) qu'un
système impliquant des parties prenantes externes (par exemple, la conception d'un produit que
l'organisme a l'intention de commercialiser). Une approche de l'ergonomie peut également s'appliquer
à l'organisme dans son ensemble (auquel cas l'organisme proprement dit est considéré comme un
«système»). Outre l'ergonomie, les organismes doivent également prendre en compte d'autres aspects
dans le cadre de son approche centrée sur l'humain (pour obtenir des exemples, voir les autres normes
répertoriées dans l'Annexe B).
La Figure 1 représente la relation entre le présent document et l'ISO 27500. Elle reflète les différences
des deux Normes internationales sur le plan des responsabilités, compte tenu du public visé par chaque
norme (membres du conseil d'administration et décideurs ou autres niveaux de la direction). Elle
intègre également certaines références essentielles utilisées pour la rédaction du présent document.
L'ISO 27500 contribue à la planification stratégique de l'organisme en matière d'ergonomie (représentée
sur la partie gauche de la figure) ainsi que pour les autres activités de l'organisme (à droite de la figure).
Figure 1 — Relation entre l'ISO 27500 et l'ISO 27501
5 Parties prenantes et dirigeants
5.1 Parties prenantes et co-création de valeur
Les parties prenantes peuvent affecter l'organisme au même titre que l'organisme peut affecter les
parties prenantes. Les organismes centrés sur l'humain et leurs parties prenantes participent ensemble
à la création de valeur au travers de leurs relations et de leurs interactions. Les dirigeants, les employés
et/ou leurs représentants, les clients et la société constituent les différents groupes de parties prenantes.
Les dirigeants et employés et/ou leurs représentants sont des exemples de parties prenantes internes à
l'organisme; les clients sont des exemples de parties prenantes externes. Il existe des parties prenantes
sociétales du point de vue des normes et attentes culturelles (par exemple, organismes réglementaires,
communautés d'intervention, organismes environnementaux).
Une valeur est «co-créée» entre les parties prenantes, et les avantages sont profitables à l'ensemble des
[25][27][29][30]
parties . Les valeurs co-créées sont classées comme suit:
— valeur fondamentale;
— valeur de connaissances; et
[28]
— valeur émotionnelle .
La valeur fondamentale renvoie à la valeur attendue par les parties prenantes. La valeur de
connaissances est issue non seulement des connaissances des parties prenantes, par exemple leurs
relations commerciales ainsi que leurs préférences et leurs visions, mais aussi de la connaissance des
6 © ISO 2019 – Tous droits réservés
produits et services, notamment leur contenu et leurs usages. Ces connaissances cumulées deviennent
une ressource qui favorise la co-création de valeur. La valeur émotionnelle est dérivée de l'émotion
à court terme (par exemple, le plaisir et l'enthousiasme nés des interactions) et à long terme (par
exemple, la confiance et le confort). Elle sert également de ressource favorisant la co-création de valeur.
Les valeurs «co-créées» sont appréciées et encouragées par les dirigeants dans leur prise de décision
concernant le travail et l'organisme, afin de mieux accompagner la réussite des relations avec les parties
prenantes et de promouvoir ainsi l'établissement d'un organisme centré sur l'humain.
Il convient que les directives formulées par les dirigeants tiennent compte des groupes de parties
prenantes de manière équitable afin de promouvoir la croissance durable de l'organisme. Les membres
du conseil d'administration et les dirigeants sont chargés de diriger l'organisme et s'engagent à mettre
à disposition les ressources nécessaires à la réalisation de leurs objectifs. Au regard de l'organisme
centré sur l'humain, cette responsabilité est décrite de manière plus détaillée dans l'ISO 27500.
5.2 Changement de perspective: clients internes et employés externes
Les organismes centrés sur l'humain reposent sur une idée intéressante qui propose de considérer
[21-24]
les employés comme des clients internes et les clients comme des employés externes . Dans
l'organisme centré sur l'humain, il convient que l'ensemble des employés et dirigeants adoptent les
uns envers les autres le même comportement que celui réservé à d'importants clients; en effet, c'est en
privilégiant un service client interne d'excellence que les organismes peuvent générer une interaction
positive, améliorer la communication et la coopération entre leurs différents services, harmoniser leurs
processus et procédures, et renforcer le moral et la satisfaction des employés. Cette approche améliore
également la santé et la sécurité au sein de l'organisme et contribue durablement au bien-être des
parties prenantes. Cela réduit les coûts, augmente la productivité et produit de meilleurs résultats.
