ISO 27501 The human-centred organization - Guidance for managers
This document is intended to provide requirements and guidance 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.
The managers can understand:
- The benefits of being human-centred
- The responsibility of organizations to be human-centred
- The growth of a human-centred approach from design to organizations
- Characteristics of the human-centred approach to design
- The human-centred approach, regulation, and legislation
This document can be used:
- by managers to understand and improve human-centred aspects of their activities;
- by managers to identify how their staff can improve human-centred aspects of their activities;
- to provide a basis for training managers how to be human-centred;
- to provide a basis for organizations to evaluate the performance of managers.
This is not a management systems standard. Nor is it intended to prevent the development of standards that are more specific or more demanding. This international standards provide seven principles of human centeredness that enable organizations to reflect on customers, employees and wider community.
It also addresses D&I (Diversity & Inclusiveness)
The seven principles 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 well-being are business priorities;
- value employees and create a meaningful work environment;
- be open and trustworthy;
- act in socially responsible ways.
The risks and opportunities in being huma centered
The guidance requires caution in failure to apply human-centred principles by :
- understanding complexity of risk
- Assessing risk
- Managing and mitigating risk
Terms & Defininins
In the context of Human Capital
Diversity means: Variety of abilities, skills, experiences and cultural backgrounds, in all stakeholders.
Inclusion means: To value and leverage differences to achieve superior results
Diversity Factors : Examples
| Natural | Social | Organizational | Individualistic |
| Age | Education | Occupation | Leadership style |
| Physical ability | Class / Income | Job levels | work habits |
| Race | Language / accent | Job classification | performance expectations |
| Ethnicity | Marital status | Function | personality type |
| Gender | Parental status | Work location | communication style |
| Military experience | work shift | ||
| Religeous belief | Skills | ||
| Sexual orientation | Years with the organization | ||
| Geographical location | |||
| Nationality | |||
| <-----Others-----> | |||
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E-Qual receives appreciation from TI Group
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E-Qual receives appreciation from Mahindra & Mahindra
for knowledge support in implementing Energy Management System to ISO 50001: 2018
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"We are extremely delighted to have your consultancy for the successful completion of the process
Thank You for all your support and guidance"
Regards,
MRV Infra Management
E-Qual receives appreciation from Salcomp
We are extremely appreciative of the efforts of Management Consultants E-Qual.
As implementing partner of Assist, they developed skills, 20 QEHS Champions (Quality, Environmental, Health and Safety ) in our supply chain and bringingout an excellent QEHS implementation handbook for continued guidance in their day to day implimentation
Managing Director
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