Take the guesswork out of managing people and organizations

With humaneering, you manage people confidently and achieve much more with your organization

Results in major companies show that with humaneering you can finally

  • Understand and resolve all people and workforce challenges
  • Increase employee engagement, productivity, and retention
  • Cash out of organization inefficiencies from years of ambiguity
  • Accelerate responsiveness, innovation, and digital adoption



Any executive running a business that depends on people has a problem. Let’s call it under-performance — achieving less than the potential of the people employed. Often 50% less, or worse.

It may surprise you to learn that the people are not the problem. More than 80% of the people hired are more than capable and eager to do their new job.

The problem leading to this underperformance is: 

  1. The ambiguity of what is necessary to develop a highly effective business organization
  2. The incomprehensibility of the collective advice now provided

This essential knowledge is not taught in B-school or learned from the business press or thought leaders. These sources share well-intended ideas, but executives quickly learn on the job there are no bad ideas, just bad decisions.

This leaves executives guessing. Intelligent guessing, certainly, but far from the fact-based rational decision-making and problem-solving most executives would prefer.


Today’s human sciences explain people very well, but this knowledge has limited use to management in its current form:

  • inconvenient sources
  • foreign language
  • fragmented insights
  • siloed disciplines
  • untested applications
  • no accountability


But what if this knowledge was continuously combined, translated, and synthesized into business acumen, and then applied, tested, and optimized within the real-time operations of major companies to simultaneously meet the needs of executives, managers, and workers?

That’s humaneering!

Then imagine what’s possible when you create a digital twin of your organization and people-dependent operations for design and diagnostics support. Or when you link to a new digital global talent marketplace capable of matching a fact-based representation of your jobs with a fact-based representation of the people available globally. And so on.

Humaneering will do for the human side of business what engineering has done for the physical side — answer the question of what is necessary — thereby enabling much greater human and organizational achievement with much less waste.

Both are unified technologies of applied science, however humaneering is based on science that explains human nature whereas engineering is based on science that explains physical nature.


The evolution of human work during the 20th century and since — from repetitive physical work to responsive knowledge work — has shifted the focus in human work to higher level human capabilities that are deeply rooted in human nature.

The effect of this shift in human work and its importance to management cannot be overstated. All employees today are knowledge workers, yet most continue to be organized, managed, and generally treated too much like factory labor, which naturally shuts down most of their achievement potential.

Resolving this misalignment is a huge business opportunity.

“It is the individual knowledge employee who decides in large measure what he or she will contribute, and how great the yield from his or her knowledge can or should be.”

“‘Loyalty’ from now on cannot be obtained by the paycheck; it will have to be earned by proving to knowledge employees that the organization which presently employs them can offer them exceptional opportunities to be effective.”

Post-Capitalist Society (1993, p. 66)

Dr. Peter F. Drucker

Distinguished Management Scholar


Humaneering synthesizes:

  1.   All relevant B-school teachings and management literature
  2.  Up-to-date insights from 200+ relevant science disciplines
  3.  Findings from controlled real-time application experiments in major companies
  4.  Results from scaled applications across operations, industries, and regions

The result is unprecedented situational clarity and precision guidance for designing, organizing, and managing human work to exceptional levels of business performance and employee satisfaction.

HTI’s corporate Development Partners, who have access to humaneering during its development, are routinely resolving today’s seemingly intractable people-related problems and creating spontaneous improvements to employee engagement, productivity, job satisfaction, and more.

Furthermore, the financial impact is so substantial that it has prompted several Development Partner CFOs to create a managerial accounting entry, Organizational EBITDA, to isolate, track, and manage the financial value created simply by reducing or eliminating organizational inefficiencies.


Humaneering was conceived at Purdue University in the 1930s by Professor Joseph Tiffin, an industrial psychologist and pioneer in the creation of job-placement methods, and his colleagues.

Tiffin determined that the root cause of organizational ineffectiveness and inefficiency was suboptimal decision-making about employees resulting from lack of “scientific quality” in management’s understanding of human nature, which Tiffin said arises in several ways:

  • Knowledge consists mostly of hasty generalizations
  • Cause and effect are expressed with imprecise terminology
  • Managers fail to recognize problems current decisions create
  • Managers use a problem-solving methodology based on things (i.e., physical nature versus human nature)

He concluded that unifying the human sciences into a management technology — humaneering — could guide management to more effective organizational decision making and problem solving.

“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.”

The Psychology of Normal People (1940, p. 24)

Dr. Joseph Tiffin

Professor, Purdue University


Humaneering demonstrates what Peter Drucker (i.e., knowledge work is deeply rooted in human nature) and Joseph Tiffin (i.e., humaneering will enable more effective management decisions about people) were telling us.

Field tests, experiments, and scaled applications within the people-dependent operations of HTI’s corporate Development Partners confirm the cause of today’s organization challenges and demonstrate a surprisingly simple solution.

