executive overview of pcmm( people capability maturity model)
DESCRIPTION
Overview of PCMM, a powerful framework that encompasses best of the tenets of HR Score Card, Strategic HR, Talent Management Strategies, Business value of HR etc., for developing capable firms.TRANSCRIPT
Introduction to
People Capability Maturity Model
Version 2.0
by
Srinivas Thummalapalli
Improving OrganizationImproving Organization
Improvement programs have focused on
process
technology
not people
High maturity organizations
improvement required in workforce practices
not accounted for in the CMM for software
Many Organizations
want to improve workforce practices
do not know where to start
Improvement Program ShortfallsImprovement Program Shortfalls
Enabling people to deal with continual change in the
Organization
Managing skills and career growth
Ensuring consistent communication between management and
staff
Providing clear performance feedback
Overcoming low morale & burnout
Some of the People Issues
Become ‘Employer of Choice’
Learnability
Employability
Return per Employee
Enhance business performance
Manage
Intellectual Assets
Knowledge Capital
Measure HR’s contribution to the business
Provides common measurement framework
Allows benchmarking against best practices
Why Adopt People CMM ?
Overview
of
People CMM Version 2.0
Section 2
People Capability Maturity Model (People CMM) is a framework
that helps organizations successfully address their critical people
issues. It guides and helps organizations :
to improve their processes for managing and developing their
workforces
to characterize the maturity of their workforce practices
to set priorities for improvement actions
to integrate workforce development with process improvement
to establish a culture of excellence
What is People CMM?
Maturity Levels in People CMM
Level 1: Initial –
Inconsistent Management
Level 2: Managed –
People Management
Level 3: Defined –
Competency Management
Level 4: Predictable– Capability
ManagementLevel 5:
Optimizing – Change
Management
Repeatable
Practices
Competency based
Practices
Continuously
Improving Practices
Measured &
Empowered
Practices
Threads in the People CMM
Levels Developing
Competency
Building
workgroups &
culture
Motivating &
managing
performance
Shaping the
workforce
5
Optimizing
Continuous Capability Improvement Organizational
Performance
Alignment
Continuous
workforce
Innovation
4
Predictable
Competency
based assets
Mentoring
Competency
Integration
Empowered
Workgroups
Quantitative
Performance
Management
Organizational
Capability
Management
3
Defined
Competency
Development
Competency
Analysis
Workgroup
Development
Participatory
Culture
Competency
based practices
Career
Development
Workforce
Planning
2
Managed
Training and
Development
Communication &
Coordination
Compensation
Performance
Management
Work environment
Staffing
Initial Organization
• Workforce practices considered overhead
• performed hastilyAdministrivia
• Little training in managing peopleInconsistency
• Managers expect HR Department to administer workforce practicesDisplacement
• Workforce practices applied without analyzing impactRitualism
• Staff not loyal to the organizationTurnover
Managed Organization
• Executives commit organization to workforce developmentCommitted
• Unit managers take responsibility for performing basic practicesDisciplined
• Managers repeat successful practices regularlyRepeatable
• Staffing & Performance objectives based on planned commitmentsManaged
• Units know & manage their skill needsUnit-based
Level 2 Key Processes
Level 1 - Initial Level 2 - Managed
Compensation
Training & Development
Performance Management
Staffing
Communication & Coordination
Work Environment
Instill basic discipline into people related activities
Defined Organization
• Organization identifies knowledge & skills required by workCompetencies
• Workforce planning develops competencies needed by businessStrategic
• Workforce practices encourage & reward competency growthTailored
• Optimize impact of competencies on performanceParticipatory
• Organizational culture emerges from competence modelsProfessionalism
Level 3 Key Processes
Level 2 - Managed Level 3 - Defined
Participatory Culture
Workgroup Development
Competency based Practices
Career Development
Competency Development
Workforce Planning
Competency Analysis
Develop workforce competencies & workgroups, and align with
strategy
Predictable Organization
• Competency enables experience to be transformed into assetsEnabled
• Competency-based processes integrate across disciplinesIntegrated
• Workgroups own performance & some workforce activitiesEmpowered
• Capability & Workforce practices are managed quantitativelyQuantitative
• Workforce capability & Process capability predicts performancePredictable
Level 4 Key Processes
Level 3 - Defined Level 4 - Predictable
Organizational Capability
Management
Organizational Performance
Management
Competency-based Assets
Mentoring
Empowered Workgroups
Competency Integration
Quantitatively manage workforce practices & establish
competency-based teams
Optimizing Organization
• Individuals & Workgroups continuously improve capabilityCapable
• Performance aligned across the organizationAligned
• Continuous improvement of workforce practices and activitiesInnovative
Level 5 Key Processes
Level 4 - Predictable Level 5 - Optimizing
Continuous Workforce Innovation
Organizational Performance
Alignment
Continuous Capability Improvement
Continuously improve and align personal, workgroup &
organizational capability
Evolution of a Concept
Competency Growth
Level 1: Nil
Level 2: Training & Development
Level 3: Competency Development
Level 4: Mentoring, Organizational Capability Management
Level 5: Continuous Capability Development
Contact
Srinivas Thummalapalli
Skype: srinivast1
Twitter: @srinivast
http://www.linkedin.com/in/srini07