By fully embracing what helps people thrive, so too do organizations.
Resourceful Humans & our Methodology
Being Human-Centred
In broadest terms, the human-centred organization can be defined as any organization concerned with common-good purpose and creating an environment where human beings can thrive [1]. The approach is now moving into the mainstream in response to evolving societal expectations about how organizations should operate, and a growing recognition of the compelling business case.
The specific model typically varies with the operating context of each organization; however, human-centred organizations share a common set of characteristics in how they approach their people and culture. Here's how we define those characteristics:
The organization is committed to legal and ethical practices that further human growth and dignity. It takes responsibility for its impact on employees, their families, and the wider community, not just its customers or shareholders.
Formal programs and initiatives actively support interdependence between individuals and the community.
Social Good
Characteristic 08.
People feel psychologically safe to show up to work as their authentic selves. They voice ideas, questions, concerns, or mistakes, without fear of negative consequences.
Diverse teams bring varied perspectives supporting innovation and informed decisions. Similar outcomes are achieved by factoring the varying needs and circumstances of people, not by treating all people identically.
Diversity, Equity & Inclusion
Characteristic 07.
Workplace culture promotes collective ownership of health and safety at all levels. Work-life balance is protected through flexible work arrangements that accommodate diverse needs.
Well-being is a strategy, not a perk. Policies, programs, and work environment reflect a proactive approach to total wellness, encouraging behaviours that promote physical, psychological, social, spiritual, occupational, intellectual, and financial health.
Health, Safety & Well-Being
Characteristic 06.
Well-rounded incentive packages provide compensation, benefits, and other advantages to attract, engage, and retain talented people.
Coworkers receive equal pay for work of equal value based on the comparable skills, effort, responsibility, and working conditions. Compensation structures are openly shared, reflect fair market rate, and factor living wage, not minimum wage as a baseline.
Total Rewards
Characteristic 05.
Support and resources are provided to ensure people develop the abilities, skills, and knowledge necessary to master their work. A commitment to lifelong learning helps to cultivate continual improvement.
Collaborative planning nurtures alignment between individuals’ career aspirations and the anticipated needs of the organization, through promotion, lateral move, or role development.
Professional Growth
Characteristic 04.
Trust is built through radical transparency. Co-workers are well- informed about organizational decisions, goals, and challenges, and actively involved in decision-making on meaningful issues.
Information and ideas flow reciprocally through the organization with the understanding that collaboration fosters innovation, and that those closest to the work often hold the greatest insights.
Involvement & Participation
Characteristic 03.
Jobs are designed in ways that maximize job satisfaction. This, in turn, keeps people engaged, productive, and likely to stay.
Job satisfaction arises from several important factors, including stimulating work, potential for job mastery, freedom to decide how work is completed, connectedness with others, and low negative impact of work on psychological health.
Intelligent Job Design
Characteristic 02.
Leaders at all levels understand the business case for the human-centred approach. They maintain a holistic perspective to make well-informed decisions.
Leaders are committed to fostering self-awareness, vulnerability, and authenticity. They demonstrate integrity, accountability, and empathy, while coaching, developing, empowering, and inspiring their team.
Enlightened Leadership
Characteristic 01.
The White Paper
To learn more, download the free white paper; Human-Centred Workplaces: The Business Case (coming soon).
Development of unique people and culture into a source of competitive advantage.
Justifiably stronger reputations.
Lower employee turnover and associated costs.
Greater competitiveness attracting talent, achieving higher-quality hires and shorter time to hire.
Lower employment-related risk, including risk of financial loss.
Greater innovation, including responsiveness to opportunities and resilience in the face of unforeseen challenges.
Stronger team engagement, collaboration, and performance.
Higher customer satisfaction and loyalty, resulting in greater revenue and profitability.
The human-centred approach is moving into the mainstream in response to evolving societal expectations about how organizations should operate, and a decline of the popular misconception that treating people well is a conflict with financial success. On the contrary, treating people well is a vital necessity for any organization seeking long-term financial health and sustainability.
The business case is clear and compelling. Compared to organizations that prioritize productivity over the well-being of their people, Human-Centred Organizations outperform across all metrics that matter, including:
The Business Case
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1. Maya Townsend and A. Georges L. Romme, "The Emerging Concept of the Human- Centered Organization: A Review and Synthesis of the Literature". Humanistic Management (2024) 9:53–74.