Humaneering

Workforce management technology to design and manage 21st century human work for optimal outcomes

When the old methods no longer work well

It’s said that “necessity is the mother of invention.” And what better indicator of necessity than when

  • today’s people problems can’t be solved with the same old “best practices”
  • new people problems arise with no clear cause or solution
  • your organization expects better results with fewer resources
  • your operation struggles to find and retain job-ready people
  • digital technology and other changes make linear change now obsolete

This was the firsthand experience of HTI’s co-founders that motivated them to develop an up-to-date way to manage people that is in tune with today’s and tomorrow’s human work.

Once you experience humaneering, we think you’ll agree it is truly remarkable workforce management technology.

We’re pleased to offer v4.0 (open beta) to you now, so you can get started with updating your people-dependent operations. And we can barely contain our excitement for even further developments coming your way during the five years of this open beta release, beginning 2020.

Humaneering was first imagined in the 1930’s

The author, Joseph Tiffin, was distinguished in his field (e.g., President of the Society of Industrial/Organization Psychologists (SIOP), Department head at Purdue University, a pioneer in the use of testing for placement in industrial and military occupations, and textbook lead author). Plus his motivations were quite similar to ours.

As Tiffin explains in his textbook, The Psychology of Normal People, “the understanding most people have of human nature is ‘naive'” (p 26), generally lacking scientific quality in five important ways:

  1. is replete with hasty generalizations
  2. is disorganized
  3. is comprised of mostly imprecise terminology
  4. lacks effective methodology for problem solving
  5. doesn’t challenge the problems it creates

He concludes that having more accurate knowledge of human nature would routinely result in decisions that maximize economic performance. And this is precisely the objective HTI is achieving with humaneering.

“The value of learning more about ourselves and human nature is obvious. Our social, political and economic theories rest ultimately upon our understanding of human nature. Upon sound knowledge of human nature depends the possibility of directing social changes, so as to make social institutions and practices better suited to human needs. As citizens, then, we need to make our beliefs about human nature as sound and rational as possible.

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 20th century.”

Joseph Tiffin, The Psychology of Normal People (1940, pp 23-24)

Professor of Industrial Psychology, Purdue University

People are now working at higher levels of complexity

Engineering has been society’s go-to technology for the 20th century and, as society’s universal applied physical science, it is expected to continue meeting needs that involve purely physical nature (i.e., non-living systems).

Similarly, humaneering is expected to become society’s universal applied human science and begin meeting needs that involve human nature (i.e., living human systems).

The physical sciences developed centuries ahead of the human sciences, and as a result, engineering, which evolved from the mechanical arts of the 19th and 20th centuries and before, has dominated how we imagine and construct almost everything.

Engineering has worked remarkably well for physical projects like canals, buildings, railroads, machines and software, yet has been less effective for human projects like healthcare, education, law enforcement and human work, more often discounting people to little more than interchangeable physical objects.

The limits of engineering and the domain of humaneering are revealed in this infographic.

Humaneering capitalizes human potential

Humaneering and engineering, when applied together, each in its applicable domain, result in optimal human productivity.

Based on more than 200 field trails of humaneering-based work design and management, the organizations conducting these trials within their operations conclude that humaneering and engineering applied together will enable organizations to accomplish substantially more in the future than engineered work has in the past.

The following infographic illustrates how humaneering is vital to the effective design and management of responsive, people-dependent work (aka, Knowledge Work), whereas engineering will continue to guide the effective design and management of standardized, machine-like human work (aka, Manual Work).

Virtually every organization now experiences these challenges

The lost performance and other costs generated by these situations, if they were itemized in financial statements, would make any stakeholder ill. Humaneering provides highly effective and customizable solutions for each.

Managers Frustrated By Employees

1. Managers are frustrated by employees, unable to tap their full potential, and challenged to deal with the many people issues employees seem to create

Most managers experience most employees as a necessary “pain in the ass.” Simultaneously, most employee potential to create economic value remains untapped. Managers comment that attention spent on employee issues increases operating costs, limits span-of-control, interferes with other responsibilities and is a continuous source of frustration.

Employees Frustrated By Managers

2. Employees are frustrated by managers and feel unsupported, unappreciated, insecure and unfulfilled in their jobs

Most employees, while freely saying their jobs are “Okay”, are unfulfilled by their work. Human needs such as employment security, personal respect, meaningful challenge, personal fulfillment, biopsychosocial support, and development needs are rarely considered in the treatment, jobs, workplace cultures, and management practices they encounter.

Managers Overuse Controls

3. Managers' attempts to improve employee performance continue to emphasize controls, standardization, threats and incentives

Ample evidence from the human sciences point out the fallacy of using outdated Industrial Era “command and control” management practices with today’s more educated and culturally developed workforce whose “knowledge work” relies on people enjoying their work and feeling secure, respected, appreciated and fairly compensated.

Relevant Science Is Inaccessible

4. Human science knowledge that could be useful to managers and employees is not readily accessed, translated, integrated and applied

Developments in human science rarely reach most managers. HR admits to being no better informed. Furthermore, managers rarely have the time and temperament to search this knowledge, infinitely splintered into discipline silos and written for academics. Beyond this “gap”, only token bits of human science are taught in MBA and Management courses. And most what is taught about managing people originated in industry in the 19th century.

Today’s Work Is Too Different

5. 21st-century human work is too different and requires new job designs, workplace cultures and management practices

Executives, managers, HR professionals, entrepreneurs, investors, employees, government officials, and others do not have a reliable source of field-tested, science-based guidance for optimal design and management of the increasingly vital human aspects of human work. Engineering is no longer the answer, and in several widespread cases has become the problem. Humaneering and Engineering combined create high-performing, robust and scalable operating systems.

