1. Talent Management Through People
Capability Maturity Model (PCMM®)
The intent of this presentation is to
propagate the PCMM®
framework, conceptualized by its
author Mr. Bill Curtis and now
covered under the aegis of CMMi
Institute, USA.

2. Contents of The Deck
Section 1
Why People Processes
Section 2
A Systems Approach
Section 3
The PCMM® Model
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3. Contents of The Deck
Section 1
Why People Processes
Section 2
A Systems Approach
Section 3
The PCMM® Model
QAI

4. People Element in Organization Excellence
How does the People element sabotage excellence ?
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•
•
•
•
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Lack of skills
De-motivation – poor infrastructure, unfair compensation
Unclear goals and targets
Lack of transparency – “it is confidential”
Lack of belonging – “my client cares more for me than my company”
Lack of stability
Poor/ inconsistent culture
Ignoring the people aspect - “our processes are people independent”
Locked knowledge and skills
Unclear roles and responsibilities
Why People Processes ?
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5. The People Element
What does a person want from the organization ?
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Company brand image
Work facilities
Adequate compensation
Skills to perform
Interesting work
Feeling of belonging
Being treated fairly
Why People Processes ?
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Appreciation of work done
“My opinion matters”
Learning skills for growth
Growth prospects
Consideration for personal issues
Environment to contribute beyond
assigned work
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6. People Issues & Processes - Themes
Do We Know How to Do the Work?
Theme – Skills/ Competencies
Do We feel Like Doing the Work?
Theme – Motivation and Performance
Would We Like Do it Together?
Theme – Teamwork, Culture, belonging
Are We Moving in the Desired Direction?
Theme – Aligning Workforce to Strategy
Why People Processes ?
QAI

7. Theme – Skills & Competencies
Will the experts
teach me?
Can I reuse the stuff
created by others?
Knowledge Asset Management
Mentoring/ Coaching
Planned Long-Term Competency Development
Can someone help
me close the gaps?
Do I know the gaps in
my skills?
Competency Assessment of Individuals
Competency Framework Creation & Evolution
Training for Current Task
Do I have the skills to do
the assigned job?
Why People Processes ?
Do I know what skills are
required – in the long
run?
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8. Theme – Motivation & Performance
Is there a future
for me here?
Career Management
Will anyone
notice the great
work I did?
Rewards & Recognition
Do I know
how well I
am doing?
Formal Performance Management
Facilities & Infrastructure
Is this place
fit to work In?
Why People Processes ?
Compensation
Am I being
paid fairly?
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9. Theme – Teamwork, Culture & Belonging
Since this is important, can we
have the authority to manage
ourselves?
Empowerment for Self Managed Teams
Can I take the
decision that I am
competent and
responsible for?
Can we enjoy
working with each
other?
Delegation of Authority
Team Work
Can we work without
getting in each others’
way?
Lateral Coordination: Dependencies, Interfaces
Bottom Up Communication: Grievances, Issues, Opinions
Top Down Communication
Why People Processes ?
Am I important
enough to be
told?
Does anyone listen to
my problems?
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10. Theme – Aligning Workforce to Strategy
Integration of Multi Disciplinary Teams
Can we put together a diverse set of
skills and make it succeed?
Do we know how many people
and the skills we need in future?
Long Term Workforce Planning
How do we get the best person
in?
Let us part gracefully.
Hiring
Exit Management
Resource Management
Can we find the right
person internally?
Why People Processes ?
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11. Agenda
Section 1
Why People Processes
Section 2
A Systems Approach
Section 3
The PCMM® Model
QAI

12. Using A Systems Approach
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Adopt a reference body of knowledge, and adapt it for application
Encompass HR processes, and core delivery processes
Ensure strong linkages to organization’s strategic imperatives and business plans
Obtain leadership commitment, sponsorship
Take leadership guidance through governance mechanisms
Adopt , adapt and apply the principles of Management Systems for the gamut of
people management
 Use measurements and drive a culture of continual improvement
A Systems Approach
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13. Using A Systems Approach
To get lasting benefits from these areas, use a systems / process approach:
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Create HR process architecture
Understand dependencies between processes
Remember the concept of maturity (for sequencing, prioritization)
Convert the new processes into a habit:
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Provide vision, policy and direction
Provide training, people, tools, budgets
Measure the status and effectiveness
Verify compliance
A Systems Approach
QAI

