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Talent Management Framework - A look at PCMM
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Talent Management Framework - A look at PCMM

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PCMM, acronym for People Capability Maturity Model, is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization

PCMM, acronym for People Capability Maturity Model, is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization

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  • 1. Talent Management Through People Capability Maturity Model (PCMM®) The intent of this presentation is to propagate the PCMM® framework, conceptualized by its author Mr. Bill Curtis and now covered under the aegis of CMMi Institute, USA.
  • 2. Contents of The Deck Section 1 Why People Processes Section 2 A Systems Approach Section 3 The PCMM® Model QAI
  • 3. Contents of The Deck Section 1 Why People Processes Section 2 A Systems Approach Section 3 The PCMM® Model QAI
  • 4. People Element in Organization Excellence 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 Why People Processes ? QAI
  • 5. The People Element What does a person want from the organization ?        Company brand image Work facilities Adequate compensation Skills to perform Interesting work Feeling of belonging Being treated fairly Why People Processes ?       Appreciation of work done “My opinion matters” Learning skills for growth Growth prospects Consideration for personal issues Environment to contribute beyond assigned work QAI
  • 6. People Issues & 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 Why People Processes ? QAI
  • 7. Theme – Skills & Competencies Will the experts teach me? Can I reuse the stuff created by others? Knowledge Asset Management Mentoring/ Coaching Planned Long-Term Competency Development Can someone help me close the gaps? Do I know the gaps in my skills? Competency Assessment of Individuals Competency Framework Creation & Evolution Training for Current Task Do I have the skills to do the assigned job? Why People Processes ? Do I know what skills are required – in the long run? QAI
  • 8. 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 Is this place fit to work In? Why People Processes ? Compensation Am I being paid fairly? QAI
  • 9. Theme – Teamwork, Culture & Belonging Since this is important, can we have the authority to manage ourselves? Empowerment for Self Managed Teams Can I take the decision that I am competent and responsible for? Can we enjoy working with each other? Delegation of Authority Team Work Can we work without getting in each others’ way? Lateral Coordination: Dependencies, Interfaces Bottom Up Communication: Grievances, Issues, Opinions Top Down Communication Why People Processes ? Am I important enough to be told? Does anyone listen to my problems? QAI
  • 10. Theme – Aligning Workforce to Strategy Integration of Multi Disciplinary Teams Can we put together a diverse set of skills and make it succeed? Do we know how many people and the skills we need in future? Long Term Workforce Planning How do we get the best person in? Let us part gracefully. Hiring Exit Management Resource Management Can we find the right person internally? Why People Processes ? QAI
  • 11. Agenda Section 1 Why People Processes Section 2 A Systems Approach Section 3 The PCMM® Model QAI
  • 12. Using A Systems Approach       Adopt a reference body of knowledge, and adapt it for application Encompass HR processes, and core delivery processes Ensure strong linkages to organization’s strategic imperatives and business plans Obtain leadership commitment, sponsorship Take leadership guidance through governance mechanisms Adopt , adapt and apply the principles of Management Systems for the gamut of people management  Use measurements and drive a culture of continual improvement A Systems Approach QAI
  • 13. Using A Systems Approach To get lasting benefits from these areas, use a systems / process approach: – – – – Create HR 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 A Systems Approach QAI
  • 14. Contents of The Deck Section 1 Why People Processes Section 2 A Systems Approach Section 3 The PCMM® Model QAI
  • 15. People CMM® A conceptual model based on state-of-the-art workforce practices to help organizations: Develop the workforce required to execute business strategy Characterize the maturity of workforce practices Set priorities for improving workforce capability Integrate improvements in process and workforce Become an employer and career of choice The PCMM® Model QAI
  • 16. 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 Philosophy — — — — Delivery managers must “facilitate” the development of their people Individuals must “own” their development People processes must be intricately linked with business planning People processes must be intricately linked with engineering processes Authors of the P-CMM: Bill Curtis William Hefley Sally Miller The PCMM® Model QAI
  • 17. Maturity Levels Level 5 Optimizing Level 4 Predictable Level 3 Defined Level 2 Managed Level 1 Initial The PCMM® Model Continuous Improvement Measured & Empowered Practices Competency Based Practices Basic HR Operational Practices © Software Engineering Institute QAI
