The document discusses the People Capability Maturity Model (PCMM), which is a framework for improving an organization's human resource practices. It describes PCMM as a conceptual model developed by the Software Engineering Institute to help organizations continuously improve how they attract, develop, motivate and retain employees. The document outlines the five levels of PCMM and lists some example process areas and benefits of adopting PCMM, such as improving ability to attract and retain talent and enhancing business performance. It also provides some case studies reporting positive results from companies that implemented PCMM.

1. What is PCMM?
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2. What is PCMM?

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. People-CMM Maturity
Framework
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. Process Areas

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. 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 improvements
BPO / 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. 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. Boeing - BRS Job Satisfaction
Extremely satisfied
Highly satisfied
Very satisfied
satisfied
Not quite satisfied
Neutral
Not excited about
Dissatisfied
Very dissatisfied
Highly dissatisfied
1999 Mean = 8.9
1996 Mean = 5.7
J. Vu (1999)

10. Novo Nordisk - Staffing
Novo Nordisk IT Headcount
25% 500
T
u 20% 400
r F
n 15% 300 T
o E
v 10% 200 s
e
r 5% 100
0% 0
1997 1998 1999 2000
Program Assessed
initiated at Level 2
Resigned, excl. students
Full Time Employees
Thorhauge (2000)

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
j
Pro e ct 9
je
Pro ct 10
je
Overall competency Index
Pro ct 11
je
Pro ct 12
je
Pro ct 13
je
Pro ct 14
je
Pro ct 15
je
Pro ct 16
je
Pro ct 17
je
Pro ct 18
je
Pro ct 19
je
Pro ct 20
je
Pro ct 21
je
Pro ct 22
je c
t2
3
0
10
20
30
40
50
60
Infosys - Competency & Quality

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. ROI of People CMM®
Employee
Satisfaction
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 Satisfied
Quarterly 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. 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%
Oct'06
Jun'07
Aug'06
Jan'07
Nov'06
Dec'06
May'07
Sep'06
Feb'07
April'07
March'07
Months
Average TAT to resolve concerns/grievances
Turn Around Time
Resolution of concerns/
grievances on our online
application –
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. 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 87.9
Identity) 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. 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)

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