14. Contents of The Deck
Section 1
Why People Processes
Section 2
A Systems Approach
Section 3
The PCMM® Model
QAI

15. People CMM®
A conceptual model based on state-of-the-art workforce practices to help organizations:
Develop the workforce required to execute business strategy
Characterize the maturity of workforce practices
Set priorities for improving workforce capability
Integrate improvements in process and workforce
Become an employer and career of choice
The PCMM® Model
QAI

16. SEI’s People CMM® Project
Mission
– To help the readiness of organizations to undertake increasingly complex
work by helping them attract, grow, motivate, deploy, and retain the talent
needed to improve their capability
Philosophy
—
—
—
—
Delivery managers must “facilitate” the development of their people
Individuals must “own” their development
People processes must be intricately linked with business planning
People processes must be intricately linked with engineering processes
Authors of the P-CMM:
Bill Curtis
William Hefley
Sally Miller
The PCMM® Model
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17. Maturity Levels
Level 5
Optimizing
Level 4
Predictable
Level 3
Defined
Level 2
Managed
Level 1
Initial
The PCMM® Model
Continuous
Improvement
Measured &
Empowered
Practices
Competency Based
Practices
Basic HR
Operational
Practices
© Software Engineering Institute
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18. Continuous Workforce Innovation
Organizational Performance Alignment
Continuous Capability Improvement
Mentoring
Organizational Capability Management
Competency Based Assets
Empowered Workgroups
Competency Integration
Participatory Culture
Workgroup Development
Competency Based Practices
Career Development
Workforce Planning
Competency Analysis
Compensation
Training & Development
Performance Management
Work Environment
Communication & Coordination
Staffing
The Process Areas
OPTIMIZING
PREDICTABLE
DEFINED
MANAGED
INITIAL
The PCMM® Model
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19. People CMM® Impacts by Level
Level
Results affected
Level 5
Optimizing
Business control, change management
Level 4
Managed
Reduced variation, rigorous decision data,
predictability
Level 3
Defined
Productivity and quality, strategic planning
Level 2
Repeatable
Morale, retention, and individual performance
Level 1
Initial
Inconsistency
© 2007
19

20. Focus for Changing Practices
Organization
establishes
Competencies
Organization
Managers perform
repeatable
practices
Unit or team
Individual
Empowered
workgroups &
measured capability
Ad Hoc,
inconsistent, people
practices
1
Source: TeraQuest
Improvement &
Integration of personal
work process
2
3
Maturity levels
4
5

21. The Process Area Threads
Learning
Organization
Source:
TeraQuest
The PCMM® Model
QAI

22. The Process Area Threads
Culture
Of
Team Work
Source:
TeraQuest
The PCMM® Model
QAI

23. The Process Area Threads
Performance
Orientation
Source:
TeraQuest
The PCMM® Model
QAI

24. The Process Area Threads
Workforce
To
Strategy
Source:
TeraQuest
The PCMM® Model
QAI

25. The Changing Focus
Thinking
People
Management
Thinking
Organizational
Excellence
Going beyond
managing attrition and
winning talent wars
The PCMM® Model
QAI

26. The Organizational Challenges
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•
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Multi-skilling
Career devp.
Exciting work
“Good” pay
“Me, Inc.”
•
•
•
•
•
•
Growth
Talent engagement
Process Consistency
Process Fidelity
Metrics Driven
Closed Loop
The PCMM® Model
Business
Individual
• Global
competition
• Demanding
customers
• Pressure on rates
• “Value-chain”
and delivery
pressures
Organization
QAI

27. The People CMM® Fit
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•
Multi-skilling
Career devp.
Exciting work
“Good” pay
“Me, Inc.”
•
•
•
•
•
•
Growth
Talent engagement
Process Consistency
Process Fidelity
Metrics Driven
Closed Loop
• Global
competition
• Demanding
customers
• Pressure on rates
• “Value-chain”
and delivery
pressures
Business
Individual
Organization
Directly
Indirectly
The PCMM® Model
QAI

