Dear Frds Can anyone tell me How to Implement PCMM in HR & Who is recognize them in india. Plz tell me the name of company or institution. Who is recognize pcmm in india. Thanks & Regards Amit
From India, New Delhi
Acknowledge(0)
Amend(0)
From India, New Delhi
Acknowledge(0)Amend(0)
Hi Amit,
I had worked on PCMM Level 4 during my summers with WIPRO-B'lore. I suggest you try to get a module for the PCMM Manual published by Carnegie Mellon. It talks about the implementation stages at all the five levels. Since PCMM is basically focused on people, its applicability to HR is direct. There are areas/dimensions at each level/stage of the model that need to be addressed before progressing to the next level. Areas like performance management, mentoring, coaching, motivation, and many others are described in detail in the manual.
I had worked in the area of mentoring, which is a pillar at the 4th level of PCMM. I designed the mentoring policies for the Fresh graduate engineers called MY BUDDY at Wipro and also for the middle-level managers called the ACE. I have a hard copy of the module; I'm not sure if you'd find that online.
You can try to check out the websites of Wipro; they often discuss PCMM in their knowledge section.
Regards,
Swati
From India, Chennai
Acknowledge(0)Amend(0)
1I had worked on PCMM Level 4 during my summers with WIPRO-B'lore. I suggest you try to get a module for the PCMM Manual published by Carnegie Mellon. It talks about the implementation stages at all the five levels. Since PCMM is basically focused on people, its applicability to HR is direct. There are areas/dimensions at each level/stage of the model that need to be addressed before progressing to the next level. Areas like performance management, mentoring, coaching, motivation, and many others are described in detail in the manual.
I had worked in the area of mentoring, which is a pillar at the 4th level of PCMM. I designed the mentoring policies for the Fresh graduate engineers called MY BUDDY at Wipro and also for the middle-level managers called the ACE. I have a hard copy of the module; I'm not sure if you'd find that online.
You can try to check out the websites of Wipro; they often discuss PCMM in their knowledge section.
Regards,
Swati
From India, Chennai
Acknowledge(0)Amend(0)
Hello amit, now lots of it company have implemented pcmm for hr process improvement. and swati ? is pcmm only applicable to it orgs or does it model apply to other orgs as well ?
From India, Delhi
Acknowledge(0)Amend(0)
From India, Delhi
Acknowledge(0)Amend(0)
HI AMIT I HAV POSTED A WRITE-UP ON PCMM, WHICH I HAD GATHERED SOMETIME BACK, DONT REMEMBER FROM WHERE I GOT... HOPE IT’S OF SOME USE 2 U REGARDS NAGESH
From India, Nellore
Acknowledge(0)Amend(0)
From India, Nellore
Acknowledge(0)Amend(0)
Hi Umalme,
PCMM is not restricted to IT organizations only. Yes, it's true that it is most widely used by IT organizations. In fact, it was started off in India by IT giants like Wipro and TCS. But nonetheless, the model can be streamlined and applied to other sectors as well. Organizations just have to study the model in thorough depth and customize it to suit their industry type. It's a tough job because you don't have many predecessors whose footsteps organizations can follow, but nonetheless, it's very possible.
Also, in the article provided by Nagesh, it's mentioned that Club Mahindra has also adopted PCMM, so non-IT organizations have also started using the PCMM model.
Hi Nagesh,
The article posted by you was a good one for beginners to understand the PCMM concept. It reminded me of the presentation I made to my professors and class after returning from my summers. At that time, PCMM was the most happening thing in HR in the IT industry, and very few people had heard about it.
Regards,
Swati
From India, Chennai
Acknowledge(0)Amend(0)
PCMM is not restricted to IT organizations only. Yes, it's true that it is most widely used by IT organizations. In fact, it was started off in India by IT giants like Wipro and TCS. But nonetheless, the model can be streamlined and applied to other sectors as well. Organizations just have to study the model in thorough depth and customize it to suit their industry type. It's a tough job because you don't have many predecessors whose footsteps organizations can follow, but nonetheless, it's very possible.
Also, in the article provided by Nagesh, it's mentioned that Club Mahindra has also adopted PCMM, so non-IT organizations have also started using the PCMM model.
Hi Nagesh,
The article posted by you was a good one for beginners to understand the PCMM concept. It reminded me of the presentation I made to my professors and class after returning from my summers. At that time, PCMM was the most happening thing in HR in the IT industry, and very few people had heard about it.