  • 18. Continuous Workforce Innovation Organizational Performance Alignment Continuous Capability Improvement Mentoring Organizational Capability Management Competency Based Assets Empowered Workgroups Competency Integration Participatory Culture Workgroup Development Competency Based Practices Career Development Workforce Planning Competency Analysis Compensation Training & Development Performance Management Work Environment Communication & Coordination Staffing The Process Areas OPTIMIZING PREDICTABLE DEFINED MANAGED INITIAL The PCMM® Model QAI
  • 19. People CMM® Impacts by Level Level Results affected Level 5 Optimizing Business control, change management Level 4 Managed Reduced variation, rigorous decision data, predictability Level 3 Defined Productivity and quality, strategic planning Level 2 Repeatable Morale, retention, and individual performance Level 1 Initial Inconsistency © 2007 19
  • 20. Focus for Changing Practices Organization establishes Competencies Organization Managers perform repeatable practices Unit or team Individual Empowered workgroups & measured capability Ad Hoc, inconsistent, people practices 1 Source: TeraQuest Improvement & Integration of personal work process 2 3 Maturity levels 4 5
  • 21. The Process Area Threads Learning Organization Source: TeraQuest The PCMM® Model QAI
  • 22. The Process Area Threads Culture Of Team Work Source: TeraQuest The PCMM® Model QAI
  • 23. The Process Area Threads Performance Orientation Source: TeraQuest The PCMM® Model QAI
  • 24. The Process Area Threads Workforce To Strategy Source: TeraQuest The PCMM® Model QAI
  • 25. The Changing Focus Thinking People Management Thinking Organizational Excellence Going beyond managing attrition and winning talent wars The PCMM® Model QAI
  • 26. The Organizational Challenges • • • • • Multi-skilling Career devp. Exciting work “Good” pay “Me, Inc.” • • • • • • Growth Talent engagement Process Consistency Process Fidelity Metrics Driven Closed Loop The PCMM® Model Business Individual • Global competition • Demanding customers • Pressure on rates • “Value-chain” and delivery pressures Organization QAI
  • 27. The People CMM® Fit • • • • • Multi-skilling Career devp. Exciting work “Good” pay “Me, Inc.” • • • • • • Growth Talent engagement Process Consistency Process Fidelity Metrics Driven Closed Loop • Global competition • Demanding customers • Pressure on rates • “Value-chain” and delivery pressures Business Individual Organization Directly Indirectly The PCMM® Model QAI
  • 28. The PCMM® Model Policies & procedures Facilities/KM/resourc es Perks & benefits Job stability Life balance Compensation Job content Career growth Reasons For Joining 30 25 20 15 10 5 0 QAI
  • 29. The PCMM® Model C im og nt en no l ch th t ag e gr ow co pe Te b Jo ny er pa om om ar e ns y a W or tion k cu O ltu ve Lif e re rs ea ba la s o p n ce Tr po ai ni Jo rtun ng i b st ty & a D ev bili In Pe elo ty te rp er rks pm e s & Fa ona be nt l n cil itie rela efit s t s/ KM ions h Ap /res ips ou pr Po ai lic sa rce ie ls s s y & pr ste m oc ed ur es C C Reasons For Joining 30 25 20 15 10 5 0 Directly: Indirectly: QAI
  • 30. The People CMM® Some Reported Benefits • Drop in effort variation by 31% • Drop in rework due to higher competency (21% co-relation) • With 110% increase in training time, improvement in review efficiency by 100% and drop in rework by 45% • 12% improvement in client feedback scores The PCMM® Model QAI
  • 31. The People CMM® Some Reported Benefits • 60% Increase in ESAT • Drop in appraisal cycle time from 1 month to 1 week • Indent-to-join cycle time drop from 60 to 40 days • 33% drop in attrition • 45% improvement in people exceeding performance expectations due to competency-based recruitment The PCMM® Model QAI
  • 32. The People CMM® Some Reported Benefits • • • • • • • “Improved talent attraction” “Enabled scalability” “Helped Employee morale/retention” “Structured Competency Mgt and KM” “Created a sense of real empowerment” “Defined Career Paths” “Leveraged improvements in SW CMM & PSP” The PCMM® Model QAI
  • 33. Case Study 1 : Role Of People CMM® Competency Development Process Flow New Competency Development Activities Introduced Like Mentoring, Buddy Up, On the Job Trainings etc. * Data shared for Team Leaders Positions The PCMM® Model QAI
  • 34. Case Study 1: Role Of People CMM® Competency Development Process Flow Turn Around Time Resolution of concerns/ grievances on our online application – Smart Service Desk Monthly Attrition Trend The PCMM® Model QAI
  • 35. Case Study 1: ESS Comparison Driver Questions 2006 (Before) 2007 (After) Overall ESAT 70.56% 87.00% Resources 53.80% 82.14% Company Policies 55.56% 84.82% People Practices (Organizational Identity) 67.25% 87.95% Pay 36.26% 68.75% Benefits 67.84% 83.48% Manager’s Manager 69.01% 90.18% Supervisor 69.01% 90.18% Training & Development 54.97% 86.61% Communication 58.48% 86.61% Work Tasks 68.42% 86.61% Work/ Life Balance 54.97% 82.14% Senior Leadership 60.23% 87.05% Colleagues 60.82% 88.84% Performance Management and Career Opportunities 61.99% 85.71% Rewards & Recognition 47.37% 81.25% Physical Work Environment 37.43% 67.41% The PCMM® Model QAI
  • 36. Case Study 2: People CMM® At Global Technology Consulting Firm • Adopted People CMM for all software delivery centres world wide – More than 10 centers worldwide under scope – Each center has their own journey – Staff strength (per centre) varies from 100 - 55,000 • Journey started in 2005 – From India center – Followed by Philippines & China – Followed by Bratislava, Riga, Mauritius, UK • Appraisals already completed – 2 center at ML5 (twice, getting ready for 3rd), 1 centers ML5 (done once ready for 2nd ) – 4 centers ML3 • Few more Implementations and Appraisals in pipeline – US, Canada, Latin America, Africas – Re-appraisals for existing centres © QAI 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 QAI
