PCMM

What is People CMM ?

A conceptual model based on state-of-the-art workforce practices to help organizations:

develop workforce required to execute business strategy

characterize maturity of workforce practices

set priorities for improving workforce capability

integrate improvements in process and workforce

become an employer of choice

Meaning of terms used…Workforce Practices - Processes, procedures, or guidelines for implementing the organization’s workforce policies.

A workforce practice specifies documented procedures, guidelines, and content for performing workforce activities in any people-related area (e.g., compensation, performance management, etc.).

Workforce practices are typically documented and maintained by the human resources function or another appropriate group.

Meaning of terms used..

Workforce capability: The readiness or preparedness of an organization’s workforce to perform its business activities.

Specifically, the level of knowledge, skills, and process abilities available to the organization in each critical workforce competency for performing committed work.

Simply put..A conceptual model based on state-of-the-art processes/procedures or guidelines to help organizations:

develop workforce required to execute business strategy

characterize maturity of workforce practices

set priorities for improving the level of knowledge, skills, and process abilities available to the organization

integrate improvements in process and workforce

become an employer of choice

Levels Developing Competency

Building workgroups & culture

Motivating & managing performance

Shaping the workforce

5

Optimizing

Continuous Capability Improvement

Organisational Performance

Alignment

Continuous workforce Innovation

4

Predictable

Competency based assets

Mentoring

Competency Integration

Empowered Workgroups

Quantitative Performance Management

Organisational Capability

Management

3

Defined

Competency Development

Competency Analysis

Workgroup Development

Participatory Culture

Competency based practices

Career Development

Workforce Planning

2

Managed

Training and Development

Communication & Coordination

Compensation

Performance Management

Work environment

Staffing

PCMM – Threads & Key Process Areas (KPAs)

Maturity Framework

Humphrey (1989), Paulk et al. (1995), Cutis et al. (1995)

Managedpractices

Tailoredpractices

Measuredand alignedpractices

Continuouslyimprovingpractices

Peoplemanagement

Competencemanagement

Teammanagement

Capabilitymanagement

Level 1Level 1InitialInitial

Level 2Level 2ManagedManaged

Level 3Level 3DefinedDefined

Level 4Level 4PredictablePredictable

Level 5Level 5OptimizingOptimizing

People CMM Architecture

11InitialInitial

22ManagedManaged

Managers take responsibility formanaging and developing their people

CompensationTraining & DevelopmentPerformance ManagementStaffingCommunication & Co-ordinationWork Environment

33DefinedDefined

Organization develops aframework of workforce competencies required to accomplish its business objectives

Participatory CultureWorkgroup DevelopmentCompetency-Based PracticesCareer DevelopmentCompetency DevelopmentWorkforce PlanningCompetency Analysis

44PredictablePredictable

Capability is managed quantitatively and the Organization exploitsits opportunities inits competency framework

MentoringOrganizational Capability ManagementQuantitative Performance ManagementEmpowered workgroupCompetency-Based AssetsCompetency Integration

55OptimizingOptimizing

Capability and Performance continually improved.

Continuous Workforce InnovationOrganizational Performance AlignmentContinuous Capability Improvement

LevelLevel FocusFocus Key Process AreasKey Process Areas

Level 2 Key Process Areas

Level 1 — InitialLevel 1 — Initial

CompensationTraining & DevelopmentPerformance ManagementStaffingCommunication & CoordinationWork Environment

Level 2 — ManagedLevel 2 — Managed

Instill basicdiscipline into peoplerelatedactivities

Level 3 Key Process Areas

Level 2 — ManagedLevel 2 — Managed

Participatory CultureWorkgroup DevelopmentCompetency-Based PracticesCareer DevelopmentCompetency DevelopmentWorkforce PlanningCompetency Analysis

Develop workforce competencies and workgroups, align with strategy.

Level 3 — DefinedLevel 3 — Defined

Level 4 Key Process Areas

Level 3 — DefinedLevel 3 — Defined

Organizational Capability ManagementQuantitative Performance ManagementCompetency-Based AssetsMentoringEmpowered WorkgroupCompetency Integration

Level 4 — PredictableLevel 4 — Predictable

Level 5 Key Process Areas

Level 4 — PredictableLevel 4 — Predictable

Continuous Workforce InnovationOrganizational Performance AlignmentContinuous Capability Improvement

Level 5 — OptimizingLevel 5 — Optimizing

What is an Assessment? Appraisal of an organization's current workforce practices:

Through trained team of 4 - 8 experienced professionals

Questionnaire responses used on current practices

Review of documents done

Interviews with: Process Owners of Workforce Practices Project Managers

Discussion sessions with non-managers

Presentation of findings to sponsor

Assessment Principles 1) Start with a reference model

2) Involve senior management as sponsor

4) Focus on sponsor’s business goals

5) Observe strict confidentiality

6) Approach assessment collaboratively

7) Focus on actionable findings

Confidentiality of Data - 1 Accuracy of assessment results depends on:

ability to speak freely no fear of retribution key factor for open communication is confidentiality

