Consulting

Anticipation, management
and risk management

Analysis of the organisation is based on a detailed understanding of activities, procedures, tools and contexts (referred to as a socio-technical system). Human design Group has over 30 years' experience in the field of organisational and human factors studies, gained in a variety of organisations, particularly high-risk ones (nuclear, aeronautical, transport, industrial).

The Human Factors Integration Plan (HFIP)

To achieve this, we integrate a Human Factors Integration Plan for our customers right from the design phase. We help them to :

Understanding and anticipating the risks associated with organisational and human factors
Define the Human Factors Integration Plan specific to the project
Improving feedback from experience (REX)
Writing Security Reports

Human Design Group carries out expert assessments and studies to anticipate and understand the risks associated with organisational and human factors for the reliability of facilities. Our teams are involved both in the design of facilities and in safety reviews during the operating phase of sensitive installations.

Analysis

Socio-technical diagnosis

Socio-technical diagnosis plays an essential role in any approach to integrating organisational and human factors. It also offers its own advantages. By accurately mapping the current state of the organisation, it highlights the interactions between the human, technological and organisational components.

Process optimisation and operational performance

This understanding of internal processes makes it easier to identify bottlenecks, inefficiencies and friction points, thus revealing relevant solutions. What's more, it encourages employee involvement by including them in the thinking and decision-making processes, thereby reinforcing their commitment to change.

Support

Human Factor Integration Plan (HFIP)

A Human Factors Integration Plan (HFIP) is a methodological approach aimed at integrating the needs, capabilities and preferences of users into the design process. It consists of identifying, analysing and taking into account human aspects (cognitive, ergonomic, social, emotional, etc.) to ensure that the complex system is usable, safe and efficient for end users.

Cognitive, ergonomic and social dimensions

The HFIP includes steps such as activity analysis, task modelling, user-centred design, ergonomic assessment, user training and human factors risk management. The aim here is to optimise overall system performance by taking into account the interaction between technical and human components.

Digital transformation

Supporting change

Analysis of human and organisational factors enables us to understand how individuals and the organisation will react to the planned change. This includes assessing skills, attitudes, needs and organisational cultures. This information, which is essential for designing appropriate change strategies, includes employees in the process, making it possible to anticipate resistance and design effective training and project communications.

Continuity and successful transitions

In short, organisational design helps to minimise interruptions in the process, to encourage buy-in from those involved in the change and to guarantee the success of a transition to new practices or organisational structures.

Human Centred Design

Our approach

Our approach is to create products, services, spaces and systems that take account of users' needs, capabilities and constraints, while integrating organisational structures and processes.

It can be described in a few key stages:

Understanding the context :

Identification of the stakeholders, users and interest groups involved in the project.
Analysis of organisational objectives and constraints, including the organisation's culture, internal processes, policies and any standards.
Gathering data on usage and organisational requirements.

Research and analysis :

Setting up user research to gather relevant information (interviews, observations, surveys and various evaluations (ergonomic in particular).
Data analysis and identification of patterns, trends and opportunities for improvement.
Assessment of existing systems and processes to identify any shortcomings (ergonomic and/or organisational).

Concept development :

Production of concepts and scenarios based on insights gained from user research.
Creation of prototypes or conceptual models to visualise potential solutions.
Co-design with users and stakeholders to benefit from upstream feedback.

Detailed design :

Transformation of the selected concepts into detailed specifications focusing on ergonomics, accessibility and organisational efficiency.
Designing systems, interfaces and operational processes.
Integration of solutions that meet needs while respecting organisational requirements.

Tests and iterations :

User testing to assess usability, user-friendliness, performance and user satisfaction.
Organisational tests to assess the effectiveness of processes and new structures.
Iterative revisions based on test results.

Implementation and follow-up :

Deployment of selected solutions (products, services or systems).
Ongoing monitoring to ensure that solutions are operating in line with user expectations and organisational objectives.

Training and awareness :

Training end-users, employees and operators on new solutions or processes.
Raising awareness of the importance of ergonomics and human aspects in design.

Continuous improvement :

Gathering data on the actual use of solutions to identify new opportunities for improvement over time.
Periodic reviews to ensure that solutions meet the changing needs of users and the organisation.

This design methodology enables solutions to be devised that align the user experience with the organisation's objectives. It encourages collaboration between designers, ergonomists, stakeholders and management teams to ensure holistic, human-centred design.

Performance and competitiveness