De la même manière, les clients ne sont pas de simples acheteurs ou utilisateurs de produits et services:
ils apportent véritablement des ressources à l'organisme. Ces clients peuvent être considérés comme
des employés externes qui prennent part au développement et à la fourniture de produits et service. En
agissant de cette manière en qualité d'employés externes, ils apportent des ressources supplémentaires
au processus de création de valeur et augmentent la valeur pour l'organisme. La Figure 2 présente le
cadre de travail des parties prenantes.
Figure 2 — Cadre de travail des parties prenantes
5.3 Responsabilités de la direction
Du point de vue de la mise en œuvre d'un organisme centré sur l'humain, certaines distinctions peuvent
être établies entre les responsabilités traditionnellement affectées aux différentes catégories de
dirigeants, à savoir les cadres dirigeants, les dirigeants intermédiaires et les dirigeants de première ligne:
a) les cadres dirigeants et les dirigeants intermédiaires ont la responsabilité de co-créer de la valeur:
— en comprenant les perspectives stratégiques d'une approche centrée sur l'humain;
— en planifiant l'utilisation d'activités itératives centrées sur l'humain;
— en encadrant les activités centrées sur l'humain;
b) les dirigeants de première ligne ont la responsabilité de co-créer de la valeur:
— en déterminant à qui revient l'exécution des activités et en comprenant le contexte d'exécution
de ces activités;
— en spécifiant les besoins et exigences des parties prenantes;
— en assurant la production, la mise en œuvre, l'entretien et le retrait des solutions;
— en exécutant les activités d'appréciation et d'évaluation.
Le nombre de personnes employées à différents niveaux de direction varie selon la taille de l'organisme.
Par conséquent, il peut n'y avoir qu'un seul dirigeant, un petit groupe de dirigeants ou un grand nombre
de personnes occupant différents postes de direction (par exemple, cadres dirigeants, dirigeants
intermédiaires ou dirigeants de première ligne). C'est pourquoi les exigences énoncées dans le
présent document ne font aucune distinction entre les différents niveaux de direction et peuvent donc
s'appliquer aux diverses structures organisationnelles existantes.
6 Planification stratégique et activités centrées sur l'humain
Au sein d'un organisme, la sphère de responsabilité à travers laquelle doivent être appliqués les sept
principes de l'approche centrée sur l'humain augmente en même temps que le niveau hiérarchique. Il est
donc important que les dirigeants intermédiaires, et en particulier les cadres dirigeants, qui agissent
au nom de l'organisme, aient une solide compréhension stratégique de l'approche centrée sur l'humain
pour être en mesure de planifier efficacement les initiatives centrées sur l'humain dont ils assurent
l'encadrement global et qu'ils ont la responsabilité de superviser. Cette compréhension permet à ces
dirigeants de prendre des décisions pertinentes en matière de planification, notamment au regard de la
priorisation, de l'ordonnancement et de la coordination des initiatives, ainsi que de l'acquisition et/ou
de l'affectation de ressources pour ces initiatives.
Les résultats de la planification stratégique sont communiqués aux dirigeants de première ligne et
définissent le contexte des quatre activités centrées sur l'humain en lien avec l'ergonomie qui seront
menées de façon itérative par ces dirigeants de première ligne qui assument la responsabilité de
l'exécution des initiatives.
Les organismes doivent s'assurer que les dirigeants peuvent pratiquer chacune des activités itératives
centrées sur l'humain et basées sur l'ergonomie, telles que décrites ci-dessous, en mobilisant les
ressources nécessaires (par exemple, temps, argent, expertise, clients, consultants).
Ces quatre activités sont les suivantes:
a) Compréhension du contexte
— Appréhender le contexte dans lequel chaque groupe de parties prenantes interagit avec
l'organisme, et comprendre ainsi les effets de l'introduction d'un nouveau modèle ou de la
modification d'un système existant sur les intérêts du groupe de parties prenantes concerné.
8 © ISO 2019 – Tous droits réservés
Cette approche conduit à améliorer l'évolution et à favoriser le maintien de relations solides
avec les parties prenantes.
