People CMM - Explored: A Quick Overview

© Rajesh Naik, 2013
Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license
AlignMentor
1
People CMM® - Explored
A Quick Overview
SM SCAMPI is a service mark of Carnegie Mellon University
®
CMMI and CMM are registered trademark of Carnegie Mellon University

4
Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license AlignMentor
Topics
 Why people processes?
 The People CMM® Model
– Process Themes, Maturity Levels and Process Areas
 Example Process Area Details (Performance
Management)
 Institutionalization
 Adoption
 For those who want to implement

5
Elements of Organizational Excellence
STRATEGY
DELIVERY PROCESS
TECHNOLOGY
PEOPLE

6
Organizational Excellence
STRATEGY
DELIVERY PROCESS
TECHNOLOGY
PEOPLE
ISO 9001, CMMI –SVC, COPC, etc
Weak Engine due to weak processes?
X

7
How does the people element sabotage excellence?
 Lack of skills
 De-motivation – poor infrastructure, unfair compensation
 Unclear goals and targets
 Lack of transparency – “it is confidential”
 Lack of belonging – “my client / vendor cares more for me
than my company”
 Lack of stability
 Poor/ inconsistent culture
 Ignoring the people aspect - “our processes/ tools are
people independent”
 Locked knowledge and skills
 Unclear roles and responsibilities

8
What do people want from their organization?
 Company brand image
 Work facilities
 Adequate compensation
 Skills to perform/ grow
 Interesting work
 Feeling of belonging
 Being treated fairly
 Appreciation of work done
 “My opinion matters”
 Learning skills for growth
 Growth prospects
 Consideration for personal issues
 Environment to contribute beyond
assigned work

9
People Issues and People Processes - Themes
Do We Know How to Do the Work?
Theme – Skills/ Competencies
Do We feel Like Doing the Work?
Theme – Motivation and Performance
Would We Like Do it Together?
Theme – Teamwork, Culture, Belonging
Are We Moving in the Desired Direction?
Theme – Aligning Workforce to Strategy

10

11
Training for Current Task
Do I have the skills to
do the assigned job?

12
Competency Framework Creation & Evolution
Do I know what skills
are required – in the
long run?

13
Theme – Skills & Competencies
Competency Assessment of Individuals
long run?
Do I know the gaps in
my skills?

14
Planned Long-Term Competency Development
long run?
my skills?
Can someone help
me close the gaps?

15
Planned Long-Term Competency Development
Knowledge Asset Management Mentoring/ Coaching
long run?
my skills?
Can someone help
me close the gaps?
Will the experts teach
me?
Can I reuse the stuff
created by others?

16
Theme – Teamwork, Culture and Belonging

17
Top Down Communication
Am I important
enough to be
told?

18
Bottom Up Communication: Grievances, Issues, Opinions
Am I important
enough to be
told?
Does anyone listen
to my problems?

19
Lateral Coordination: Dependencies, Interfaces
Am I important
enough to be
told?
Does anyone listen
to my problems?
Can we work without
getting in each
others’ way?

20
Theme – Teamwork, Culture & Belonging
Team Work
Am I important
enough to be
told?
Does anyone listen
to my problems?
Can we work without
getting in each
others’ way?
Can we enjoy
working with each
other?

21
Team Work
Delegation of Authority
Am I important
enough to be
told?
Does anyone listen
to my problems?
Can we work without
getting in each
others’ way?
Can we enjoy
working with each
other?
Can I take the
decision that I am
competent and
responsible for?

22
Team Work
Delegation of Authority
Empowerment for Self Managed Teams
Am I important
enough to be
told?
Does anyone listen
to my problems?
Can we work without
getting in each
others’ way?
Can we enjoy
working with each
other?
Since this is important, can
we have the authority to
manage ourselves?
Can I take the
decision that I am
competent and
responsible for?

