People CMM

The People-CMM : 

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!)

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People-CMM Maturity Framework © