navigating the labyrinth of modern hr · 2011. 11. 2. · 3 session “navigating the labyrinth of...

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Session “Navigating the Labyrinth of Modern HR: People CMM® as a Guide for Continuous Change, Innovation and Human Capital Management”

HRO Summit Europe 2011. Barcelona, November 4th 2011. By Yan Bello, PMP. SpaceMinds® - [email protected] www.spaceminds.com

Navigating the Labyrinth of Modern HR People CMM® as a Guide for Continuous Change,

Innovation and Human Capital Management

By Yan Bello Méndez, PMP President & Founder of SpaceMinds®

SCAMPI Lead Appraiser & Instructor for People CMM® Appreciative Inquiry (AI) Certificate in

Positive Business & Society Change

www.spaceminds.com

colorful thinking better practices sustainable value

HRO Summit Europe 2011 Barcelona. November 4th, 2011

SpaceMinds Doc.ID: SM11223_V111021

“Navigating the Labyrinth of Modern HR: People CMM® as a Guide for Continuous Change, Innovation and Human Capital Management” HRO Summit Europe 2011. Barcelona, November 4th 2011. By Yan Bello, PMP. SpaceMinds® - [email protected] www.spaceminds.com

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Session‟s abstract

In today' s globalized business landscape, HR is frequently challenged in numerous organizations with conflicting expectations. From the need to contribute more value and align itself with the business, to facilitating growth and development for people across diverse organizations and cultures; or the frequent claim that HR must become an strategic partner of business/line management... all of these of course- without turning its back to the day-to-day responsibilities: training, recruiting, compensation, etc. The fact is that quite often the HR function is under tremendous tension, facing conflicting views such as cost vs. investment considerations/decisions, short term vs. long term, or strategic vs. tactic. And, by looking at some current trends in the turbulent present: shrinking labor availability; aging-soon retiring workforce; immigration; globalization; knowledge intensive works, etc. the situation only appears to be becoming more challenging. In this context, modern organizations face the challenges of having a prepared and capable workforce that is properly trained and knowledgeable on its core competencies with a continuous change-readiness mindset, which cannot be achieve by HR' s devised training programs along. This deep-dive presentation will provide an overview of Carnegie Mellon University‟s People Capability Maturity Model (People CMM®) for addressing such challenges. People CMM® is a state-of-the-art human capital management, organizational development and change management model that helps organization of all sizes and sectors become more competitive and innovative by transforming the organizational culture in various stages (improving organizational maturity).

http://www.spaceminds.com/

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A „bit‟ about me …

Insatiable curiosity Discovering – Researching - Learning

“Knowing” & Sharing

Mathematics – Artificial Intelligence (AI) IT-SW Engineering

Project Management - PMI® SEI’s People CMM® / CMMI

Appreciative Inquiry (AI) - Leadership General Management / HR-HCM

Effectiveness / Consulting Creating Sustainable Change

Cognitive Diversity & Culture…

Traveling & photography & challenges…

www.yanbello.com www.spaceminds.com


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The Change Challenge: Is everything already said (& “done”)?

1→∞?

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SpaceMinds® Service Areas

& Highlighted Value Propositions…

Official CourseIntroduction to People CMM®

Diagnostics,Improvement Plans

& Benchmarking

Training &Competency Development

SCAMPI appraisalswith People CMM®

Consulting,Better Practices &

Change Management

SpaceMinds SL, Carnegie Mellon SEI - Partner for People CMM®

Research &

DevelopmentModels, Methods &

Applications

Organization

& StrategyCreating Shared

VisionsOrganization Mission Results

Effectiveness &

ExecutionTransforming Ideas

in Results

Innovation &

Human CapitalCreating Value with People and Process

Leadership &

TransformationCreating

Sustainable Change

1 A Labyrinth of Continuous

Change & Learning

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A story about re-learning… (“a deep dive of attention…”)

Habit: “2. m. Special mode of proceeding or behaving acquired by repetition of similar or analogous acts; or originated by instinctive tendencies.”


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Why care about habit ?…

How are habit and change related?

Could we create a habit for changing habits?

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Organizations as Systems

Dynamic

Emergent behavior

Feedback & communication

Relationships, values and appreciations

Foto: Guillermo Bello


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A feature of modernity? Results NOW !

Deming and the

“daily-doing syndrome*”

1. Plan

2. Do

3. Check

4. Act

“Daily (just) doing”

syndrome

“Things should be made as simple as possible, but not simpler”.

Albert Einstein

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Tools-ititis !

If the only tool (solution) you have is a hammer,

all your problems look like a nail…

A. Maslow *


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Changing (HR-related) expectations…

Simplicity is the ultimate

sophistication Leonardo da Vinci

1452 - 1519

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Knowledge is different from all other resources.

It makes itself constantly obsolete, so that today‟s advanced knowledge is tomorrow‟s ignorance…

The challenge of … our “perishable” knowledge !

Peter Drucker Post-Capitalist Society (1994)


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Frequent challenges of the „short-term‟ fever

Competence obsolescence

Dilemma: Short-term vs. long-term (Strategic vs. tactical)

Misplaced / misunderstood function (HR)

Systematic systems‟ thinking!

Keeping up with today‟s tendencies and dilemmas: aging workforce, Immigration and diversity, Mobility (virtual/geographical),

…and of course, the global crisis!!!

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? Which has been your (HR‟s)

MAJOR concern in 2011?

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? Which has been your (HR‟s)

MAJOR concern in 2011?

Please, select one:

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1) Strategic: Aligning HR to the business

2) Operational: Delivering HR services (T&D, PM, Compensation…) with limited resources

3) Change management: Transformation, Cultural change, etc.

4) Self-actualization: keeping HR up-to-date with new realities (technologies, trends, etc.)

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Minotaur's Labyrinth

…Theseus managed his way out!

2 People CMM® Overview: A

Guide for Human Capital

Management

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People CMM®

People CMM® (People Capability Maturity Model®) is a “state-of-the-art” model developed under the leadership of Carnegie Mellon University – SEI for:

human capital management (HCM),

organizational development, and

change management

People CMM® is a registered trademark of Carnegie Mellon University. (http://www.sei.cmu.edu)


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SEI CMMI‟s & People CMM

Capability Maturity Model Integration (CMMI®) Product Suite

CMMI® for Development+IPPD

CMMI® for Acquisition

CMMI® for Services

People CMM® …as a framework for Human Capital Management… and a “state-of-the-art” change management & organizational development model... Guidelines for attracting, selecting, developing, retaining highly talented people….

SW-CMM

http://www.sei.cmu.edu/reports/09tr001.pdf

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Inconsistentpractices

Level 1Initial

People management

Level 2Managed

Competency management

Level 3Defined

Capability management

Level 4Predictable

Change management

Level 5 Optimizing

Repeatable practices

Competency-based practices

Measured and empowered practices

Continuously improved practices


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People CMM® as a framework for

global strategy (Business, People & HCM)

“After investigating several different ideas, we decided the People CMM was the most appropriate for our objectives of developing a world-class workforce and organizational capabilities for IT by strategically shaping our future workforce and influencing our partners and industry. The People CMM assessment conducted in the third quarter of every year provides IT with a strategic road map for implementing areas for improvement.”

Source: IT@Intel - People CMM White Paper (2003)

“How Intel IT Uses the People CMM to Improve Workforce Practices”

The global scope of People CMM has help numerous organizations such as… Boeing, Microsoft, Motorola, TeraQuest Metrics, IBM Corporation, Q-Labs, US Army, IBM Global Services, Tata Consultancy Services, Ericsson, Lockheed Martin Mission Systems, CG Smith, Cognizant, i-FLEX, Novo Nordisk IT, KPMG, Intel, HCLT BPO, Club Mahindra, Pfizer Worldwide Technology, Accenture and many more…

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Level 2 – Managed Some key management issues

• Balancing the resources needed with the committed work. (Staffing PA)

• Coordinating and communicating across the organization. (Coord. and Comm. PA)

• Ongoing feedback-mechanisms for managing performance and related issues. (Performance management PA)

• Assuring people are compensated with regard to their contribution and value to the organization. (Compensation PA)

• Having the appropriate work environment in place so that work can be performed efficiently. (Work environment PA)

• Training the individuals so they are apt for their current assignments. (Training and development PA)

• Preparing the workforce for future assignments through developmental activities. (T&D PA)

? Which PA impacts more

directly on establishing a

people-oriented culture? sp

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? Which area impacts more directly on establishing* a people-oriented culture?