Regards,
Swati
From India, Chennai
Acknowledge(0)Amend(0)
Hi Swati,
What are your views on formal implementation and practical categories? How does it help an organization? My question is, at what level do organizations benefit from this? Or is it only a parallel process management to projects being implemented?
Similarly, how would you compare CMMI and PCMMI? Since clients may not have these processes implemented internally, they may be reluctant to bear the cost for the same.
From India, Delhi
Acknowledge(0)Amend(0)
What are your views on formal implementation and practical categories? How does it help an organization? My question is, at what level do organizations benefit from this? Or is it only a parallel process management to projects being implemented?
Similarly, how would you compare CMMI and PCMMI? Since clients may not have these processes implemented internally, they may be reluctant to bear the cost for the same.
From India, Delhi
Acknowledge(0)Amend(0)
Check the SEI website for the P-CMM section. There is a presentation available that addresses the links between CMMI and P-CMM. P-CMM supports and enables CMMI adoption. Several organizations have indicated that they needed P-CMM to be successful with their CMMI activities.
Acknowledge(0)Amend(0)
Acknowledge(0)Amend(0)
HI SWATI ..HAV U HEARD PCMM FINDING ITS WAY MFG. ORGNS. IN THE RECENT PAST, IF ANY INFO DO SHARE NAGESH
From India, Nellore
Acknowledge(0)Amend(0)
From India, Nellore
Acknowledge(0)Amend(0)
Amit,
PCMM is a significant task with various stages in its implementation. You need to first ensure all HR documents are in place, starting from Recruitment, Compensation & Benefits, to Policies. All employee aspects should be documented. It is advisable to hire a consultant experienced in PCMM processes. KPMG is a renowned leader in this field. Extensive groundwork is necessary before engaging with KPMG. PCMM aims to optimize HR processes to enhance efficiency in serving internal customers.
Initially, achieving PCMM level 3 is feasible, followed by levels 4 and 5 in the final stage.
Regards,
Pramod
Caritor Inc.
Acknowledge(0)Amend(0)
PCMM is a significant task with various stages in its implementation. You need to first ensure all HR documents are in place, starting from Recruitment, Compensation & Benefits, to Policies. All employee aspects should be documented. It is advisable to hire a consultant experienced in PCMM processes. KPMG is a renowned leader in this field. Extensive groundwork is necessary before engaging with KPMG. PCMM aims to optimize HR processes to enhance efficiency in serving internal customers.
Initially, achieving PCMM level 3 is feasible, followed by levels 4 and 5 in the final stage.
Regards,
Pramod
Caritor Inc.
Acknowledge(0)Amend(0)
can any one tell me the full form of PCMM.Sorry for such a stupid ques but i need to know.
From India,
Acknowledge(0)Amend(0)
From India,
Acknowledge(0)Amend(0)
hey im as much ignorant about it as u are but a google search tells me PCMM is People Capability Maturity Model ... hope im right ;)
From India, New Delhi
Acknowledge(0)Amend(0)
From India, New Delhi
Acknowledge(0)Amend(0)
P-CMM is the People Capability Maturity Model, first developed at the Software Engineering Institute (SEI). Details are at http://www.sei.cmu.edu/cmm-p/.
The full best practices model is available from the SEI website and has also been published in the US, India, Japan, and China. The Indian edition is:
Curtis, B., Hefley, W.E., and Miller, S. (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-297-0018-2). Delhi, India: Pearson Education.
Bill Hefley
Acknowledge(0)Amend(0)
The full best practices model is available from the SEI website and has also been published in the US, India, Japan, and China. The Indian edition is:
Curtis, B., Hefley, W.E., and Miller, S. (2002). The People Capability Maturity Model: Guidelines for Improving the Workforce. (ISBN 81-297-0018-2). Delhi, India: Pearson Education.
Bill Hefley
Acknowledge(0)Amend(0)
I happened to search for PCMM and bumped into this 3-month-old posting. We have to implement PCMM in a non-IT/software engineering industry. Is it feasible? If so, can I get a hold of some startup presentation? Thanks.
From India, Madras
Acknowledge(0)Amend(0)
From India, Madras
Acknowledge(0)Amend(0)
Sure.
Although the People CMM was developed at the Software Engineering Institute in response to a need for best practice guidance for managing and developing the IT workforce, we took a broad view of knowledge workers in developing the model.