— Inclure dans les informations contextuelles à prendre en compte les caractéristiques des
activités, de même que les parties prenantes directement touchées, les systèmes spécifiques
ainsi que l'environnement organisationnel, technique et physique.
b) Analyse des besoins des parties prenantes et clarification de leurs exigences
Comprendre le contexte, identifier et analyser les besoins pertinents de tous les groupes de parties
prenantes, de manière à pouvoir identifier les solutions ou modifications requises.
c) Création, mise en œuvre, entretien et retrait des solutions
— Produire et mettre en œuvre des solutions sur la base de ces exigences.
— Gérer les solutions jusqu'à leur retrait, selon l'évolution des circonstances, des besoins, des
contextes et des caractéristiques des parties prenantes.
d) Appréciation et évaluation.
— Apprécier et évaluer certaines situations ou circonstances de manière fréquente et itérative
(autrement dit, au début d'un processus, mais également tout au long des cycles de vie du système
et à la fin de ces cycles). L'organisme est ainsi en mesure de se concentrer sur l'atteinte de ses
objectifs tout en préservant la qualité. Cette activité centrée sur l'humain est dite «centrale».
— Identifier la ou les perspective(s) dans lesquelles effectuer l'appréciation. Plusieurs perspectives
peuvent être prises en compte:
— à l'échelle de l'organisme (entre les différents systèmes, par exemple entre le service client
et le flux commercial);
— considérations internes à un système spécifique (par exemple, fonctions de formation du
personnel);
— entre les organismes (par exemple, opérations d'un organisme parent, organismes
réglementaires, organismes communautaires);
— entre les différents systèmes de gestion au sein de l'organisme (par exemple, impact d'un
changement entrepris par un dirigeant intermédiaire sur l'organisation du dirigeant de
première ligne).
— Mettre en œuvre des processus afin d'évaluer les informations recueillies dans le cadre d'une
évaluation (de manière formelle ou non) et de favoriser la prise de décisions raisonnables.
Ces activités centrées sur l'humain peuvent être appliquées, par exemple, en lien avec:
— des produits;
— des services;
— des lieux de travail;
— des postes de travail;
— les communications entre les organismes;
— les relations communautaires;
— les engagements environnementaux;
— la conformité légale.
Il existe une corrélation entre la planification stratégique et les quatre activités centrées sur l'humain
utilisées pour la co-création de valeur, comme l'indique la Figure 3. Ces activités peuvent être répétées
de manière cyclique, si besoin, jusqu'à obtention des résultats escomptés. L'exécution de ces activités
n'est soumise à aucun ordre chronologique spécifique; en réalité, l'ordre ou le point de départ, le cas
échéant, dépend des circonstances qui sont à l'origine des activités.
Figure 3 — Relations entre les quatre activités centrées sur l'humain du point de vue
1)
de la co-création de valeur
7 Responsabilités des dirigeants dans un organisme centré sur l'humain
7.1 Généralités
La suite du présent document se concentre sur l'établissement des exigences applicables aux dirigeants
selon quatre pratiques organisationnelles:
1) politiques de l'organisme;
2) activités de l'organisme;
3) considérations individuelles, utilisabilité et accessibilité; et
4) communication.
Il est implicitement dit et compris que les dirigeants ne peuvent être tenus pour responsables
des exigences du présent article que si elles entrent dans le cadre de leurs responsabilités et que si
l'organisme a fourni aux dirigeants les ressources et mandats nécessaires pour satisfaire aux exigences.
Ces exigences ont été établies dans le but de formuler des orientations générales en vue de la mise en
application des sept principes centrés sur l'humain au sein de l'organisme, de manière suffisamment
souple pour permettre à tout organisme de les appliquer dans le respect de sa culture, de sa structure
organisationnelle et de ses contraintes réglementaires locales. Ces exigences affectent l'exercice de
1) Schéma modifié de l'ISO 9241-210:2010, Figure 1.
10 © ISO 2019 – Tous droits réservés
certaines des responsabilités énoncées. Il est par ailleurs établi que l'ensemble de ces responsabilités
peuvent être exercées de différentes manières, selon les facteurs culturels et autres caractéristiques de
l'environnement.
