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People Capability Maturity Model - is a maturity framework that focuses on continuously improving the management and development of the human assets of an organization. It describes an evolutionary improvement path from ad hoc, inconsistently performed practices, to a mature, disciplined, and continuously improving development of the knowledge, skills, and motivation of the workforce that enhances strategic business performance. The People Capability Maturity Model (People CMM) is a framework that helps organizations successfully address their critical people issues. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforces. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large. First published in book form in 2001, it is in print in several editions worldwide, and a second edition was published in July 2009
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© QAI India Limited. All rights reserved.
What is PCMM?
INDIA | USA | UK | CHINA | MALAYSIA | SINGAPORE
A presentation by QAI
What is PCMM?
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!)
People-CMM Maturity Framework
© Software Engineering Institute
Basic HROperational Practices
Competency Based
Practices
Measured &
Empowered
Practices
Continuous
Improvement
Level 1
Initial
Level 2
Managed
Level 3
Defined
Level 4
Predictable
Level 5
Optimizing
Process Areas
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
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
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”
Extremely satisfied
Highly satisfied
Very satisfied
satisfied
Not quite satisfied
Neutral
Not excited about
Dissatisfied
Very dissatisfied
Highly dissatisfied
1999 Mean = 8.91996 Mean = 5.7
Boeing - BRS Job Satisfaction
1999 Mean = 8.9
J. Vu (1999)
Novo Nordisk - Staffing
Thorhauge (2000)
Resigned, excl. students
Full Time Employees
Novo Nordisk IT Headcount
1997 1998 1999 2000
25%
20%
15%
10%
5%
0%
500
400
300
200
100
0
Turnover
FTEs
Assessed
at Level 2
Program
initiated
Infosys - Competency & Quality
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Project 7
Project 8
Project 9
Project 10
Project 11
Project 12
Project 13
Project 14
Project 15
Project 16
Project 17
Project 18
Project 19
Project 20
Project 21
Project 22
Project 23
0
10
20
30
40
50
60
Overall competency Index
Cost Of Qlty
ROI of People CMM®
• Improvement in appraisal time from One and Half months to On time
•On time Hiring increased from 76% to 82%
•Attrition has reduced from 17% to 11% per Quarter
•Training throughput increased from 68% to 84%
•Service & Revenue Performance increased from 78.12% to 94%
•Process-Level Efficiency (which includes AHT, Productivity per hr, Utilization etc) increased from 75% to 91%
• Increase in ESAT from 70.56% to 87%
•Created a sense of Empowerment
•Well defined Career Path available
•New Competency Development Opportunities
• Increase in Process Performance Index from 0.80 to 0.82
•Overall Performance of the center improved by 7.94%
•Revenue increased from 15.2 million to 21.1 million
•Headcount from 1354 to 1442
Employee Satisfaction
4.42%
1%
25.02%
12%
70.56%
87%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2006
(Previous Survey)
2007
(Dipstick Survey)
Highly Dissatisfied, DissatisfiedSlightly Dissatisfied, Slightly SatisfiedSatisfied, Highly Satisfied
Quarterly Attrition Trend at N1
11%
12%
13%
16%17%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
AMJ 2006 JAS 2006 OND 2006 JFM 2007 AMJ 2007
People CMM
Journey initiated
16%
increase in
employee
satisfaction
ROI of People CMM®
June ‘07 Attrition reduced to 1.74
%.
The lowest in the year
Average TAT to resolve concerns/grievances
0.00
1.00
2.00
3.00
4.00
5.00
Jul
'06
Aug
'06
Sep
'06
Oct
'06
Nov
'06
Dec
'06
Jan
'07
Feb
'07
Mar
'07
Apr
'07
May
'07
Num
ber o
f D
ays
Turn Around TimeResolution of concerns/ grievances on our online application –Smart Service Desk
ROI of People CMM®Monthly Attrition Trend
5.80% 5.67%5.24%
4.12% 4.04% 3.82% 3.66%4.22% 4.34%
3.66%
1.74%
0%
2%
4%
6%
8%
Aug'0
6
Sep'0
6
Oct'0
6
Nov'0
6
Dec'0
6
Jan'0
7
Feb'0
7
March'0
7
April'0
7
May'0
7
Jun'0
7
Months
Attritio
n %
ESS Comparison
Driver Questions 200
6
(Bef
ore)
200
7
(Aft
er)
Overall ESAT 70.5
6%
87.0
0%
Resources 53.8
0%
82.1
4%
Company Policies 55.5
6%
84.8
2%
People Practices (Organizational
Identity)
67.2
5%
87.9
5%
Pay 36.2
6%
68.7
5%
Benefits 67.8
4%
83.4
8%
Manager’s Manager 69.0
1%
90.1
8%
Supervisor 69.0
1%
90.1
8%
Training & Development 54.9
7%
86.6
1%
Communication 58.4
8%
86.6
1%
Typical High Level Roadmap…
Initiation
Action Planning
Overview to P-CMM® Gap Analysis
Process Enhancement
[Definition, Piloting, Integration,
Iterations, Standardization…]
Process Implementation
&
Institutionalization
Pre Appraisal (SCAMPI-C)
Closure of Pre Appraisal Gaps
Introduction to P-CMM® for ATMs
Final PCMM® Appraisal (SCAMPI-A)
© QAI India Limited. All rights reserved.
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