In version 1 of the model (released in 1995), every example used a software role or competency. In version 2 of the model, we dropped this and used a variety of roles and competencies in our examples. This was in response to our own insights and broad inputs that this model was not applicable just to software workers.
We developed the model to address the fundamental bundlings of HR and managerial practices necessary to put in place solid managerial involvement in managing their workforce, supporting the growth and development of a competent workforce in a set of careers that are empowered to follow the organization's processes and practices that enable and encourage the growth of organizational knowledge, as well as quantitative ways to manage this growth. Individuals are empowered to take control of their careers and development and contribute to the effectiveness and efficiencies of the organization, moving towards self-managing teams and driving the improvements in process and capability across the organization.
While many of the early adopters were software organizations (because of their familiarity with the Software CMM), many other kinds of organizations have used the People CMM. These include parts of government organizations, electric power companies, pharmaceuticals, R&D/manufacturing, and hospitality. Club Mahindra in Goa is one hospitality organization that has applied the model to its situation. As with any other service or knowledge-work organization, their greatest capital is the people, and they have applied the People CMM to improving their abilities in this area.
Acknowledge(0)Amend(0)
Although the People CMM was developed at the Software Engineering Institute in response to a need for best practice guidance for managing and developing the IT workforce, we took a broad view of knowledge workers in developing the model.
In version 1 of the model (released in 1995), every example used a software role or competency. In version 2 of the model, we dropped this and used a variety of roles and competencies in our examples. This was in response to our own insights and broad inputs that this model was not applicable just to software workers.
We developed the model to address the fundamental bundlings of HR and managerial practices necessary to put in place solid managerial involvement in managing their workforce, supporting the growth and development of a competent workforce in a set of careers that are empowered to follow the organization's processes and practices that enable and encourage the growth of organizational knowledge, as well as quantitative ways to manage this growth. Individuals are empowered to take control of their careers and development and contribute to the effectiveness and efficiencies of the organization, moving towards self-managing teams and driving the improvements in process and capability across the organization.
While many of the early adopters were software organizations (because of their familiarity with the Software CMM), many other kinds of organizations have used the People CMM. These include parts of government organizations, electric power companies, pharmaceuticals, R&D/manufacturing, and hospitality. Club Mahindra in Goa is one hospitality organization that has applied the model to its situation. As with any other service or knowledge-work organization, their greatest capital is the people, and they have applied the People CMM to improving their abilities in this area.
Acknowledge(0)Amend(0)
Many organizations develop a variety of measures that are meaningful to their settings as they deploy the People CMM. Each Process Area in the P-CMM has a set of measurement activities that should be implemented.
One of the most common cost-benefit arguments that I hear has to do with the attrition (or employee turnover) rates. Look at what the cost of attrition is to your organization - not just the cost of a person leaving, but the cost of recruiting, induction, training, and getting a new person up to speed. Now multiply that by the rates in BPO space that are running as high as 30-50% attrition. No wonder some C-level execs talk about their knowledge capital walking out the door each night.
Now compare your attrition rate to high maturity P-CMM organizations. TCS and Infosys both publish annual attrition rates in their annual reports. How much could you save if your attrition rates were the same as theirs (or lower)?
There have been studies that link employee satisfaction not just to intention to turnover, but also to things like customer satisfaction. What would happen if you had a more productive workforce that was better satisfying your customers? Could you affect the top line (profits) as well as cut down on the costs of attrition?
Acknowledge(0)Amend(0)
One of the most common cost-benefit arguments that I hear has to do with the attrition (or employee turnover) rates. Look at what the cost of attrition is to your organization - not just the cost of a person leaving, but the cost of recruiting, induction, training, and getting a new person up to speed. Now multiply that by the rates in BPO space that are running as high as 30-50% attrition. No wonder some C-level execs talk about their knowledge capital walking out the door each night.
Now compare your attrition rate to high maturity P-CMM organizations. TCS and Infosys both publish annual attrition rates in their annual reports. How much could you save if your attrition rates were the same as theirs (or lower)?
There have been studies that link employee satisfaction not just to intention to turnover, but also to things like customer satisfaction. What would happen if you had a more productive workforce that was better satisfying your customers? Could you affect the top line (profits) as well as cut down on the costs of attrition?
Acknowledge(0)Amend(0)
Hi Guys,
I am Kanishka Mallick and had the opportunity of being in the Core Team initiating PCMM in the first non-IT company in the world - Mahindra Holidays and Resorts India Ltd (Club Mahindra).