Today’s diminished employee engagement, productivity, and satisfaction, and derivative challenges with hiring, performance, and retention, are rooted in today’s holdover management methods, which were conceived in the Industrial Era to manage employees performing standardized physical task work.

These methods have always diminished the achievements of complex sociocognitive knowledge work. And now the evolution to knowledge work is so far along that this negative impact is pervasive and too costly to ignore.

It should come as a relief that today’s organization challenges are caused by nothing more than a misalignment of management methods, which management controls.

As demonstrated repeatedly by HTI’s Development Partners, just resolving this misalignment and the problems it is causing has the potential to revitalize organizations and achieve performance levels far exceeding management’s imagination.


HTI was conceived in the late 1990s, then formally launched as an independent, self-funded nonprofit organization in 2002 by a small group of organization executives, professionals, and scholars.

They, like so many others, were frustrated by the endless ambiguity, incomprehensibility, and ineffectiveness of the best available advice for how organizations could most effectively capitalize the potential of their employees.

HTI follows a secretive “skunkworks” R&D playbook for efficiency and to avoid adding even more noise to the existing marketplace for advice.

To date, this work has involved more than 1,200 science scholars, and hundreds of organization executives, managers, consultants, and practitioners.

Releases of humaneering have been field tested between 2005-2008 (v1), 2009-2014 (v2), 2016-2021 (v3), with each new release adding accuracy and power to humaneering, while launching development of new capabilities for the next release.

In November 2022, HTI launched its latest release of humaneering for application between 2023 and 2026.


Humaneering’s development model – studying controlled applications in real-time business operations –is not only creating a technology for the human side of business. It is rewarding HTI’s Development Partners with sustainable operational and financial advantages that are mostly undetectable and inimitable by competitors.

HTI’s Development Partners typically progress through three stages, yet the program is entirely customizable to address management’s objectives.

Stage 1 begins with several “proof-of-concept” improvements to resolve glaring problems and demonstrate how humaneering works.

For many executives, this is their first and best opportunity to discover that today’s conventional organization design and management practices are outdated and have not kept up with the evolution of human work

Stage 2 capitalizes on these cases with a threefold emphasis:

  • Creating organization breakthroughs to support key strategic objectives
  • Making humaneering available to unit managers eager to solve problems and seize opportunities
  • Developing the organization’s people to apply humaneering without HTI’s support

By Stage 3, Development Partners are using humaneering independently to resolve problems and improve operations across their organization.

In addition, Development Partners influence HTI’s direction with humaneering, remain informed of new developments, and routinely get opportunities to pioneer emerging solutions.


Recruiting is now underway through February 2023 for interested executives to enroll their company in the HTI corporate Development Partner program and get early access to humaneering’s newest version (v4.0 beta) between 2023 and 2026.

Openings are limited and start dates can be delayed to Q4 2024, so now is the time to act.

The Development Partner program provides executives with:

  • Full access to humaneering and HTI’s humaneering professionals
  • Proven application processes and practices
  • Spontaneous project support for as long as it is needed
  • Money-back guarantee if not fully satisfied
  • Strict privacy and confidentiality

Current Development Partners include some of the most recognized names in business and range in size from 5,000 to over 200,000 employees, represent 16 industry sectors and have headquarters in the Americas, Europe, Asia-Pacific, and Middle East.

HTI does not have a sales force, so do not expected to be contacted or receive follow-ups. Enrollments are being accepted through February 2023 or until the openings are committed.

If interested, schedule a time to talk with HTI’s CEO at your earliest opportunity.


These published articles, while they do not teach humaneering, will help organization executives, managers, and professionals develop insights into why humaneering is so powerful and how current Development Partners are capitalizing on their early access.

Available for download for a limited time. No registration required.

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A Case for Humaneering (IIE Solutions, May 2002)

This article appeared in the member magazine for the Institute for Industrial Engineers, a U.S.-based professional organization concerned with the application and profession of industrial engineering.

Business Process Humaneering (Management Services, Spring 2017)

This article appeared in the member magazine of the Institute of Management Services, a U.K.-based professional organization concerned with the practice of management and improvement of productivity.

HR 'Special Forces' (Management Services, Spring 2018)

This article appeared in the member magazine of the Institute of Management Services, a U.K.-based professional organization concerned with the practice of management and improvement of productivity.

Create a Platform for Continuous Organizational Innovation, Improvement and Change (Management Services, Summer 2020)

This article appeared in the member magazine of the U.K.-based professional organization concerned with the practice of management and improvement of productivity.

Productivity Mystery Solved (Management Services, Autumn 2021)

This article appeared in the member magazine of the U.K.-based professional organization concerned with the practice of management and improvement of productivity.

How to Improve Knowledge Work Productivity (Management Services, Winter 2022)

This article appeared in the member magazine of the U.K.-based professional organization concerned with the practice of management and improvement of productivity.