PCMM by QAI

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People Capability Maturity Model - is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. 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. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large. First published in book form in 2001, it is in print in several editions worldwide, and a second edition was published in July 2009

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PCMM by QAI

  1. 1. What is PCMM? A presentation by QAI INDIA | USA | UK © QAI India Limited. All rights|reserved. | CHINA | MALAYSIA SINGAPORE
  2. 2. What is PCMM?
  3. 3. The People-CMM A conceptual model -- from the Software Engineering Institute, USA -- based on state-of-art and state-of- practice workforce practices A maturity framework for continuously improving the management and development of human assets of an organization  Talent and organization development  Excellence at work! Version 1.0 released in 1995 Version 2.0 released in 2001 (from Bangalore!)
  4. 4. People-CMM MaturityFramework Level 5 Optimizing Level 4 Continuou s Predictable Improveme nt Level 3 Measured Defined & Empowere d Practices Level 2 Competenc Managed y Based Practices Level 1 Basic HR Initial Operationa l Practices © Software Engineering Institute
  5. 5. Process Areas
  6. 6. Why Adopt People CMM®? • Become ‘Employer of Choice’ – cost of employee turnover • Enhance business performance • Manage: – intellectual assets – knowledge capital • Measure HR’s contribution to the business – provides common measurement framework – allows benchmarking against best practices
  7. 7. Advantage: People- CMM• Improve the ability of Knowledge Intensive Organizations to Attract, Develop, Deploy, Motivate, Organize and Retain talent• Ensure alignment between the individuals’ and organization’s motivations• Develop workforce required to execute business strategy• Prioritize activities for improving workforce capability• Integrate operational process improvements with workforce process improvementsBPO / ITEs Specific• Enhance employee and customer satisfactions levels• Enhance talent management by optimum utilization of manpower through better skill mapping• Retain and engage talent• Provide motivation in a highly dynamic work environment
  8. 8. Some Results Reported• Boeing – 60% Increase in employee satisfaction – 33% drop in attrition• Ericsson – “Provided direction for improvements”• GDE Systems – “Aligned personal and organization’s goals”• Mastek – “Alignment with SW-CMM efforts” – “Helped in institutionalization”• Datamatics – “Stream-lined and mainstreamed HR activities”
  9. 9. Boeing - BRS Job SatisfactionExtremely satisfied Highly satisfied Very satisfied satisfiedNot quite satisfied Neutral Not excited about Dissatisfied Very dissatisfiedHighly dissatisfied 1999 Mean = 8.9 1996 Mean = 5.7 J. Vu (1999)
  10. 10. Novo Nordisk - Staffing Novo Nordisk IT Headcount 25% 500Tu 20% 400r Fn 15% 300 To Ev 10% 200 ser 5% 100 0% 0 1997 1998 1999 2000 Program Assessed initiated at Level 2 Resigned, excl. students Full Time Employees Thorhauge (2000)
  11. 11. Pro 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 je Pro ct 1 je Pro ct 2 je Pro ct 3 je Pro ct 4 je Pro ct 5 je Pro ct 6 je Cost Of Qlty Pro ct 7 je Pro ct 8 jPro e ct 9 jePro ct 10 je Overall competency IndexPro ct 11 jePro ct 12 jePro ct 13 jePro ct 14 jePro ct 15 jePro ct 16 jePro ct 17 jePro ct 18 jePro ct 19 jePro ct 20 jePro ct 21 jePro ct 22 je c t2 3 0 10 20 30 40 50 60 Infosys - Competency & Quality