Please feel free to get in touch for any clarification and queries at kanishk.mallick@gmail.com.
Cheers! Kanishka
From India, New Delhi
Acknowledge(0)Amend(0)
I am Kanishka Mallick and had the opportunity of being in the Core Team initiating PCMM in the first non-IT company in the world - Mahindra Holidays and Resorts India Ltd (Club Mahindra).
Please feel free to get in touch for any clarification and queries at kanishk.mallick@gmail.com.
Cheers! Kanishka
From India, New Delhi
Acknowledge(0)Amend(0)
hi.... Some one talked about PCMM presentation ...But not able to get the presenattion can you please send that ppt as a attachment... Thnaking you Shivjeet Kaur
From India, New Delhi
Acknowledge(0)Amend(0)
From India, New Delhi
Acknowledge(0)Amend(0)
Hi Amit,
I am a fresher, just about to begin my innings in the field of HR. PCMM is a topic about which I would like to know in greater detail. So could you please send this article that you have mentioned in this post because I could not find any attachment here.
My email id is kankana_karkun@yahoo.co.in. Thanks a bunch.
Others who are reading this mail, if you could send me any information on PCMM and its applications, it would be a really big help. Thanks and regards.
Kankana
From India, Delhi
Acknowledge(0)Amend(0)
I am a fresher, just about to begin my innings in the field of HR. PCMM is a topic about which I would like to know in greater detail. So could you please send this article that you have mentioned in this post because I could not find any attachment here.
My email id is kankana_karkun@yahoo.co.in. Thanks a bunch.
Others who are reading this mail, if you could send me any information on PCMM and its applications, it would be a really big help. Thanks and regards.
Kankana
From India, Delhi
Acknowledge(0)Amend(0)
One important clarification about Lead Assessors: it is true that it is not required to have a Lead Assessor from the SEI present for most appraisals, but it is required that you use a Lead Appraiser (or Lead Assessor) who is trained and authorized by the SEI. For example, I have led or participated in many P-CMM appraisals since we began pilot testing the appraisal method, including the TCS global appraisal of two years ago.
Team members for the appraisal team should have completed P-CMM training as well as team training to know how to do their appraisal, and this team training is typically provided by the Lead Appraiser.
Feel free to contact me if you have doubts - I was the lead author on the appraisal method.
Cheers,
Bill Hefley
BHefley@pinnacle-global.com
Acknowledge(0)Amend(0)
Team members for the appraisal team should have completed P-CMM training as well as team training to know how to do their appraisal, and this team training is typically provided by the Lead Appraiser.
Feel free to contact me if you have doubts - I was the lead author on the appraisal method.
Cheers,
Bill Hefley
BHefley@pinnacle-global.com
Acknowledge(0)Amend(0)
hi all Can anyone elaborate little more abt PCMM even if some one done any project or having any presentation done please forward it. Even let me know how to implement it? Vrushali
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Some Understanding of P-CMM.
In an organization, P-CMM helps to achieve its goal of workforce at its capacity to some maturity levels in an organization by fair means of application or doing some practices visible as common features. How does P-CMM's way of doing things make a difference than the general way of performing the same tasks, activities, or projects? It's because P-CMM defines a framework or structure and gives you a grammar to build your own common language to communicate in doing tasks, verify, and measure its performance to compare to achieve further upgradation if possible to reduce costs and increase profits by individuals, teams, groups, departments, companies, organizations, and so on. That's the main objective of PCMM; it solves internal workforce problems, practices, and influences organization growth.
It has five maturity levels as Initial, Repeatable, Defined, Managed, and Optimized where Initial is when P-CMM does not exist, or the organization is performing things in random methods. Repeatable instills basic discipline into the workforce to address issues like staffing, training, communication, and performance management processes. The maturity levels are these processes called key process areas which are on an evolutionary path in any organization following P-CMM activities.
The 'Defined' KPA defines HR competencies, and the workforce is aligned to those competencies.
...
From India, Delhi
Acknowledge(0)Amend(0)
In an organization, P-CMM helps to achieve its goal of workforce at its capacity to some maturity levels in an organization by fair means of application or doing some practices visible as common features. How does P-CMM's way of doing things make a difference than the general way of performing the same tasks, activities, or projects? It's because P-CMM defines a framework or structure and gives you a grammar to build your own common language to communicate in doing tasks, verify, and measure its performance to compare to achieve further upgradation if possible to reduce costs and increase profits by individuals, teams, groups, departments, companies, organizations, and so on. That's the main objective of PCMM; it solves internal workforce problems, practices, and influences organization growth.
