people cmm

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What is PCMM?

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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)

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