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Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
Systems Approach to People Management
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Systems Approach to People Management

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Organizations have typically focused on process and technology to achieve business excellence. However, they often ignore the third driver of performance - "people". …

Organizations have typically focused on process and technology to achieve business excellence. However, they often ignore the third driver of performance - "people".

This presentation drives home the need to leverage the people angle by addressing the issues of skills, performance, motivation, culture and alignment. It also covers the high-level requirements of the People CMM (P-CMM) framework.

This presentation was used in Mumbai for an invited audience on Feb 24, 2010.

Published in: Business, Technology
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  • 1. A Systems Approach to People Management Presented by Rajesh Naik @ Mumbai (Feb 24, 2010) © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 1
  • 2. Agenda Why people processes? A Systems Approac The People CMM® Model © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 2
  • 3. Organizational Excellence STRATEGY DELIVERY PROCESS TECHNOLOGY PEOPLE © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 3
  • 4. Organizational Excellence STRATEGY DELIVERY PROCESS ISO 9001, CMMI –SVC, COPC, etc TECHNOLOGY PEOPLE Weak Engine due to weak processes? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 4
  • 5. 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 cares more for me than my company” Lack of stability Poor/ inconsistent culture Ignoring the people aspect - “our processes are people independent” Locked knowledge and skills Unclear roles and responsibilities © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 5
  • 6. What does a person want from the organization? Company brand image Appreciation of work done Work facilities “My opinion matters” Adequate compensation Learning skills for growth Skills to perform Growth prospects Interesting work Consideration for personal issues Feeling of belonging Environment to contribute beyond Being treated fairly assigned work © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 6
  • 7. 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 © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 7
  • 8. Theme – Skills & Competencies Can I reuse the stuff Will the experts teach created by others? me? Knowledge Asset Management Mentoring/ Coaching Planned Long-Term Competency Development Do I know the gaps in Can someone help my skills? me close the gaps? Competency Assessment of Individuals Competency Framework Creation & Evolution Do I know what skills are required – in the long run? Training for Current Task Do I have the skills to do the assigned job? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 8
  • 9. Theme – Motivation & Performance Is there a future for me here? Career Management Will anyone notice the great work I did? Rewards & Recognition Do I know how well I am doing? Formal Performance Management Facilities & Infrastructure Compensation Is this place Am I being fit to work In? paid fairly? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 9
  • 10. Theme – Teamwork, Culture & Belonging is important, can Since this we have the authority to manage ourselves? Empowerment for Self Managed Teams Can I take the decision that I am competent and responsible for? Delegation of Authority Can we enjoy working with each other? Team Work Lateral Coordination: Dependencies, Interfaces Bottom Up Communication: Grievances, Issues, Opinions Top Down Communication Can we work without Am Naik, 2010 © Rajesh I important Does anyone listen getting in each enough to be to my problems? Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license others’ way? 10 told?
  • 11. Theme – Aligning Workforce to Strategy Integration of Multi Disciplinary Teams Do we know how many people and the skills we Can we put together a diverse set need in future? of skills and make it succeed? Long Term Workforce Planning How do we get the best Let us part person in? gracefully. Hiring Exit Management Resource Management Can we find the right person internally? © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 11
  • 12. Using a Systems Approach To get lasting benefits from these areas, use a systems/ process approach: – Create process architecture – Understand dependencies 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 © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 12
  • 13. SEI’s People CMM® Project 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 Authors of the P-CMM: Bill Curtis William Hefley Sally Miller © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 13
  • 14. Maturity Levels Level 5 Optimizing Level 4 Continuous Predictable Improvement Level 3 Measured & Defined Empowered Practices Level 2 Competency Managed Based Practices Level 1 Basic HR Initial Operational © Software Engineering Institute Practices © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 14
  • 15. Process Areas © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 15
  • 16. “Learning Organization” Source: TeraQuest © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 16
  • 17. “Culture Of Teamwork” Source: TeraQuest © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 17
  • 18. “Performance Orientation” Source: TeraQuest © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 18
  • 19. “Workforce to Strategy” Source: TeraQuest © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 19
  • 20. Elements of Managing Change Action Vision Skills Incentives Resources Plan Change Action Skills Incentives Resources Plan Confusion Action Vision Incentives Resources Plan Anxiety Action Gradual Vision Skills Resources Plan Change Action Vision Skills Incentives Plan Frustration False Vision Skills Incentives Resources Starts * Delorise Ambrose, 1987. Personal communication. © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 20
  • 21. Things to remember when you implement 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 Management – Rather than a set of unconnected events Do what it takes to make a habit of the new process © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 21
  • 22. About this Presentation Author: Rajesh Naik Consulting Partner QAI India Limited rajesh.naik@qaiglobal.com naik.rajeshnaik@gmail.com +91 9845488767 More resources on the subject are available from the creator of this presentation at: http://www.rajeshnaik.com © Rajesh Naik, 2010 This work is released under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license. This means you can use it for non-commercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at naik.rajeshnaik@gmail.com © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 22
  • 23. Thank You Rajesh Naik Consulting Partner, QAI India Limited Email rajesh.naik@qaiglobal.com OR naik.rajeshnaik@gmail.com Mobile +91 9845488767 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 Website: http://www.postscript-impressions.com © Rajesh Naik, 2010 Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license 23

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