23
Theme – Motivation & Performance

24
Facilities & Infrastructure Compensation
Is this place
fit to work In?
Am I being
paid fairly?

25
Formal Performance Management
Is this place
fit to work In?
Am I being
paid fairly?
Do I know
how well I
am doing?

26
Rewards & Recognition
Is this place
fit to work In?
Am I being
paid fairly?
Do I know
how well I
am doing?
Will anyone notice
the great work I
did?

27
Career Management
Is this place
fit to work In?
Am I being
paid fairly?
Do I know
how well I
am doing?
Will anyone notice
the great work I
did?
Is there a future
for me here?

28
Career Management
Is this place
fit to work In?
Am I being
paid fairly?
Do I know
how well I
am doing?
Will anyone notice
the great work I
did?
Is there a future
for me here?

29
Are We Moving in the Desired Direction?

30
Resource Management
Can we find the right
person internally?

31
Resource Management
Hiring Exit Management
person internally?
Let us part
gracefully.
How do we get the best
person in?

32
Resource Management
Long Term Workforce Planning
person internally?
Let us part
gracefully.
person in?
Do we know how many
people and the skills we
need in future?

33
Resource Management
Long Term Workforce Planning
Integration of Multi Disciplinary Teams
person internally?
Let us part
gracefully.
person in?
Do we know how many
people and the skills we
need in future?Can we put together a diverse set
of skills and make it succeed?

34
Using a Systems Approach
 To get lasting benefits from these areas, use a
systems/ process approach:
– Create process architecture
– Understand interdependence between processes
– Remember the concept of maturity (for sequencing,
prioritization)
– Convert the new processes into a habit:
 Provide vision, policy and direction
 Provide training, people, tools, budgets
 Measure the status and effectiveness
 Verify compliance

35
The People CMM® Model
 Mission
– To help the readiness of organizations to undertake increasingly
complex work by helping them attract, grow, motivate, deploy,
and retain the talent needed to improve their capability
 People CMM®
– Provides a “systems” view to people management
– Defines priorities
– Contains “best practices”
– Provides an assessment / benchmarking framework
 The People CMM® is available at Amazon,
Flipkart-India, and other bookstores.
Authors of P-CMM®:
Bill Curtis
William Hefley
Sally Miller

36
Maturity Level 3 - Defined
Maturity Level 2 - Managed
Maturity Level 5 - Optimizing
Maturity Level 4 - Predictable
The Maturity Levels

37
The Themes/ Threads

38
The Themes and Maturity Levels
3
Defined
2
Managed
5
Optimizing
4
Predictable

39
People CMM® Process Areas
People CMM® has 22 Process Areas

40
2
3
4
5
2
3
4
5
MaturityLevels(2to5)
Skills/ Competencies Teamwork, Culture, Belonging Motivation and Performance Aligning Workforce to Strategy
Process Themes
Process Themes(4)
People CMM® has 22 Process Areas
Each Process Area belongs to:
a Maturity Level
AND
a Process Theme

41
2
3
4
5
2
3
4
5
MaturityLevels
MaturityLevels
Listed on the next page are all
22 Process Areas
by maturity level
and process theme
Skills/ Competencies Teamwork, Culture, Belonging Motivation and Performance Aligning Workforce to Strategy
Process Themes

42
Competency Based Practices
Career Development
Quantitative Performance
Management
Communication and
Coordination
Participatory Culture
Workgroup Development
Empowered Workgroups
Competency Integration
Training and Development
Competency Development
Competency Analysis
Staffing
Workforce Planning
2
3
4
5
2
3
4
5
MaturityLevels
MaturityLevels
22 Process Areas
by maturity level
and process theme
Skills/ Competencies Teamwork, Culture, Belonging Aligning Workforce to Strategy
Process Themes
Mentoring
Competency Based Assets
Compensation
Performance Management
Work Environment
Motivation and Performance
Organizational Capability
Management
Continuous Capability Improvement
Continuous Workforce Innovation
Organizational Performance Alignment

Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license
AlignMentor
We now take the example of
Performance Management process
area to understand some of the
detailed practices and the inter-
linkages with other processes
Example of Process Approach
and Systems View
“Performance Management”