Les exigences du présent article applicables aux dirigeants sont également répertoriées dans l'Annexe A,
en fonction des principes d'un organisme centré sur l'humain auxquels elles se réfèrent essentiellement,
et des types de parties prenantes affectés, avec en complément une référence à d'autres normes
connexes.
Il convient que les dirigeants procèdent à un examen organisationnel des responsabilités décrites dans
le présent article, afin d'identifier les responsabilités déjà assumées au sein de leur propre organisme.
Le respect de cette recommandation contribue à identifier les écarts ou les aspects qui méritent
une attention particulière et à organiser les plans de mise en œuvre des changements applicables
(l'Annexe B contient une liste de vérification destinée à faciliter cette analyse des écarts).
7.2 Politiques de l'organisme
7.2.1 Les organismes instaurent des politiques et procédures formelles afin non seulement de garantir
leur conformité avec les lois et réglementations, mais également d'assurer des performances homogènes
à l'échelle de l'organisme. Les paragraphes suivants décrivent les exigences applicables aux actions qu'un
organisme doit mettre en œuvre dans son approche centrée sur l'humain.
7.2.2 Il convient que les dirigeants fassent preuve d'honnêteté et de transparence concernant leurs
décisions, tout en respectant les contraintes légales et réglementaires ainsi que les aspects liés à la vie
privée et à la propriété intellectuelle. Il convient que les dirigeants documentent les processus suivis au
cours de la prise de décision et les communiquent clairement aux parties prenantes internes et externes.
7.2.3 Les dirigeants doivent identifier et comprendre leurs responsabilités en matière de protection de
la santé, de la sécurité et du bien-être des personnes affectées par leurs activités.
7.2.4 Les dirigeants doivent communiquer ouvertement avec les parties prenantes au sujet de leurs
exigences et des réponses proposées par l'organisme, en tenant compte des contraintes légales et
réglementaires, ainsi que des aspects liés à la propriété intellectuelle et au respect de la vie privée.
7.3 Activités de l'organisme
7.3.1 Généralités
La mission des organismes consiste à développer et mettre en œuvre ou fournir des produits, services
et systèmes. Certains de ces objectifs ont une portée interne, d'autres une portée externe, et d'autres
encore peuvent avoir une portée à la fois interne et externe. Les paragraphes suivants décrivent les
exigences centrées sur l'humain qui sont associées à la réalisation de ces objectifs organisationnels du
point de vue de l'intégration organisationnelle d'une approche centrée sur l'humain, de la planification
et de la gestion des opérations.
7.3.2 Intégration
7.3.2.1 Les dirigeants doivent tenir compte des différences individuelles et instiller une culture
organisationnelle fondée sur le respect et la considération des différences individuelles.
7.3.2.2 Les dirigeants responsables des activités métier, techniques et opérationnelles doivent suivre
un processus de résolution formel pour corriger les discordances potentielles ou réelles entre ces
activités et les caractéristiques et aptitudes humaines.
7.3.2.3 Les dirigeants responsables des initiatives centrées sur l'humain doivent documenter ces
initiatives et leurs effets au sein de l'organisme afin de fournir une base en vue d'une réutilisation
ultérieure.
7.3.2.4 Lors de leur prise de décisions, les dirigeants doivent tenir compte des besoins et exigences des
parties prenantes externes ainsi que de tout autre critère nécessaire.
7.3.2.5 Les dirigeants qui élaborent les spécifications techniques relatives à la conception ou à l'achat
de fournitures, d'équipements et d'installations réservés à un usage interne doivent prendre en compte
les caractéristiques et aptitudes des utilisateurs.
7.3.2.6 Les dirigeants responsables des appréciations du risque doivent prendre en compte les risques
de nuisance physique ou économique pour les individus ou les organismes, y compris les risques liés:
a) au travail physique;
b) aux capacités cognitives;
c) à l'environnement physique;
d) aux risques chimiques et biologiques;
e) aux conséquences économiques; et
f) aux conséquences environnementales au sens large (par exemple, au niveau légal, économique,
culturel, communautaire).
NOTE Une appréciation du risque peut également identifier des opportunités d'amélioration des conditions
de travail, des activités et des résultats de l'application de l'un des sept principes.
7.3.3 Planification
7.3.3.1 Les dirigeants qui planifient une
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