Please, select one:

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1) Communication and Coordination

2) Training and Development

3) Work environment

4) Performance Management

* Establishing or changing!


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People CMM® process area: Performance Management

Practice P6. Those responsible for PM activities maintain ongoing communication* about the performance of committed work with those whose performance they manage.

* A highly effective way of doing / maintaining this continuous communication is with Appreciative Dialogues (AI) & storytelling...

How can we motivate superior INNOVATION performance…?

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Why stories & storytelling?

Value driven

It‟s personal: (and/or impersonal). Your choice!

It‟s “safe”: Avoiding defensive or aggressive attitudes...

Beyond “dry facts”, emotions are transmitted...

Mirror neurons might mimic the mindset of people we observe… …picking up their intentions… their underlying story…

(Discovered by Giacomo Rizzolatti, Vittorio Gallese, Luciano Fadiga, Leo Fogassi)

Effective influencing practice / ”tool”


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How can we change or transform culture… ?

We can't solve problems by using the same kind of thinking we used when we created them…

Albert Einstein

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Metaphors for change!

“…because something becomes important, when you start to talk about it.”

2010, International Year of Biodiversity

3 Organizational Culture as

an Emergent Property!

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How is culture defined?

It is the summa-total of all shared-assumptions learned by a group throughout its history…

Edgar H. ScheinThe Corporate Culture Survival Guide

Organizational Culture: A systems‟ definition

…it is an emergent property* resulting from the interaction of all elements of an organization (incl. people, processes, resources, norms, measurements, etc.)

* From the SpaceMinds® Program Creating Sustainable Change™


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How is culture defined? “Ingredients” of Culture *

… is the emergent result of shared learning*

Formal artifacts (mission, stated-values, procedures,

“written-culture”, …)

Behaviors (language, priorities, recognition,

habits, rituals, urgency VS.

importance, measurement, …)

Beliefs & shared assumptions

(about relationships, success, time, quality, risk/opportunity, any critical value of the organization/group, …)

* From the SpaceMinds® Program Creating Sustainable Change™

Image: Wikipedia wikipedia.org

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Cultural transformations in People CMM®

Managementculture

Culture of professionalism

Culture of empowerment

Innovation and continuous

improvement culture

? What is most critical to

institutionalize a certain

work-practice? sp

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? What is most critical to institutionalize this “new” work-practice?

Please, select one:

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1) Organizational commitment (policy, roles)

2) Actual ability to perform (training, €/$, time,…)

3) Best-practices (ex. Agile virtual meetings)

4) Measurement & analysis of results

5) Verifying & continuous improvement



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INSTITUTIONALIZING ORGANIZATIONAL HABITS*

(NEW)Practices (to be)

performedAbility

Measurement

& Analysis

Verifying

implementation

Commitment

to perform

to perform

Sustaining change by…

People CMM®, 2nd Edition Curtis, B., Hefley, W., Miller, S.

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4 Beyond “traditional”

Talent Management!


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Talent management Beyond the usual paradigm…

Attract/find Motivate Retain…

Define it & create it

Promoting & connecting

Sharing &

“liberating”…

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People CMM®‟s Workforce Competency Concept

PMCDFrameworkCompetencyDimensions

PerformanceCompetence

PersonalCompetence

KnowledgeCompetence

P-CMM®Workforce

Competency

Knowledge Skills

ProcessAbilities


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Competency Analysis PA P1. Identifying critical competencies. P2. Analyzing competencies to identify… knowledge, skills and process abilities… P5. Competency-based processes are established and maintained.

Competency Development PA P2. Graduated training and development activities are defined...

Workforce planning PA P3. Competency development plans are produced ...


