PCMM Implementation

Organizations are now competing in two markets, one for their products and services and one for the talent required to produce or perform them. An organizations success in its business markets is determined by its successin the talent market.

At the very time that business markets are expanding, talent markets seem to be shrinking. As the knowledge required building products and delivering services increases, the retention of experienced employees becomes critical to improving productivity. The shortage of talent is so great that companies are beginning to offer incentives that were once only available to executives or professionals. In every domain of business, executives know that their ability to compete is directlyrelated to their ability to attract, develop, motivate, organize, and retain talented people.

The acclaimed People CMM® framework is perhaps the first global initiative to bring about an institutionalized, standards-based approach to building the HR frame for an organization.

People CMM® describes individual, managerial and organizational practices that contribute to maturing workforce capability. There practices describe an evolutionary improvement path from ad hoc, inconsistently preformed practices, to a mature, disciplined development of knowledge, skills and motivation of the people that fuels enhanced business performance.

The People CMM, which is compatible with the stagedrepresentation of Capability Maturity Model Integration (CMMI) models, is a five-stage model that helps organizations address their critical peopleissues, it looks at the knowledge, skills, and process abilities which an organization needs to run the process and run the business, it’s a way to incorporate the people (human capital and human resources) aspects with process and technology.

It is characterized into multiple maturity levels starting from Initial to Optimizing, the only HR system assessment of its kind that guides an organization through five stages to repeatable people development, each layer measuring the maturity level of the organization’s basic workforce practices.

Why People CMM®

The People Capability Maturity Model (People CMM) is a tool that helps Human Resource Services successfully addresses the critical people issues in the organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model as a foundation for a model of best practices for managing and developing an organization’s workforce.

Based on the best current practices infields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforce.

The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence.

In the knowledge economy, while functions like operation, finance, supply chain and services have seen an emergence of standards and best practices, the evolution of HR has not been very promising.

Having stable people processes helps a company communicate its abilities to deliver output in stable and consistent manner. Consistency of services is thus very critical for the stakeholders of such companies.

It is now time to have a robust and holistic Human Capital Management and Workforce Development strategy in place for Organizations which want to grow, scale-up and attract more high value customers.



People-CMM® Process Areas

People CMM is constructed with five levels of maturity. A maturity level is an evolutionary plateau at which one or more domains of the organization's processes have been transformed to achieve a new level of organizational capability.

Thus, an organizationachieves a new level of maturity when a system of practices has been established ortransformed to provide capabilities and results theorganization did not have at the previouslevel. The method of transformation is different ateach level, and requires capabilities established at earlier levels.

Each maturity level of the People CMM®, with the exception of the Initial Level, consists of three to seven Process Areas.

Each Process Area (PA) identifies a cluster of related practices that, when performed collectively, achieve a set of goals considered important for enhancing workforce capability. The process areas at each level of maturity create an inter-linked system of processes that transform the organization’s capability for managing its workforce.



People-CMM® Maturity Levels

Maturity Level 1 (The Initial Level)

Organizations at the Initial Level of maturity usually have difficulty retaining talented individuals. Even though many low maturity organizations complain about a talent shortage, the inconsistency of their actions belies whether they actually believe it Low maturity organizations are poorly equipped to respond to talent shortages with anything other thanslogans and exhortations. Despite the importance of talent, workforce practices in lowmaturity organizations are often ad hoc and inconsistent. In some areas, the organization hasnot defined workforce practices, and, in other areas, it has not trained responsible individualsto perform the practices that exist.

Organizations at the Initial Level typically exhibit four characteristics:
  • Inconsistency in performing practices.
  • Displacement of responsibility.
  • Ritualistic practices.
  • An emotionally detached workforce.


Maturity Level 2 (The Managed Level)

The workforce practices implemented at the Managed Level focus on activities at the unit level. The first step toward improving the capability of the workforce is to get managers totake workforce activities as high priority responsibilities of their job.

They must accept personal responsibility for the performance and development of those who perform the unit’s work. The practices implemented at Maturity Level 2focus a manager’s attention on unit-level issues such as staffing, coordinating commitments, providing resources, managingperformance, developing skills, and making compensation decisions. Building a solid foundation of workforce practices within each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity.


