Technology For Human Work

Humaneering raises the bar for what people can achieve

DesignedWork™ v4.0 (beta), a breakthrough in work design and management effectiveness, made possible with the emerging applied science of humaneering, is available now for learning and application.

Why?

Read this page for the short story.

Got more time, there’s more detail on the next 5 pages.

In a hurry, here’s what matters most in a 98 second video >

Peter Drucker and others say it best:

“The single greatest challenge facing managers in the developed countries of the world is to raise the productivity of knowledge and service workers. This challenge, which will dominate the management agenda for the next several decades will ultimately determine the competitive performance of companies. Even more important, it will determine the very fabric of society and the quality of life in every industrialized nation.”

Drucker, Peter F., The New Productivity Challenge, Harvard Business Review (Nov-Dec 1991).

If we’re to get serious about raising the productivity of knowledge workers, we’ll need to have a much better understanding of people. Today’s knowledge is either too outdated or just ineffective, and the claims of new thinking are typically overinflated and rarely prove to be accurate. Do you have any thoughts on how we can get something better to work with?”

C-Suite Executive, Comment to Peter Drucker at the Knowledge Management Conference, San Diego (1999).

“The 19th century was marked by great achievements in engineering. Advances in psychology, sociology, and physiology should lead us to as striking advances in ‘humaneering’ during the twentieth century.”

Joseph Tiffin, The Psychology of Normal People (1940, p. 24), Industrial Psychology Professor, Purdue University

This illustration makes the point visually . . .

ENGINEering applies the physical sciences to improve the productivity of standardized task work.

HUMANeering applies the human sciences to improve the productivity of responsive knowledge work.

How?

Humaneering closes the “science-practice gap” in work design and workforce management. Development begins with the challenges of managers and experiences of employees, and continuously translates and synthesizes relevant human science from hundreds of disciplines in search of insights for creating better alternatives. These alternatives are conceived by panels of managers, scholars, practitioners and frontline workers, and then field-tested and refined into validated principles, methods and tools that everyone can use.

DesignedWork™ v4.0 (beta) is the first application created with humaneering. It responds to the challenge, and opportunity, for more productive knowledge work, a part of every person’s work.

Organizations can begin simply by (re)designing a single activity, process, role or job. DesignedWork increases an organization’s financial returns on human capital, while making people’s work and jobs more satisfying and rewarding.

The value of any technology is measured by the results of its application. Field trials of DesignedWork 3.0 (beta) consisted of more than 200 projects within people-dependent operations of 59 large companies. We asked to focus on their “toughest” or “most costly” people issues. DesignedWork “exceeded expectations” in all of the projects.

Industries

  • Automotive
  • Biomedical
  • Consumer Goods
  • Financial Services
  • Government
  • Healthcare Systems
  • High Tech

  • Hospitality
  • Pharmaceutical
  • Retail
  • Software
  • Telecom
  • Transportation
  • Utilities

Functions

  • Call Centers
  • Field Services
  • Human Resources
  • Logistics
  • Manufacturing
  • Sales

Regions

  • Americas
  • Europe
  • Middle East

What?

Developed with people-centric humaneering, the DesignedWork v4.0 protocol . . .

Increases the economic value people create with their work

Resolves many people issues that frustrate management

Makes work more meaningful, engaging, and satisfying

Creates jobs that attract and retain high-performers

That’s because DesignedWork 4.0, taps into latent human potential in biopsychosocial ways that work designs of the past never could.

Standardized manual “task work” is best designed and managed using physical science principles, or ENGINEering. Workers respond with obedience, endurance, diligence and dependence.

Responsive biopsychosocial “knowledge work” is best designed and managed with human science principles, or HUMANeering. Workers respond with expertise, commitment, creativity and initiative-taking.

Best of all, because the Humaneering Technology Initiative is a nonprofit global effort for public good, DesignedWork v4.0 (beta) is FREE to use. However, to minimize abuse and misapplication, we utilize intellectual property (IP) licensing to restrict direct access to people who develop and demonstrate the capability to use it wisely.

A Humaneering Proficiency Development Program is now available to prepare you to practice humaneering-based DesignedWork. Some users tell us the time, difficulty, benefit, and cost of learning DesignedWork is similar to learning Lean Six-Sigma. And the payback materializes so quickly that the investment in learning is negligible.

Join our “insider” Humaneering Community to try humaneering-based DesignedWork and decide for yourself. Start out with a IP Level 1 – Humaneering Intern license and enrollment in the first online course.

So What?

Very few of today’s knowledge workers are in roles, jobs and work environments explicitly designed for people to maximize their work performance. Yes, it’s true.

One reason for this is most executives and managers haven’t ever experienced what’s possible with professionally designed human work, and have become accustomed to, well, you know.

The old paradigm for work design may be good enough for the standardized task work that any willing worker can perform. But it’s not so good for people performing knowledge work. It wastes worker time and energy, saps engagement and potential, and create all kinds of extra work for managers.

When it’s people who make the difference in business success, it’s work design . . . maximizing the alignment of people, work and workplace to the business opportunity . . . that largely determines the limits of their performance. Systems precisely aligned, and everyone is operating at their top potential. Systems created ad hoc, and you’re wasting 30% or more of your payroll expense.

DesignedWork is a commercial-strength people-centric work design protocol, suitable for organizations of any size. It’s easy-to-use and context-sensitive, and can be applied to a single role or job, to and entire process or operation, or to all human work within the organization.