All assessment information is confidential: questionnaire responses document reviews interviews with assessment participants discussions among assessment team members

Confidentiality of Data - 2 Confidential information will not be discussed

with anyone outside the assessment team All assessment results will be presented

without attribution to individuals or workgroups

Assessment participants agree not to discuss information they learn from assessment confidential meetings with anyone other than the assessment team

Actionable Findings Findings crafted for improvement actions

Findings for which actions cannot be taken should be dropped

Assessment should be followed immediately by: strategic decisions on issues to be

addressed action plans

Assessment PhasesPreparing

Month 1 Month 2 Month 3 Month 4 Month 5

Surveying

Assessing

Reporting

Hefley & Curtis (1998)

Preparing Phase Tasks

Arrangelogistics

Trainteam

Planassessment

Establishinfrastructure

Obtaincommitment

Determinescope

Securesponsor

Month 1 Month 2 Month 3

Surveying Phase Tasks

Analyzeresults

Administersurvey

Preparelogistics

Selectsample

Month 2 Month 3

On-Site Assessment Tasks

Consolidateprocessowner data Wrap-up

assessment

Debriefsponsor

Presentfindings

Review withprocessowners

Completebriefing

Revisefindings

Review withworkforce

Review withmanagers

Review withLegal

Preparefindingsbriefing

Developpreliminaryfindings

Consolidateworkforcedata

Workforcediscussions

Consolidatemanagerdata

Interviewmanagers

Interviewprocessowners

Interviewprocessowners

Scriptinterviews

Reviewdocuments

Analyzesurveys

Briefparticipants

Organizeteam

Monday WednesdayTuesday Thursday Friday

Follow-upinterviews

Reporting Tasks

Complete final report

Month 5

Report results

Assessment Participants Sponsor:

executive or senior manager publicly supports process improvement activities receive Final Findings Briefing and Final Report

Process owners: participate in interviews review draft findings

Managers: participate in interviews review draft findings

Non-managers/Individual contributors: participate in workforce discussions review draft findings

Assessment Team Composition:

SEI-authorized Lead Assessor at least 1 member from assessed organization 3-7 additional members

Desirable members: person responsible for workforce improvements Member involved in quality aspects in organization

Ineligible members: middle and senior managers managers of assessment participants

Assessment Team Leader Usually, but not always, the Lead Assessor:

Lead Assessor always responsible for overall assessment must act as coach if not team leader

Assessment responsibilities: verify assessment team meets qualifications and

requirements conduct assessment team training use SEI-authorized materials ensure process fidelity and quality during assessment submit reports to the People CMM Assessment Repository

Assessment Team Members Combined experience:

25 yrs. - business competencies of assessed organization 10 yrs. - management

Individual experience: 5 yrs. - business competencies of assessed organization 6 yrs. - management (at least 1 member) 5 yrs. - Human Resource or equivalent (at least 1 member) completed 3-day Mastering the People CMM completed 2-day People CMM Assessment Team Training

Responsibilities: must attend ALL assessment team activities must be on-time must participate actively

Team Roles—1 Site Coordinator:

arrange site logistics organize site activities and people assist Lead Assessor

Survey facilitators: arrange survey logistics monitor survey administration

Librarian: collect and organize documents for review manage document checkin-checkout during assessment dispose of documents

Team Roles—2 Key Process Area Mini-team:

focus on selected Key Process Areas throughout assessment organize data and develop observations develop findings evaluate practices and goals

Session facilitator: manage conduct of session manage progress through script

Recorder: capture notes from session for interviewer make list of requested documents

Team Consensus Assessment results emerge from the team’s

knowledge of the: assessed organization People CMM assessment method

Each assessment team member must agree to the team’s findings: consensus objectivity

Consensus Consensus—finding an acceptable outcome that:

all team members can support no team member opposes:

can “live with” the decision do not feel coerced do not feel the decision is wrong can support the decision publicly after they leave the room

maintains team integrity and mission focus

Consensus is not: unanimous vote—may not reflect everyone’s first priorities majority vote—minority must be content with outcome making all team members totally satisfied

People CMM Questionnaires 2 different questionnaires:

manager - what practices do you perform individual contributor - what practices do you

experience 3 types of questions:

general information and demographic questions organizational and workgroup effectiveness practices grouped by Key Process Area

Within each Key Process Area: introductory paragraph setting context definitions of terms used in the questions space for comments

Stratifying the Sample Balance the sample by proportionally representing:

major organizational components (division, department, etc.) work groups grade or level job type or category type of work or project years of professional or organizational experience gender, or other important individual characteristics

Invite survey participants early: block calendars time to replace those who decline