28. The PCMM® Model
Policies &
procedures
Facilities/KM/resourc
es
Perks & benefits
Job stability
Life balance
Compensation
Job content
Career growth
Reasons For Joining
30
25
20
15
10
5
0
QAI

29. The PCMM® Model
C
im
og
nt
en
no
l
ch
th
t
ag
e
gr
ow
co
pe
Te
b
Jo
ny
er
pa
om
om
ar
e
ns y
a
W
or tion
k
cu
O
ltu
ve Lif
e
re
rs
ea ba
la
s
o p n ce
Tr
po
ai
ni
Jo rtun
ng
i
b
st ty
&
a
D
ev bili
In
Pe elo ty
te
rp
er rks pm
e
s
&
Fa ona
be nt
l
n
cil
itie rela efit
s
t
s/
KM ions
h
Ap /res ips
ou
pr
Po
ai
lic
sa rce
ie
ls s
s
y
&
pr ste
m
oc
ed
ur
es
C
C
Reasons For Joining
30
25
20
15
10
5
0
Directly:
Indirectly:
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30. The People CMM® Some Reported Benefits
• Drop in effort variation by 31%
• Drop in rework due to higher competency (21% co-relation)
• With 110% increase in training time, improvement in review efficiency
by 100% and drop in rework by 45%
• 12% improvement in client feedback scores
The PCMM® Model
QAI

31. The People CMM® Some Reported Benefits
• 60% Increase in ESAT
• Drop in appraisal cycle time from 1 month to 1 week
• Indent-to-join cycle time drop from 60 to 40 days
• 33% drop in attrition
• 45% improvement in people exceeding performance expectations due
to competency-based recruitment
The PCMM® Model
QAI

32. The People CMM® Some Reported Benefits
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•
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•
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“Improved talent attraction”
“Enabled scalability”
“Helped Employee morale/retention”
“Structured Competency Mgt and KM”
“Created a sense of real empowerment”
“Defined Career Paths”
“Leveraged improvements in SW CMM
& PSP”
The PCMM® Model
QAI

33. Case Study 1 : Role Of People CMM®
Competency Development Process Flow
New Competency
Development Activities
Introduced Like Mentoring,
Buddy Up, On the Job
Trainings etc.
* Data shared for Team Leaders Positions
The PCMM® Model
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34. Case Study 1: Role Of People CMM®
Competency Development Process Flow
Turn Around Time
Resolution of concerns/ grievances on our online
application –
Smart Service Desk
Monthly Attrition Trend
The PCMM® Model
QAI

35. Case Study 1: ESS Comparison
Driver Questions
2006 (Before)
2007 (After)
Overall ESAT
70.56%
87.00%
Resources
53.80%
82.14%
Company Policies
55.56%
84.82%
People Practices (Organizational Identity)
67.25%
87.95%
Pay
36.26%
68.75%
Benefits
67.84%
83.48%
Manager’s Manager
69.01%
90.18%
Supervisor
69.01%
90.18%
Training & Development
54.97%
86.61%
Communication
58.48%
86.61%
Work Tasks
68.42%
86.61%
Work/ Life Balance
54.97%
82.14%
Senior Leadership
60.23%
87.05%
Colleagues
60.82%
88.84%
Performance Management and Career Opportunities
61.99%
85.71%
Rewards & Recognition
47.37%
81.25%
Physical Work Environment
37.43%
67.41%
The PCMM® Model
QAI

