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
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
KRA KPI ( Key results area and Key performance indicators)Sagar Paul
The presentation is a creative representation which simplifies the concept of KPI & KRA and its importance in an organisation
Note: View the slide only in SLIDESHOW MODE!
Walk The Talk Turning Organization’s Purpose and values into HabitSeta Wicaksana
In "The Four Keys to Becoming a Talent Magnet Organization," Pamela Stroko, Vice President, HCM Transformation at Oracle, states that "what distinguishes talent magnet organizations from everyone else is that first and foremost, they live their values."
They consult values such as trust/character, focus/priorities, engagement, and telling the truth, when making decisions.
Values are lived through talent processes because they touch everyone in the organization.
Values are the "who we are" and "what we aspire to become" and the talent practices and habits in the organization are the how.
KRA KPI ( Key results area and Key performance indicators)Sagar Paul
The presentation is a creative representation which simplifies the concept of KPI & KRA and its importance in an organisation
Note: View the slide only in SLIDESHOW MODE!
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
Succession And Career Planning Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Motivate and engage your employees for continued growth & development with this content ready Succession and Career Planning Powerpoint Presentation Slides. Incorporate professionally designed replacement planning presentation graphics to showcase the process of talent development to meet organizational needs. The career Path & success planning PowerPoint complete deck contains ready-to-use slides such as succession & career planning overview, identify the critical position, employee competency & assessment grid, sample flowchart, modelling chart, key succession & career Planning metrics, development of career plan, manage ongoing process, roadblocks of succession management, performance improvement plan, key development practices, succession planning backup summary, detailed format, etc. identify and understand developmental needs of your employees using talent pool management PPT visuals. Utilize visually appealing career progression planning PowerPoint templates to make your employees understand their career path. Download this professional-looking Human resource planning presentation deck to evaluate, monitor & observe succession planning. Don't allow the applause to go to your head with our Succession And Career Planning Powerpoint Presentation Slides. It helps downplay achievements. https://bit.ly/2YejzNe
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
A Nestlé Purina we have a full time, entry-level opportunity at our manufacturing facilities to participate in our Management Trainee Rotational Program. These entry-level roles are put in place to help build the future leaders of our company and provide the grounded needed to be successful at Purina. The opportunities include Accounting, Engineering, Engineering PTC Development Program, Human Resources, IS/IT, Quality Assurance, Operations Performance, Production Management and Supply Chain. Interested in learning more about working at Purina and applying to be a Management Trainee? Visit our website at http://bit.ly/PurinaCollege.
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
Succession And Career Planning Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
Motivate and engage your employees for continued growth & development with this content ready Succession and Career Planning Powerpoint Presentation Slides. Incorporate professionally designed replacement planning presentation graphics to showcase the process of talent development to meet organizational needs. The career Path & success planning PowerPoint complete deck contains ready-to-use slides such as succession & career planning overview, identify the critical position, employee competency & assessment grid, sample flowchart, modelling chart, key succession & career Planning metrics, development of career plan, manage ongoing process, roadblocks of succession management, performance improvement plan, key development practices, succession planning backup summary, detailed format, etc. identify and understand developmental needs of your employees using talent pool management PPT visuals. Utilize visually appealing career progression planning PowerPoint templates to make your employees understand their career path. Download this professional-looking Human resource planning presentation deck to evaluate, monitor & observe succession planning. Don't allow the applause to go to your head with our Succession And Career Planning Powerpoint Presentation Slides. It helps downplay achievements. https://bit.ly/2YejzNe
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
A Nestlé Purina we have a full time, entry-level opportunity at our manufacturing facilities to participate in our Management Trainee Rotational Program. These entry-level roles are put in place to help build the future leaders of our company and provide the grounded needed to be successful at Purina. The opportunities include Accounting, Engineering, Engineering PTC Development Program, Human Resources, IS/IT, Quality Assurance, Operations Performance, Production Management and Supply Chain. Interested in learning more about working at Purina and applying to be a Management Trainee? Visit our website at http://bit.ly/PurinaCollege.
This presentation is dedicated to PCMM maturity model. People Capability Maturity Model is about restructuring organizations based on organization involved persons' capabilities which is one of the best methods in its own.
The strategic objectives of the P-CMM are to
• Improve the capability of organizations by increasing the capability of their workforce
• Ensure that software development capability is an attribute of the organization rather than of a few individuals
• Align the motivation of individuals with that of the organization
• Retain human assets (i.e., people with critical knowledge and skills) within the organization
The P-CMM includes practices in such areas as
• Work environment
• Communication
• Staffing
• Managing performance
• Training
• Compensation
• Competency development
• Career development
• Team building
• Culture development
This presentation talks about Talent Management which is the science of using strategic human resource planning to improve business value. It also focuses on core people issues, organisation asset management, challenges face by HR executives, maturity framework of PCMM and case studies of famous organizations.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Leadership@IndiaIshtyle - a snapshot of how Organizations across India are bu...Your HR Buddy®
A snapshot of Leadership Bench development efforts at some of India's leading companies.
Disclaimer: most of this stuff is based on secondary research and is a little dated!
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
Performance through agility generic v2.2 seminarRobert Twiddy
Agility Way provides training and coaching services in Performance Through Agility. This presentation fro a seminar that took place in Bangkok in September 2018
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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
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
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
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
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