Digital Technology Demands People’s Best

6. Accelerated adoption of digital technologies leverages the impact of human nature on human work, making "loveable jobs" a priority

“Knowledge and service workers” are their most productive when they intrinsically love their jobs (e.g., employment terms, actual work, organization culture, challenges). Simultaneous with the adoption of new digital technologies will be the need to design employee jobs to make them loveable. This can be a substantial challenge for many organizations. Most managers and HR pros don’t know the science on what makes a job loveable to employees.

STAKEHOLDER opportunities

By resolving these six challenges and more, humaneering creates highly desired work outcomes for multiple stakeholders. Humaneering’s higher functioning, simultaneous objective satisfaction, non-zero-sum properties, and its truly regenerative potential have resulted in remarkable outcomes like these during field trials:  

Executives

  • Increased financial return on human capital
  • Inspired innovation and increase productivity
  • Accelerated adoption of cognitive technologies
  • Energized organizational responsiveness to change
  • Identified new strategic options for growth

Professionals

  • Developed actionable 21st-century business acumen
  • Learned new methods for resolving people issues
  • Added new services to their portfolio
  • Secured new clients with rare capabilities
  • Helped meet the demand for humaneering support

Vendors

  • Developed new products for the future
  • Featured humaneering compatibility now
  • Prepared to become tomorrow’s “go to” vendor
  • Enabled clients to create more economic value
  • Prepared a response to humaneering’s adoption

Scholars

  • Reached a wider audience with their ideas
  • Saw their research applied on a wider scale
  • Supported management’s on-the-job development
  • Increased their-access to field-application data
  • Achieved more of their scholarship potential

Managers

  • Learned how to manage people with systems
  • Spent far less time on people issues
  • Increased span-of-control plus operational precision
  • Hired the right people and got their best work
  • Set new operational-performance records

Individuals

  • Started loving their job and achieving more
  • Learned how to create new economic value
  • Made a greater difference to the organization
  • Earned more income and praise with less stress
  • Developed more of their real potential

Investors

  • Made post-acquisition operations improvements
  • Spotted undervalued people-dependent operations
  • Provided acquisitions a more efficient structure
  • Scaled operations faster and with lower risk
  • Gained first mover and organizational advantages

Governments

  • Increased employment and productivity levels
  • Improved labor-market systems for the future
  • Showed citizens how to create more economic value
  • Taught better methods for managing people
  • Regenerated a group’s love of work

History and development timetable for humaneering

1930s - 1970s

1939 – A business case for synthesizing the relevant human 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 numerous experimental field-applications of mostly human sciences to enable and support the redesign of large-scale, people-dependent business operations

1999 – The case for a universal “humaneering” technology to complement engineering and extend beyond some of its limitations was presented at the World Productivity Congress in Edinburgh, Scotland, and spawned global interest

2000s

2001 – Article, “A Case for Humaneering”, appears in journal of the U.S. Institute of Industrial Engineers, and within weeks attracts start-up support

2002 – Humaneering Technology Initiative (“HTI”) is founded by a group of managers and OD practitioners with initial funding by a retired engineer and first office established in Austin TX

2005-06 – Private beta testing for v1.0 conducted at large-scale people-dependent business operations selected through private placement

2008-09 – Private beta testing for v2.0 conducted with opportunity auctioned to operations management at top 500 US employers

2010s

2014-16 – Private beta testing for v3.0 conducted using selection of email-solicited project proposals from major consulting firms and top global employers

2018-19 – Private alpha testing of v4.0 at previously selected beta sites that continued or expanded humaneering’s application

2019 – Technology Transfer website opens and, during Humaneering Global Awareness Month 2019, communicates available opportunities and services to stakeholders

2019 – Open enrollment begins for  Humaneer Development and Licensing Program courses that begin in Jan 2020

2020s - 2030s

2020-22 – Satisfy projected global market requirement for 1,000+ in-company specialists, and 1,000+ independent Professional Humaneers (Level 5 IP-license or higher) to support the trial and adoption of humaneering

2020-24 – Five-year open release for beta testing of v4.0, providing opportunities and support for interested management to apply humaneering, and for other interested stakeholders to become better informed and learn to practice humaneering

2028-30 – Projected global commercial release of humaneering 

Humaneering technology-transfer services are available to you now

Clients of earlier releases (e.g., v3.0 private beta) guided the development of support services for this release to assure we provided the assistance you wanted at a value-based price.

If you are ready to see humaneering at work in one of your people-dependent operations, then consider one of the several application project options. If you are curious about how humaneering works or eager for your organization professionals to get licensed to use humaneering, then consider our growing list of public and professional development courses. And, for all stakeholders, you can catch up, gain strategic insight, and avoid ever falling too far behind by becoming an “insider” to humaneering’s development.

Application Projects

Transform your human work to a 21st century design

Witness firsthand a more human-centered, 21st century approach to design jobs and manage people to work at their full potential and achieve more, with greater job satisfaction. Virtually eliminate persistent people problems, and free-up managers to develop their operations.

Professional Development

Develop your professionals to capitalize on humaneering

Seize this early access to prepare HR, OD, I/O Psych and Engineering pros, and high-potential managers, to better capitalize human potential and support the organization’s operations. Stop wasting time and money on dated and ill-conceived methods that never worked very well.

Strategic Insight

Become an "Insider" to humaneering's progress

Give us your permission to keep you fully informed about humaneering’s development and application achievements. This way, you won’t lose sight of its presence and impact, and you can better time your organization’s initiative to capitalize on its potential.

Contact Us

Humaneering Technology Initiative

Technology Transfer - Mail Stop #513

14902 Preston Road, Suite 404

Dallas, TX  75254  USA

 

* We work remotely. This location receives mail and packages and is not routinely staffed.

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© 2002-2019 Humaneering Technology Initiative

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