Maturity Level 3 (The Defined Level)

Organizations at the Repeatable Level find that, although they are performing basic workforce practices, there is inconsistency in how these practices are performed across units and little synergy across the organization. The organization misses opportunities to standardizeworkforce practices because the common knowledge and skills needed for conducting its business activities have not been identified. At Maturity Level 2, units are identifying critical skills to determine qualifications for open positions, evaluate training needs, and provide performance feedback.

However, there is no requirement at Maturity Level 2 for identifying common attributes among these skills across units or for determining the practices that are most effective in developingthem. Once a foundation of basic workforce practices has been established in the units, thenext step is for the organization to develop an organization-wide infrastructure atop these practices that ties the capability of the workforceto strategic business objectives.

The primaryobjective of the Defined Level is to help an organization gain a competitive advantage from developing the various competencies that must be combined in its workforce to accomplish its business activities. These workforce competencies represent critical pillars supporting the strategic business plan, since their absence poses a severe risk to strategic business objectives. In tying workforce competencies to current and future business objectives, theimproved workforce practices implemented at Maturity Level 3 become critical enablers of business strategy.


Maturity Level 4 (The Predictable Level)

An organization at the Defined Level has established an organizational framework for developing its workforce. At the Predictable Level,the organization manages and exploits the capability created by its framework of workforce competencies. The organization is now able to manage its capability and performance quantitatively.

The organization is able to predict its capability for performing work because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments.


Maturity Level 5 (The Optimizing Level)

At the Optimizing Level, the entire organization isfocused on continual improvement. These improvements are made to the capability of individuals and workgroups, to the performance of competency-based processes, and to workforce practices and activities. The organization uses the results of the quantitative management activities established at Maturity Level 4 to guide improvements at Maturity Level 5. Maturity Level 5 organizations treat change management as an ordinary business process to be performed in an orderly way on a regular basis.


People-CMM® and Change Management

The People CMM is an organizational change model. It is designed on the premise that improved workforce practices will not survive unless an organization's behavior changes to support them. The People CMM provides a roadmap fortransforming an organization bysteadily improving its workforce practices.

From the perspective of the People CMM, an organization's maturity is derived from the workforce practices routinely performed inside it, and the extent to which these practices have been integrated into an institutionalized process for improving workforce capability.

In a mature organization, responsible individuals perform repeatable workforce practices as ordinary and expected requirements of their positions. The more mature an organization, the greater its capability for attracting, developing, and retaining the talent it needs to execute its business.

The People CMM is a process-based model; it assumesthat workforce practices are standard organizational processes that can be improved continuously through the same methods that have been used to improve other business processes.

The People CMM is constructed from workforce practices and process improvement techniques that have proven effective in many organizations. The only unique characteristic of the People CMM is its staged framework forintroducing and steadily improving successful workforce practices.

The culture of an organization is reflected in the shared values and resulting patterns of behavior that characterize interactions among its members. Successful improvement programs guided by the People CMM change the fundamental attributes of its culture, its practices and behaviors.

As an organization adopts the practices that satisfy the goals of thePeople CMM's process areas, it establishes the shared patterns of behavior that underlie a culture of professionalism dedicated to continuous improvement. Not surprisingly, mostorganizations report dramatic cultural changes as they progress through the People CMM's maturity levels.

Talent Oasis P-CMM business partner was set up in 1980 in Orlando, USA. Currently it is servicing over 300 clients in 30 countries. Over 200 organizations worldwide trust Talent Oasis business partner as their CMM® / CMMI® appraisal partner, these include:

22 centers of Deloitte, 2 centers of Fidelity, 3 locations of Sapient, 6 locations of Motorola, 5 centers of Accenture, 4 centers of IBM Global Services, Alcatel, Sony, Siemens, ZTE and Honeywell.

50+ ministries, departments and governments have engaged our business partner to build industry capabilities. Over 2000+ projects mentored, 160,000+ professionals trained and 40,000+ professionals certified.