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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?”