It has five maturity levels as Initial, Repeatable, Defined, Managed, and Optimized where Initial is when P-CMM does not exist, or the organization is performing things in random methods. Repeatable instills basic discipline into the workforce to address issues like staffing, training, communication, and performance management processes. The maturity levels are these processes called key process areas which are on an evolutionary path in any organization following P-CMM activities.
The 'Defined' KPA defines HR competencies, and the workforce is aligned to those competencies.
...
From India, Delhi
Acknowledge(0)Amend(0)
Hi friends,
I'm a new member of this group. Actually, I was searching for PCMM on Google and came across this link. Let me tell you, I am currently doing my summer training with HCL BPO, where they are working on PCMM Level 3. This model was developed by SEI to primarily achieve maturity in their workforce practices like compensation, performance management, etc.
To attract, develop, maintain, and retain employees – hey Swati, you worked with Wipro, can I get your personal ID? I need to seek your help. Please let me know; my ID is kriti_friends@yahoo.co.in. Kindly post your ID here or send me an email.
Goodbye,
Kriti
Acknowledge(0)Amend(0)
I'm a new member of this group. Actually, I was searching for PCMM on Google and came across this link. Let me tell you, I am currently doing my summer training with HCL BPO, where they are working on PCMM Level 3. This model was developed by SEI to primarily achieve maturity in their workforce practices like compensation, performance management, etc.
To attract, develop, maintain, and retain employees – hey Swati, you worked with Wipro, can I get your personal ID? I need to seek your help. Please let me know; my ID is kriti_friends@yahoo.co.in. Kindly post your ID here or send me an email.
Goodbye,
Kriti
Acknowledge(0)Amend(0)
As every maturity level defines some KPA to institutionalize or internalize in corporate culture to cultivate quality products, services, workforce talent, and financial results.
Defined maturity levels constitute Knowledge and Skills analysis, Workforce planning, Competency Development, Career Development, competency-based practices, and participatory culture.
P-CMM says after having repeatable KPA practice in place in the organization, to be Defined, to focus on its core competencies by analyzing its business process and work and tailor them to core competency. Then analyze skills and knowledge required to perform those business competencies. That way organization and individual unique competency are defined and aligned to each other. Further practices are worked upon at this level to have a unique competitive and strategic workforce and process advantage.
Let's move on to Managed level. At the managed level, the organization focuses on team-based practice and measures their performance to align at different levels of the organization. The focus is on the development of quantitative understanding of trends. The main KPAs are mentoring, team building, team-based practices, Organization competency management, Organizational performance alignment, and are interdependent with each other.
All KPAs are heuristic by themselves and if P-CMM processes and practices are carefully, systematically, and practically applied to the organization's soft and hard skills i.e. functional and technical skills, every entity becomes capable of moving to the next higher stage, which would otherwise take tenfold of time in terms of cutting costs, time, money, and increasing quality and intellect.
P-CMM goes on to compare product improvement evolution versus human; however, it is unfair and illogical to compare human talent with materialistic entities. Yet measurement of competencies can give extra added advantage in aligning and improving practice.
Even though every process area is interdependent (I think the term refers to a win-win situation instead of dependent) and every level is reached by stairing the KPAs, since you may find a sense of dependence in levels. Yet any organization can choose to implement a KPA jumping level up or down as required.
The Optimizing level KPAs are Personal Competency Development, Coaching, and Continuous Workforce Innovation. All process areas focus on the upward improvement path of personal competencies and workforce practices innovation.
P-CMM evolutionary maturity levels develop organization talent by using key practices in these process areas. Every key practice is a policy, procedure, or activity that implements the process or KPA.
In #1 and #2, you had an idea of maturity level and introduced key process areas and practices. In #3, I'll refer to some more PCMM infrastructure components before moving ahead to an example of the application of KPAs from an HR perspective.
From India, Delhi
Acknowledge(0)Amend(0)
Defined maturity levels constitute Knowledge and Skills analysis, Workforce planning, Competency Development, Career Development, competency-based practices, and participatory culture.