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Level 3 – Defined Creating a competency framework

Competency Analysis

Competency Development

Workforce Planning

Career Development

CompetencyDevelopment

Plans

Competency Basedprocesses

CompetencyInformation

Resourceprofile

WorkforceCompetency Descriptions

IndividualPersonalDevelopmentPlan

Competencycommunity

Mentoring

Training and Development

Competency-Based

practices


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Performance Management PA P6. Ongoing performance discussions / communication … P8. …potential improvements in processes, tools, resources, etc.

Competency Development PA P7. Organization facilitates communication among members of competency communities. P8. Experience and information is captured and made available…

Career Development PA P1. …Organization defines graduated career development opportunities…


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Nanotechnology Research

CC

People CMM‟s Competency Communities

Marketing & Sales

CC

Internal-external* Multi-discipline Communities

Process Engineering &

Innovation CC

Project Management Office PMO – Competency/Excellence Center

International Research Collaborations

5 Towards Professional

Empowerment &

Workforce Innovation

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Talent management Beyond the usual paradigm…

Attract/find Motivate Retain…



Sharing &

“liberating”…


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Competency-Based Assets PS P1. Individuals and workgroups capture information and experience… P4. Selected information and artifacts components are organized in competency-based assets and made available…

Empowered Workgroups PA P1. Responsibilities are designed to provide optimal control over business activities…

Organizational Performance Alignment PA P1. Continuous performance alignment…

Sharing & “liberating”…

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? What is most critical to

create an empowerment-

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? What is MOST critical to create an empowerment-culture?

Please, select one:

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1) Effective communication & coordination

2) Participation in critical decisions

3) Proven technical & management processes

4) Actual (effective) delegation of responsibilities


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49 "PMI" is a registered trade and service mark of the Project Management Institute, Inc.

© 2007 Permission is granted to PMI for Congress attendee use only

Empowerment …does not come “out of the blue” !


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Foundations of professional empowerment

Multi-dimensional Communication

Decision making & workgroups

Professional Empowerment

Empowered

workgroups (L4)

Developing workgroups (L3)

Participative Culture (L3)

Communication and

Coordination (L2)

…invest workgroups with the responsibility and authority to determine how to conduct their business activities most effectively!

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6 Why learn and apply

(implement) People CMM®?


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Strategic Planning & management of Human Resources (HR) & Human Capital

(HCM) - Support/drive organizational change (restructuring,

merge & acquisitions) | Facilitate cultural change and

continuous improvement - Accreditation of an

organization‟s maturity | international prestigious recognition

Contracting / subcontracting / business process outsourcing (BPO) business and engineering models - Effective training

and education of executives | Business consulting |

Organizational Development (OD)

HR Transformation (HRT)

Why learn & use People CMM?* * SpaceMinds® Green Paper “Why use People CMM®?”. www.spaceminds.com

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Give me a good model and I will move the organization…

Domenico-Fetti Archimedes Thoughtful. 1620 Image: wikipedia.org PARAPHRASING

Edward C. Tolman

1886 – 1959

Labyrinths and models (mental maps)…

Image: wikipedia.org

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…the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor.

Making our perishable knowledge

productive!

Peter Drucker Post-Capitalist Society (1994)

“Knowledge is different from all other resources. It makes itself constantly obsolete, so that today‟s advanced knowledge is tomorrow‟s ignorance…”

7 Lessons (2B) Learned

(One more story/metaphor…)

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The infinite is made up of infinitesimals…

1→∞?


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¿Preguntas?

Kérdések?

¿?

Vragen?…0110011001110

Questions?

¿?

¿?

More info‟ at: www.spaceminds.com

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Navigating the Labyrinth of Modern HR People CMM® as a Guide for Continuous Change,

Innovation and Human Capital Management

colorful thinking better practices sustainable value

HRO Summit Europe 2011 Barcelona. November 4th, 2011

SpaceMinds Doc.ID: SM11223_V111021

Thank YOU …!