  • 37. Case Study 2: People CMM® At Global Technology Consulting Firm • Competency framework initiated in early implementation and evolved globally – – – – – – • Recruitment and Resource Management practices refined and strengthened using competency and analytics – – – • Competency data is a significant component in recruitment and resource management Trends analyzed and process performance baselines established and used Actively aligned to business strategy Engagement Surveys – Sustained trail of trends, actions and effectiveness – – – – • Live global competency framework and regular competency assessments Competency profiles establish to understand state of workforce Results analyzed and used for workforce plans, workforce development Emphasis of framework adjusted for lines of business and level of employee Actively aligned to business plans Promotions, Compensation, Reward / Recognitions, Performance Management influenced by competency Multiple layers of engagement surveys adminstered Results analyzed in various slices and actions identified Thresholds set and tied to KPIs of relevant stakeholders Actions implemented and effectiveness monitored Performance Management, Reward Recognitions and Performance Alignments – – Business goals cascaded down; Alignment audits and checks performed © QAI Governance mechanisms; Reward Recognition Mechanisms 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 QAI
  • 38. Case Study 3: People CMM® At a Renowned Bank in Oman Context • Leading Bank in Oman • Corporate Banking, Retail Banking, Investment Banking, Treasury, Private Banking and Asset Management; & enabling functions • One million plus customers ,130 branches. • Around 3000 employees. • Needed to address following themes: • To attract and invest in the best people • To create a performance driven culture across the Bank • To bring improvements in the HR processes across the Bank • To create Best employer branding Key Challenges • Delivery of HR processes in retail banking. • Retail units are spread across the country, in tier 1, 2 and 3 locations. Physically difficult for HR to be in direct contact with the staff. • Reach of HR services and building employee engagement across the units was one of the key challenges. • Getting the buy-in of the line functions (like Treasury, Investment Banking, Capital markets) for their participation in evolving competency dictionaries. • Lack of Line management involvement in individual performance feedback, appraisals and people development. • Delegation of authority as a conscious “thought-through” approach to enable agility in decision making. • Getting bankers to attend people management related training programs, and sensitizing them on the need to take up accountability for staff development © QAI 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 Solution • Initiated multi-year HR process improvement program with People CMM being adopted as the benchmarking reference • Requirements upto People CMM ML 3 were envisaged in the scope QAI
  • 39. Case Study 3: People CMM® At Renowned Bank at Oman Benefits • • • • • • • • • • • • Improved Employee Connect in Retail Branches Design of Top down (Leadership town halls, webcasts etc) and bottom up communication mechanisms (grievance handling, employee self managed service desk systems) Hub and spoke HR delivery models helped improve Employee connect in Retail branches. Creation of SMART goals and overall Top down cascade and alignment of performance goals Improved line of sight on performance contribution Improved employee perception on fairness of the appraisal system Overall improvement seen in performance rating distribution (non normalized data). Focus built on Leadership development pipeline creation, succession planning, HIPO identification and leadership competency assessment using Development center approach Objectivity of promotions enhanced through use of competency criteria. Internal Job postings providing greater opportunities for staff; reduction on recruitment costs, improvement in staff retention Competency frameworks designed (Functional, Behavioral, Leadership) ; and HR practices related to Trainings, re-deployments, Backup planning, recruitment practices aligned to competency framework • -resulting in improvement in Right Hire quality scores • -Business continuity in terms of Alternate officers ready to take over Branch Management positions (during transfers, as per Bank’s policy) • -Competency shifts evidenced resulting in higher operational productivities Delegation of authority; continuous scan of decision making points improved the speed and effectiveness of decision making; helping bank scale up operations , improving employee perception on “empowerment”. © QAI 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 QAI
  • 40. Roadmap The PCMM® © QAI 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 QAI
  • 41. For Further Information, Please contact :Utsav Agarwal QAI Global Limited Handphone No. : +919619235312 Desk Phone No. : +912228807306/07/08 Email : utsav.agarwal@qaiglobal.com QAI