44
Performance Management-1
Increment
Promotion?
Bonus
Exit?
KRA Setting
Promotion
Role Change
Manager Change
KRA Re-Setting
Business Changes
Change of Priorities
Additional Responsibilities
KRA Review & Resetting
Appraisal
Organizational/
Unit
Objectives

45
Increment
Promotion?
Bonus
Exit?
AppraisalKRA Setting
Consolidation of Feedback
Actual Performance
Performance
Feedback
Organizational/
Unit
Objectives

46
Poor Performance
Improvement Shown
Performance Improvement Plan (PIP)
PIP Tracking
Give Up!
Another Chance
Exit Process
Performance
Feedback

47
Recognition & Reward
Performance
Feedback
Excellent Performance
Guidelines
Bravo!!!
Ensure Fairness

48
 Performance Management is a part of a larger
system!
Performance
Management
Hiring
Operations
Competency
Mgmt.
Facilities/
Resources
Reporting
Relationship
Compensation
Training
Career
Mgmt.

49
Institutionalization in People CMM®
 Institutionalization of processes/ practices is an
explicit concept in People CMM®
 Institutionalization means
– Making a practice into a habit in the organization
– Standardizing the practice
– Ensuring consistent implementation
– Making the implementation independent of specific
persons in the organization
 Institutionalization of each process is supported
by multiple practices in People CMM® as
shown in the next slide…..

50
50
People CMM® Institutionalization
Policies
Resources (Tools, Budgets)
Higher Management Review
Data Privacy Compliance
Responsibilities
Training
Orientation, communication
Procedures, Templates
Status Measurement
Effectiveness Measurement
Process Compliance Checks

51
Benefits of the People CMM®
 Higher Efficiency
 Lower Wastages
 Lower Costs
 Higher Retention
 Lower Attrition
 Lower Cycle Times
 Higher Productivity
 Appropriate Skills
 Improved Motivation
 Better Teamwork
 Better Alignment

52
Benefits of the People CMM®
 Drives a “systems” approach to its people related processes and
initiatives
 Promotes a long-term thinking in terms of workforce
 Increases transparency, democracy and openness
 Increases the level of automation
 Makes the organization data and metrics driven
 Drives a competency culture
 Improves agility and enables handling of rapid growth and scale
 Makes the HR function a business partner
 Transforms line managers to better people managers
 Reduces dependence on expensive HR Consultants

53
Adoption Trends
*Source: http://sas.sei.cmu.edu/pars/pars.aspx
 Industry Spread*
– IT
– BPO
– Banks
– R & D
– Engineering
– Utilities
 Geographic Spread*
– India
– China
– UK
– Sri Lanka
– Philippines
– Oman
– Malaysia

54
Adoption Trends (formal appraisals)
For more details, see
http://alignmentor.com

55
For those who want to implement
 First, get a copy of the model and read it
– Available on Amazon and Flipkart-India.
 Run it as an organizational initiative
– Involve Operations, Quality and HR
 Ensure Executive Management buy-in and focus
– For continuing resources, budgets and attention
 Use the “maturity” concept
– Fix the basics first, before attempting complex stuff
 Use Program/ Project Management Approach
– Rather than a set of unconnected events
 Do what it takes to make a habit of the new process

57
Thank You!
Rajesh Naik
AlignMentor
Email
naik.rajeshnaik@gmail.com
Mobile
+91 9845488767
Blog/ Website
http://alignmentor.com
Website
www.rajeshnaik.com
Also, have a look at the latest “business novel”:
Aligning Ferret: How an Organization Meets Extraordinary Challenges
By Swapna Kishore & Rajesh Naik
Available at Amazon
http://www.amazon.com/dp/B00CZA94XC

People CMM - Explored: A Quick Overview

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (16)

Similaire à People CMM - Explored: A Quick Overview

Similaire à People CMM - Explored: A Quick Overview (20)

Dernier

Dernier (20)

People CMM - Explored: A Quick Overview