P-CMM is the People Capability Maurity 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 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
5The full best practices model is available from the SEI website and has also been published in 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
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.
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.
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 and induction and 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?
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 and induction and 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?
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).
You may pls feel free to get in touch for any clarification and queries at
Cheers!
Kanishka
From India, New Delhi
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).
You may pls feel free to get in touch for any clarification and queries at
Cheers!
Kanishka
From India, New Delhi
Hi Amit,
I am a fresher, jus about tp begin my innings n the field of HR.....PCMM is a topic abt which i wud like to know in greater detail.....
So cud u pls send this article that u have mentioned in this post...becos i cud not find any attachment here......
my email id is kankana_karkun@yahoo.co.in
thanks a bunch......
Others, who are reading this mail, if u cud send me any information on PCMM......and its applications......it will be a really big help
thanks and regards.....
Kankana
From India, Delhi
I am a fresher, jus about tp begin my innings n the field of HR.....PCMM is a topic abt which i wud like to know in greater detail.....
So cud u pls send this article that u have mentioned in this post...becos i cud not find any attachment here......
my email id is kankana_karkun@yahoo.co.in
thanks a bunch......
Others, who are reading this mail, if u cud send me any information on PCMM......and its applications......it will be a really big help
thanks and regards.....
Kankana
From India, Delhi
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
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
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