  12. 12. ROI of People CMM® • Increase in ESAT from• Improvement in 70.56% to 87% appraisal time from One • Created a sense of and Half months to On Empowerment time • Well defined Career• On time Hiring increased Path available from 76% to 82% • New Competency• Attrition has reduced Development from 17% to 11% per Opportunities Quarter• Training throughput • Increase in Process increased from 68% to Performance Index 84% from 0.80 to 0.82• Service & Revenue • Overall Performance Performance increased of the center from 78.12% to 94% improved by 7.94%• Process-Level • Revenue increased Efficiency (which from 15.2 million to includes AHT, 21.1 million Productivity per hr, Utilization etc) • Headcount from 1354 increased from 75% to to 1442 91%
  13. 13. ROI of People CMM®EmployeeSatisfaction 2007 1% 12% 87% (Dipstick Survey) 16% increase in employee 2006 4.42% 25.02% 70.56% satisfaction (Previous Survey) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Highly Dissatisfied, DissatisfiedSlightly Dissatisfied, Slightly SatisfiedSatisfied, Highly SatisfiedQuarterly Attrition Trend at N1 18% 17% 16% 16% 14% 13% June ‘07 Attrition 12% 12% reduced to 1.74 %. 10% 11% People The lowest in the 8% CMM year Journey 6% initiated 4% 2% 0% AMJ 2006 JAS 2006 OND 2006 JFM 2007 AMJ 2007
  14. 14. ROI of People CMM®Monthly Attrition 8% Attrition %Trend 5.80% 5.67% 6% 5.24% 4.12% 4.04% 4.22% 4.34% 3.82% 3.66% 3.66% 4% 1.74% 2% 0% Oct06 Jun07 Aug06 Jan07 Nov06 Dec06 May07 Sep06 Feb07 April07 March07 Months Average TAT to resolve concerns/grievancesTurn Around TimeResolution of concerns/grievances on our onlineapplication –Smart Service Desk 5.00 4.00 Number of Days 3.00 2.00 1.00 0.00 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May 06 06 06 06 06 06 07 07 07 07 07
  15. 15. ESS Comparison Driver Questions 200 200 6 7 (Bef (Aft ore) er)Overall ESAT 70.5 87.0 6% 0%Resources 53.8 82.1 0% 4%Company Policies 55.5 84.8 6% 2%People Practices (Organizational 67.2 87.9Identity) 5% 5%Pay 36.2 68.7 6% 5%Benefits 67.8 83.4 4% 8%Manager’s Manager 69.0 90.1 1% 8%Supervisor 69.0 90.1 1% 8%Training & Development 54.9 86.6 7% 1%
  16. 16. Typical High Level Roadmap… Initiation Overview to P-CMM® Gap Analysis Action Planning Process Enhancement Process Implementation [Definition, Piloting, Integration, & Iterations, Standardization…] Institutionalization Introduction to P-CMM® for ATMs Pre Appraisal (SCAMPI-C) Closure of Pre Appraisal Gaps Final PCMM® Appraisal (SCAMPI-A)
  17. 17. http://www.qaiglobal.com INDIA USA UK CHINA MALAYSIA SINGAPORE Click here for more on QAI Human Capability management CONTACT USQAI India: QAI USA: QAI Malaysia:1010 - 1012, Ansal Towers, 38 Nehru Windsor at Metro Center, 2101 Park Level 36, Menara Citibank, 165, JalanPlace Center Dr., Suite 200, Orlando, FL Ampang, 50450 Kuala Lumpur,New Delhi - 110019, India 32835-7614 MalaysiaPhone: +91- 11- 26219792, 26220580 Phone: +407-363-1111 Phone: +603 2169 6241conferences@qaiglobal.com conferences@qaiglobal.com conferences@qaiglobal.comQAI UNICOM / UK: QAI Singapore: QAI China:Unicom R&D House, One Oxford 391B Orchard Road #23-01, Rm. 1211, No. 498 Guoshoujing Rd.Road Ngee Ann City Tower B, ShanghaiUxbridge, Middlesex, London, United Singapore - 238874 Zhangjiang Hi-Tech Park, Pudong NewKingdom, Zip: UB9 4DA Phone:+65-6225-8139 Area,Phone : +44 (0)1895 256484 conferences@qaiglobal.com Shanghai, China Zip: 201203conferences@qaiglobal.com Phone : +86-21-51314155 conferences@qaiglobal.comwww.qaiglobal.c © QAI India Limited. All rights QAI © reserved. All rights reserved. No part of this document may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of QAI

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