By Yan Bello Méndez, PMP President of SpaceMinds®

[email protected] www.spaceminds.com Twitter: @spaceminds


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About Yan Bello

Yan Bello is the president & founder of SpaceMinds®; and an international consultant and speaker. He has a solid project management experience acquired in a wide range types of projects as well as business sectors. With a large multi-cultural teamwork and leadership experience, he has participated & leaded projects, work & study with people from over 40 countries. Yan Bello is a SCAMPI Lead Appraiser and Authorized Instructor for People CMM® by Carnegie Mellon University-SEI. He was awarded “The Appreciative Inquiry (AI) Certificate in Positive Business and Society Change” from Case Western Reserve University (USA).

He has been actively involved in activities from the Project Management Institute (PMI), such as the PMBOK® Guide 3rd Ed. Update Project Team, being recognized as a „significant contributor‟; as a speaker in congresses and PMI Leadership Institute‟s Meetings, as a PMI Virtual Community Project member, and has been the PMBOK® Guide 3rd Ed. Spanish Ed. TVC Chairman. He is a founding member of PMI Spain Barcelona Chapter, being its vice-president until he joined PMI Community Development Member Advisory Group (MAG) during 2008. He is a graduate of PMI Leadership Institute Master Class (2007). He was recognized as a reviewer of PMI‟s PMBOK® Guide (4th ed.), The Standard for Program Management (2nd edition), The Standard for Portfolio Management (2nd ed.) and OPM3® Knowledge Foundation (2nd ed.).

Over the years, Yan Bello has dedicated himself to numerous continuous improvement projects to achieve better/higher performance levels and organizational maturity for his clients. He has participated in pioneer-projects, introducing several Maturity Models (CMMI, People CMM, OPM3) as reference for continuous improvement and to appraise organizational maturity levels. He has been researching, developing and deploying Project Management, Organizational Maturity and Change Management practices for over a decade, including the SpaceMinds® Method/Approach and the Creating Sustainable Change program, which has been featured in several international congresses and publications. Yan Bello successfully integrates different approaches, bodies of knowledge and practices into his projects for the benefit of his clients, participants and partners…

Read more at: www.spaceminds.com/eng/YanBello.aspx

mailto:[email protected]

http://www.spaceminds.com/

http://www.spaceminds.com/eng/YanBello.aspx

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References & trademarks

CMM® and Capability Maturity Model® are service marks of Carnegie Mellon University. SpaceMinds® is a registered trademark of SpaceMinds SL.

• Bello Méndez, Yan. (2011). “Creating Organizational Capabilities to Improve the Quality of Management and the Management of Quality with the People CMM®. 55th EOQ Congress - World Quality Congress (2011). Budapest, Hungary.

• Bello Méndez, Yan. (2010). “A Quest to Organizational Effectiveness & Successful Execution: Synergies between People Capability Maturity Model, CMMI and Project Management Best Practices”. SEPG Europe 2010 Conference. Porto, Portugal.

• Bello Méndez, Yan. (2009). “Creating Sustainable Business Excellence to Perform at a Higher Level. Exploiting the synergies between People CMM, CMMI and EFQM Excellence models”. June 2009. SEPG Europe 2009 Conference. Prague, Czech Republic.

• SpaceMinds® Green Paper (2011). “Why learn and implement People CMM®?”. Available for download at the SpaceMinds Library. http://www.spaceminds.com/esp/Library.aspx

• Bello Méndez, Yan. (2008). “Navigating the Labyrinth of Modern HR. The People CMM® as a Guide to Continuous Workforce Improvement and Innovation”. Presentation at the SEPG Europe 2008 Conference. June 2008. Munich, Germany.

• Bello Méndez, Yan. (2007). “Developing Project Management Competency and a Participative-Empowering Culture”. SEPG Europe 2007 Conference. Amsterdam, The Netherlands.

• Bello Méndez, Yan. (2007). “Developing Project Management Competency and a Participative-Empowering Culture: Synergies between the PMBOK® Guide, the PMCD Framework and the People CMM®”. Proceedings of PMI Global Congress EMEA 2007. Budapest, Hungary.

More references available at: www.spaceminds.com/eng/references.aspx

http://www.spaceminds.com/esp/Library.aspx

http://www.spaceminds.com/eng/references.aspx

navigating the labyrinth of modern hr · 2011. 11. 2. · 3 session “navigating the labyrinth of...

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