P-CMM says after having repeatable KPA practice in place in the organization, to be Defined, to focus on its core competencies by analyzing its business process and work and tailor them to core competency. Then analyze skills and knowledge required to perform those business competencies. That way organization and individual unique competency are defined and aligned to each other. Further practices are worked upon at this level to have a unique competitive and strategic workforce and process advantage.
Let's move on to Managed level. At the managed level, the organization focuses on team-based practice and measures their performance to align at different levels of the organization. The focus is on the development of quantitative understanding of trends. The main KPAs are mentoring, team building, team-based practices, Organization competency management, Organizational performance alignment, and are interdependent with each other.
All KPAs are heuristic by themselves and if P-CMM processes and practices are carefully, systematically, and practically applied to the organization's soft and hard skills i.e. functional and technical skills, every entity becomes capable of moving to the next higher stage, which would otherwise take tenfold of time in terms of cutting costs, time, money, and increasing quality and intellect.
P-CMM goes on to compare product improvement evolution versus human; however, it is unfair and illogical to compare human talent with materialistic entities. Yet measurement of competencies can give extra added advantage in aligning and improving practice.
Even though every process area is interdependent (I think the term refers to a win-win situation instead of dependent) and every level is reached by stairing the KPAs, since you may find a sense of dependence in levels. Yet any organization can choose to implement a KPA jumping level up or down as required.
The Optimizing level KPAs are Personal Competency Development, Coaching, and Continuous Workforce Innovation. All process areas focus on the upward improvement path of personal competencies and workforce practices innovation.
P-CMM evolutionary maturity levels develop organization talent by using key practices in these process areas. Every key practice is a policy, procedure, or activity that implements the process or KPA.
In #1 and #2, you had an idea of maturity level and introduced key process areas and practices. In #3, I'll refer to some more PCMM infrastructure components before moving ahead to an example of the application of KPAs from an HR perspective.
From India, Delhi
Acknowledge(0)Amend(0)
Hello,
Please find a quick ready reckoner for PCMM key practices implementation. The objective of the guide is to quickly go through the guide and start developing HR workforce practices feature-wise. Examples are under construction.
Thanks,
umalme
From India, Delhi
Acknowledge(0)Amend(0)
Please find a quick ready reckoner for PCMM key practices implementation. The objective of the guide is to quickly go through the guide and start developing HR workforce practices feature-wise. Examples are under construction.
Thanks,
umalme
From India, Delhi
Acknowledge(0)Amend(0)
i would like to know that smalll companies with nearby 100 ppl in it..can go for PCMM??? is it viable??
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Bill Hefley, i want to ask you a question that in india who actually recognises the PCMM levels?? Which is that institute?? Wht is nearby cost for implementation of PCMM in the company??
From India, Mumbai
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
Dont be afraid to ask dear... PCMM refers to People Capability Maturity Model. You will find a decent intro for beginners in WIKIPEDIA.COM Any specific details reqd ... do ask me Regards, Giri
From India, Delhi
Acknowledge(0)Amend(0)
From India, Delhi
Acknowledge(0)Amend(0)
PCMM stands for "People Capability Maturity Model." It is basically a framework. For more information, visit this link: http://en.wikipedia.org/wiki/People_Capability_Maturity_Model.
Regards,
Jason
Acknowledge(0)Amend(0)
Regards,
Jason
Acknowledge(0)Amend(0)
Dear sender It is people capability maturity module from level 1 to 5 and it is purely on O&D of any organisation for its continuous improvement, levelwise. With regards L.Kumar
From India, Madras
Acknowledge(0)Amend(0)
From India, Madras
Acknowledge(0)Amend(0)
Dear Sender Right now I do not have the article with me. I shall post it to you on Monday- Regards LKumar
From India, Madras
Acknowledge(0)Amend(0)
From India, Madras
Acknowledge(0)Amend(0)
Hi Can anyone please tell what are the measuring factors taken for a PCMM level 2 STAFFING functions? Thanks and Regards Marguerite Laporte Management Chennai
Acknowledge(0)Amend(0)
Acknowledge(0)Amend(0)
Wipro is the first PCMM-implemented company in India. Here is the attachment that would help you to understand PCMM better. Furthermore, to add, PCMM was initially developed for the IT industry but it can be adapted and implemented in any industry to enhance HRMS processes.
From Kuwait, Kuwait
Acknowledge(0)Amend(0)
From Kuwait, Kuwait
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
White paper on HR Technology Implementation. pdf
HR Peir recognition form.doc