Though we are still learning why, DesignedWork v4.0 has a regenerative effect within organizations. This “non-zero-sum” characteristic, with sufficient exposure, creates a virtuous cycle of increasing productiveness across an organization. In part, this might explain why it has so many beneficiaries:

Individuals

  • Create more value
  • Start loving your work
  • Make a bigger difference
  • Earn more income
  • Achieve your potential

Managers

  • Spend less time managing people
  • Increase span of control
  • Get the best from people
  • Set performance records

Executives

  • Get first-mover advantage
  • Raise financial return on human capital employed
  • Foster innovation
  • Grow faster with less risk

Professionals

  • Increase business acumen
  • Add new services
  • Secure new clients
  • Meet increasing demand
  • Resolve people problems

Vendors

  • Prepare for the future
  • Feature new technology
  • Refresh existing products
  • Add new services
  • Create more value

Scholars

  • Reach wider audience
  • See your research applied
  • Support management
  • Access application data
  • Create the future

Investors

  • Leverage current investments
  • Increase productivity
  • Scale with lower risk
  • Compete organizationally

Governments

  • Increase productivity and employment levels
  • Prepare labor-market systems for the future
  • Regenerate society

Now What?

Hundreds of additional major companies will experiment with DesignedWork v4.0 during the next few years. Plus executives and managers already familiar with its potential tell us they will extend their applications to additional people-dependent operations.

This means many more independent humaneering professionals and in-company humaneering specialists are needed soon. Developing and supporting these future humaneers is the work of our “insider” Humaneering Community, where existing humaneers are preparing future humaneers to be the designers of human work for the 21st century.

1930s - 1970s

1939 – A business case for synthesizing the relevant sciences into a “humaneering” technology first appears in textbook by Industrial Psychology professors at Purdue University

1940s – 1960s Many new and more accurate theories of human behavior are developed by both scholars and practitioners

1980s - 1990s

1983-99 – Key principles for humaneering architecture and methodology emerge from a proprietary initiative consisting of many disciplined applications of human sciences to enable and support the redesign of large-scale, people-dependent business operations

1999 – Presentation of a scientific, economic, ecologic and systemic case for a humaneering technology at the World Productivity Congress in Edinburgh, Scotland spawns global interest

2000s - 2010s

2001 – Article in publication of the U.S. Institute of Industrial Engineers attracts start-up funding support

2002 – Humaneering Technology Initiative, LLC (“HTI”) is founded with initial focus on developing a new and more effective approach to managing human work in the 21st century

2005 – HTI launches Humaneering Institute, Inc. as a 501(c)(3) scientific organization, with a mission to develop and maintain humaneering technology for the public good

2009 – Private-beta testing of humaneering technology and the DesignedWork protocol (v3.0) begins, altogether reaching 59 host clients and more than 200 applications within people-dependent operations of major organizations

2020s - 2030s

2020 – Projected market requirement for 1,000+ in-company specialists, and 1,000+ independent professionals with a Level 6 IP-license or higher to support adoption of humaneering

2024 – Commercial release (including mobile access to design simulator and real-time organization-management decision-support system)

2026 – Educational release

2028 – Public release

This is a lot to consider, especially if you are only now finding out about humaneering.

If you would like to read more, the next five pages in the above menu are there to expand on what’s briefly outlined on this Home page.

Another option is to read some articles that offer deeper insights into how organizations are already using humaneering. Just click on the images below to download a PDF reprint. No registration required. Plus, there are additional articles here.

Autumn 2017

Rethinking Managerial Economics

The Fourth Industrial Revolution, currently underway, is changing work in ways organization leaders can benefit.

With “knowledge work” now accounting for more than 90% of all market value, the source of economic value has shifted from task and process design to the individual knowledge worker. To benefit, leaders will need to evolve their management practices and redesign human work and workplaces to better align with human nature.

The persistence of stagnating productivity and people problems organizations experience arise largely from outdated management models and methods, as if still managing machine operators on a production line. In contrast, knowledge workers capitalize on an opportunity by responding in unique ways to enable product and service differentiation.

Here’s how leaders can capitalize on this new potential for growth and profitability.

Spring 2017

Business Process Humaneering

Is it possible for organizations to adopt the coming new cognitive technologies without losing valued organization members or triggering a loss of organizational productivity?

It’s helpful to begin early to engage organization members as partners in the preparation. When humaneering is utilized for this advance work, the organization immediately experiences increased performance and productivity, while laying a cultural foundation that welcomes cognitive technologies.

The opportunity to maximize the return on any investment in cognitive technology is with “knowledge work”, whereas most applications of technology thus far have been to automate or augment production and logistic functions previously requiring physical work.

Humaneering improves knowledge work by applying design thinking and the most relevant science pertaining to human work. It transforms human capabilities into peak sustainable levels of human performance and organizational productivity, while increasing worker engagement and job satisfaction.

Click image for direct PDF download to new tab. No registration required.

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And when you are ready, we invite you to join the “insider” Humaneering Community. This helps to reduce security concerns. Inside, we will provide you with direct access to our services and support. 

Where?

This is all happening within our “insider” Humaneering Community.

Joining will provide you with insider knowledge, access to free and fee-based capability development programs, options for applying DesignedWork v4.0 (beta), opportunities to volunteer, and other ways you can get involved and benefit personally.

Humaneering Technology Initiative, LLC

A not-for-profit enterprise, supporting a global community of volunteer workforce managers, organization practitioners, academic scholars, frontline workers and more, creating (1) a biopsychosocial applied science and (2) a humaneering-based approach for optimal design and management of human work.

DesignedWork™ v4.0 (beta), a breakthrough in work design and management effectiveness, made possible with humaneering technology, is available now for learning and application.

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© 2017 Humaneering Technology Initiative LLC

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