36. Case Study 2: People CMM® At Global Technology
Consulting Firm
•
Adopted People CMM for all software delivery centres world wide
– More than 10 centers worldwide under scope
– Each center has their own journey
– Staff strength (per centre) varies from 100 - 55,000
•
Journey started in 2005
– From India center
– Followed by Philippines & China
– Followed by Bratislava, Riga, Mauritius, UK
•
Appraisals already completed
– 2 center at ML5 (twice, getting ready for 3rd), 1 centers ML5 (done once ready for 2nd )
– 4 centers ML3
•
Few more Implementations and Appraisals in pipeline
– US, Canada, Latin America, Africas
– Re-appraisals for existing centres
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by any means, or stored in a database or retrieval system, without prior written permission of QAI
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37. Case Study 2: People CMM® At Global Technology
Consulting Firm
•
Competency framework initiated in early implementation and evolved globally
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Recruitment and Resource Management practices refined and strengthened using competency and analytics
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Competency data is a significant component in recruitment and resource management
Trends analyzed and process performance baselines established and used
Actively aligned to business strategy
Engagement Surveys – Sustained trail of trends, actions and effectiveness
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Live global competency framework and regular competency assessments
Competency profiles establish to understand state of workforce
Results analyzed and used for workforce plans, workforce development
Emphasis of framework adjusted for lines of business and level of employee
Actively aligned to business plans
Promotions, Compensation, Reward / Recognitions, Performance Management influenced by competency
Multiple layers of engagement surveys adminstered
Results analyzed in various slices and actions identified
Thresholds set and tied to KPIs of relevant stakeholders
Actions implemented and effectiveness monitored
Performance Management, Reward Recognitions and Performance Alignments
–
–
Business goals cascaded down; Alignment audits and checks performed
© QAI
Governance mechanisms; Reward Recognition Mechanisms
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by any means, or stored in a database or retrieval system, without prior written permission of QAI
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38. Case Study 3: People CMM® At a Renowned Bank in
Oman
Context
• Leading Bank in Oman
• Corporate Banking, Retail Banking, Investment
Banking, Treasury, Private Banking and Asset
Management; & enabling functions
• One million plus customers ,130 branches.
• Around 3000 employees.
• Needed to address following themes:
• To attract and invest in the best people
• To create a performance driven culture
across the Bank
• To bring improvements in the HR
processes across the Bank
• To create Best employer branding
Key Challenges
• Delivery of HR processes in retail banking.
• Retail units are spread across the country, in tier 1, 2 and 3
locations. Physically difficult for HR to be in direct contact with the
staff.
• Reach of HR services and building employee engagement across
the units was one of the key challenges.
• Getting the buy-in of the line functions (like Treasury, Investment
Banking, Capital markets) for their participation in evolving
competency dictionaries.
• Lack of Line management involvement in individual performance
feedback, appraisals and people development.
• Delegation of authority as a conscious “thought-through” approach
to enable agility in decision making.
• Getting bankers to attend people management related training
programs, and sensitizing them on the need to take up
accountability for staff development
© QAI All rights reserved. No part of this document may be reproduced or distributed in any form or
by any means, or stored in a database or retrieval system, without prior written permission of QAI
Solution
• Initiated multi-year HR process
improvement program with People
CMM being adopted as the
benchmarking reference
• Requirements upto People CMM ML 3
were envisaged in the scope
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39. Case Study 3: People CMM® At Renowned Bank at
Oman
Benefits
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•
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•
•
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Improved Employee Connect in Retail Branches
Design of Top down (Leadership town halls, webcasts etc) and bottom up communication mechanisms (grievance handling, employee self managed service desk
systems)
Hub and spoke HR delivery models helped improve Employee connect in Retail branches.
Creation of SMART goals and overall Top down cascade and alignment of performance goals
Improved line of sight on performance contribution
Improved employee perception on fairness of the appraisal system
Overall improvement seen in performance rating distribution (non normalized data).
Focus built on Leadership development pipeline creation, succession planning, HIPO identification and leadership competency assessment using Development
center approach
Objectivity of promotions enhanced through use of competency criteria.
Internal Job postings providing greater opportunities for staff; reduction on recruitment costs, improvement in staff retention
Competency frameworks designed (Functional, Behavioral, Leadership) ; and HR practices related to Trainings, re-deployments, Backup planning, recruitment
practices aligned to competency framework
• -resulting in improvement in Right Hire quality scores
• -Business continuity in terms of Alternate officers ready to take over Branch Management positions (during transfers, as per Bank’s policy)
• -Competency shifts evidenced resulting in higher operational productivities
Delegation of authority; continuous scan of decision making points improved the speed and effectiveness of decision making; helping bank scale up operations ,
improving employee perception on “empowerment”.
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by any means, or stored in a database or retrieval system, without prior written permission of QAI
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40. Roadmap
The PCMM®
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by any means, or stored in a database or retrieval system, without prior written permission of QAI
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41. For Further Information, Please contact :Utsav Agarwal
QAI Global Limited
Handphone No. : +919619235312
Desk Phone No. : +912228807306/07/08
Email : utsav.agarwal@qaiglobal.com
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