its the capability

1. PCMM
is a roadmap for implementing
human resource practices that
continually improve the
capability of an organization’s
human resources

2. Quality
“Degree to which a set of
inherent characteristics
fulfils requirements ”

3. PROCESS
“set of interrelated or
interacting activities which
transforms inputs into
outputs”

4. PCMM Principles
1. In mature organizations, HR capability is directly
related to business performance.
2. HR capability is a competitive issue and a source of
strategic advantage.
3. HR capability must be defined in relation to the
organization’s strategic business objectives.
4. Knowledge-intense work shifts the focus from job
elements to HR competencies.
5. Capability can be measured and improved at
multiple levels, including individuals, workgroups,
HR competencies, and the organization.

5. 6. An organization should invest in improving the
capability of those HR competencies that are
critical to its core competency as a business.
7.Operational management is responsible for the
capability of the HR.
8.The improvement of HR capability can be pursed
as a process composed from proven practices and
procedures.
9.The organization is responsible for providing
improvement opportunities, and individuals are
responsible for taking advantage of them.
10.Because technologies and organizational forms
evolve rapidly, organizations must continually
evolve their HR practices and develop new HR
competencies.

6. The Shifting Focus of Change
Technology
Organizational capability
Process People

7. Trends Affecting the Workforce
From To
• Doers differ from • Doers must be thinkers
thinkers
• Assets are things • Assets are people
• Labor is an expense • People are an Investment
• Lifetime employment • Lifetime employability
• Top down control • Decentralized decisions
• Localized work • Networked problems
solved
• Measure for results • Measure for
improvements

8. People CMM Foundations
Human Res Mgt
•Process domain
•Best practices
•Goals & benefits
PCMM
Total Quality Mgt.
Process & performance Org. Change & Dev.
Quantitative management Culture & maturity
Continuous improvement Assess & improve
Change Management

9. Maturity Framework
LEVEL 5 Continuously
Change Improving
Optimizing
management practices
Capability Measured &
LEVEL 4 Empowered
Predictable management practices
LEVEL 3 Competency Competency
Based
Defined Management practices
LEVEL 2 People Repeatable
practices
Managed Management
LEVEL 1 Inconsistent
Unmanaged
Initial Management

10. KPA integration across levels
Developing Building Motivating & Shaping the
LEVEL competency workgroups managing workforce
& culture performance
Continuous capability Organizational Continuous
5 improvement performance workforce
Alignment innovation
Optimizin
g
Competency Competency Quantitative Organizational
4 Based Assets Integration performance Capability
mentoring Empowered Management Management
Predictabl work groups
e
Competency Workgroup Competency Workforce
3 Development Development Based Planning
Competency Participatory Practices
Defined Analysis Culture Career
Development
Training and Communicati Compensation Staffing
2 Development on & Performance
Coordination Management
Managed work

11. Empowered Work Group Concepts
Level 1 Level 2 Level 3 Level 4
Management Interpersonal Process
Coordination Coordination Coordination Empowerment

12. It means in PCMM,there are :-
5 maturity levels.
4 process area thread.
22 processes with related goals
246 practices
249 institutionalization practices
However, goals and practices may vary
as per requirement of the
organization.

13. Managing Performance
Level 2 Level 3 Level 4 Level 5
Individual
Performance
Workgroup
Performance
Empowered & Aligned
Qualified performance
Performance
Mgr
Individual
Performance Performance
Of other
workgroup
Mgr Mgr

14. Shaping of Workforce
Level 2 Level 3 Level 4 Level 5
Managed Managed by
Managed by Managed by Innovative
By the
Unit needs Competency needs numbers practices
Manager Competency Workforce Improvement
community capability opportunity

15. Structural Components of a CMM
Maturity Level (5)
contains
Process Areas(22 )
Scoped by
Goals
Achieved by
HR Practices Institutionalized
(246) practices (249)

16. Institutionalizing Practices
Practice performance will decay
if not institutionalized
If no commitment Inertia towards change
If no ability Ineffective performance
If no measurement No improvement
If no verification Declining compliance

17. Conclusion
The work force capability maturity levels from 2 to
5 will be effective if the particular level, its
processes, goals and practices go in systematic and
measured way and no overlap of level be allowed in
any situation. The practices must be
institutionalized within the unit and organization as
a whole to make it continuous process. It is
undoubtedly true fact that a number of fortune 500
companies have benefitted from people capability
maturity model in the world including India.