Survey Administration Administer in large groups (e.g., cafeteria):

ample writing space free of distractions survey facilitators must be able to move among

participants

Open with assessment participant’s briefing: explain the People CMM explain assessment process explain confidentiality

Individual administration: only as last resort survey facilitator available by phone

Completing the Surveys People CMM questionnaires are not:

a test an introduction to the People CMM the basis for a maturity rating

Encourage: questions about terminology writing comments responding “don’t know” when appropriate

Survey results are only one input to the assessment process

Analyzing Survey Responses Team members individually:

review aggregate responses note response patterns and comments

Key Process Area mini-teams: consolidate results into observations take notes for use in scripting interviews identify additional information needed

Entire assessment team: reviews trends across Key Process Areas agree to areas of special focus

Example - Survey ResultTo what extent have you received the training you need to perform your work?

22 146 279 83 41 54very great great some little very little do not

extent extent extent extent extent know

Comments: “Training was provided too late to be useful on my job” “Training was too generic—unrelated to our applications” “Mentoring by senior programmers helped more than classroom training” “By the time the training was provided I had transferred to another project and needed knowledge of a different application” “Why doesn’t someone train my manager?” “Training helped greatly, could have used more” “Training came too late to help, I had to learn it all on my own” “I didn’t have time to take training based on our tight project schedule”

Evaluating Survey Responses Items to review for each question:

mean, mode, and standard deviation % responses to the 2 most favorable categories % responses to the 2 least favorable categories % responses of ‘don’t know’ volume and content of comments made by participants how responses compare to those on similar questions how responses compare between manager and non-

manager questionnaires What to look for:

clear strengths or weaknesses inconsistent response patterns that need clarification issues facing the organization

Examples of Survey Observations

58% of the respondents indicated they had little or very little involvement in staffing processes.

ST.AC.10

B.J.

W

Non-Mgr.Ques. #26

64% of managers indicate they do notunderstand the compensation strategy—many comments questioned its existence.

CP.AC.1

D.T.

W

Mgr.Ques. #52

Need to see documentedcompensation strategy

CP.AC.1

B.J.

“Would you please describe how people in your unit are involved in staffing processes.”

Reviewing Documents When:

week prior to first day of Assessing Phase as needed during Assessing Phase

Issues: are practices documented? are the documented practices performed? is there adequate infrastructure to support the practices?

Types: organizational level unit level individual level

Organizational Level Documents Purpose:

establish requirements for what should be done establish commitment for doing it identify constraints on how practices should be performed

Examples: policies strategic and operational plans definition of roles and procedures training plans for those responsible for performing practices defined, organization-wide workforce management processes competency analyses and profiles analyses of organizational trends in practices salary surveys

Unit Level Documents Purpose:

define procedures to be used in a unit establish plans for performing practices capture results of performing practices within a unit

Examples: selection procedures staff meeting notes showing communication of events unit performance goals or criteria training or competence development plans compensation plan for unit orientation procedures for new members of the unit definitions of decision-making procedures records of team-building activities

Individual Level Documents Purpose:

individualizes the performance of a practice documents results of applying a practice provides guidance

Examples: evaluation forms from a selection process individual development plan completed performance appraisal form notification of salary adjustment announcement of a reward or recognition career plan team performance goals or criteria tracking of personal performance data

Interviewing3 types of tasks: scripting interviews conducting interviews consolidating data

4 types of sessions: process owner interviews manager interviews workforce discussions follow-up interviews (optional)

Workforce Interview Logistics Seating:

interviewer needs good eye contact with all interviewees interviewees need to hear and see each other as well as the

assessment team members assessment team members should be seated intermingled with

interviewees

Interview management: may start with open discussion, if desired interviewer asks questions draw out those interviewees who are silent keep individuals from dominating the discussion move discussion to new topics when little new information is

emerging

Follow-up InterviewsWhen do you hold a follow-up interview?

when there are holes in Key Process Area coverage to clarify previous information or resolve inconsistencies to understand specifics on a particular topic include an opinion leader that was inadvertently left out to include someone who missed a scheduled interview

When: during openings in schedule before or after hours during lunch at beginning of findings generation

Interview Management Keep the interview focused and progressing

Tangents: can provide information not available any other way, but need to be controlled by interviewer

Orient interviewee to the questions: indicate topic changes - “I now want to ask some questions

about…” when interviewee digresses, gently lead them back to the

path keep interviews from appearing unstructured

Question Categories Open ended questions:

does not presuppose the answer provides opportunity to express ideas and concerns allows spontaneous, unstructured responses

Direct questions: may presuppose the answer asks for specific information

Meta questions: questions about questions used to guide the interview process

Open-Ended Questions “Would you please describe how you staffing is

performed in your unit?”

“Would you please describe how you handle unsatisfactory performance?”

“Would you please describe how compensation decisions are handled in your unit?”

“Do you hire the most qualified candidate?”