SIST EN ISO 27501:2019
(Main)The human-centred organization - Guidance for managers (ISO 27501:2019)
The human-centred organization - Guidance for managers (ISO 27501:2019)
This International Standard provides requirements and recommendations for the managers of ergonomics associated with various types of organizational activities.
This International Standard is not a management system standard. It is not intended or appropriate for certification purposes or regulatory or contractual use.
This International Standard is not intended to prevent the development of national standards that are more specific or demanding.
Die menschzentrierte Organisation - Anleitung für Führungskräfte (ISO 27501:2019)
Dieses Dokument ist für den Gebrauch durch Organisationen vorgesehen, die sich die in ISO 27500 beschriebenen Grundsätze der Menschzentriertheit zu eigen machen und umsetzen wollen.
Dieses Dokument soll Anforderungen festlegen und Empfehlungen für die Arbeitswissenschaft und den ergonomischen Ansatz für eine erfolgreiche und nachhaltige menschzentrierte Organisation geben. Es erläutert die Verantwortlichkeiten der Führungskräfte von der Organisationsstrategie bis hin zur Entwicklung von Verfahren und Prozessen, die die Menschzentriertheit und die Umsetzung dieser Verfahren und Prozesse ermöglichen.
Dieses Dokument legt Anforderungen und Empfehlungen für Führungskräfte und die Maßnahmen fest, die ergriffen werden müssen, damit eine Organisation das Ziel erreicht, den Menschen in den Mittelpunkt zu stellen (Menschzentriertheit).
Dieses Dokument kann wie folgt angewendet werden:
a) von Führungskräften, um menschzentrierte Aspekte ihrer Tätigkeiten zu verstehen und zu verbessern;
b) von Führungskräften, um zu identifizieren, wie ihre Mitarbeiter menschzentrierte Aspekte ihrer Tätigkeiten verbessern können;
c) als Grundlage zur Schulung von Führungskräften darin, wie sie menschzentriert agieren können;
d) als Grundlage für Organisationen zur Bewertung der Leistung von Führungskräften.
Dieses Dokument ist keine Managementsystemnorm. Es ist auch nicht dazu bestimmt, die Entwicklung von Normen, die spezifischer oder anspruchsvoller sind, zu verhindern.
Organisme centré sur l'humain - Lignes directrices pour les dirigeants ISO 27501:2019)
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.
Organizacija, osredotočena na človeka - Smernice za vodje (ISO 27501:2019)
Ta mednarodni standard vsebuje zahteve in priporočila za vodje ergonomije, povezane z različnimi vrstami organizacijskih dejavnosti.
Ta mednarodni standard ni standard s področja sistema vodenja. Ni namenjen ali primeren za namene certificiranja ali uporabo v zakonodaji ali pogodbenih odnosih.
Ta mednarodni standard ni namenjen za preprečevanje razvoja nacionalnih standardov, ki so bolj specifični ali zahtevni.
General Information
Standards Content (Sample)
SLOVENSKI STANDARD
SIST EN ISO 27501:2019
01-september-2019
Organizacija, osredotočena na človeka - Smernice za vodje (ISO 27501:2019)
The human-centred organization - Guidance for managers (ISO 27501:2019)
Die menschzentrierte Organisation - Anleitung für Führungskräfte (ISO 27501:2019)
Organisme centré sur l'humain - Lignes directrices pour les dirigeants ISO 27501:2019)
Ta slovenski standard je istoveten z: EN ISO 27501:2019
ICS:
03.100.30 Vodenje ljudi Management of human
resources
SIST EN ISO 27501:2019 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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SIST EN ISO 27501:2019
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SIST EN ISO 27501:2019
EN ISO 27501
EUROPEAN STANDARD
NORME EUROPÉENNE
March 2019
EUROPÄISCHE NORM
ICS 13.180
English Version
The human-centred organization - Guidance for managers
(ISO 27501:2019)
Organisme centré sur l'humain - Lignes directrices Die menschzentrierte Organisation - Anleitung für
pour les dirigeants (ISO 27501:2019) Führungskräfte (ISO 27501:2019)
This European Standard was approved by CEN on 15 February 2019.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2019 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 27501:2019 E
worldwide for CEN national Members.
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SIST EN ISO 27501:2019
EN ISO 27501:2019 (E)
Contents Page
European foreword . 3
2
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SIST EN ISO 27501:2019
EN ISO 27501:2019 (E)
European foreword
This document (EN ISO 27501:2019) has been prepared by Technical Committee ISO/TC 159
"Ergonomics" in collaboration with Technical Committee CEN/TC 122 “Ergonomics” the secretariat of
which is held by DIN.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by September 2019, and conflicting national standards
shall be withdrawn at the latest by September 2019.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,
France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,
Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,
Turkey and the United Kingdom.
Endorsement notice
The text of ISO 27501:2019 has been approved by CEN as EN ISO 27501:2019 without any modification.
3
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SIST EN ISO 27501:2019
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 27501:2019(E)
©
ISO 2019
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SIST EN ISO 27501:2019
ISO 27501:2019(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, 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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Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
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SIST EN ISO 27501:2019
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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
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SIST EN ISO 27501:2019
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Foreword
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.
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SIST EN ISO 27501:2019
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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.
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SIST EN ISO 27501:2019
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]
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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.]
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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).
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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
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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).
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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 stakeholder
...
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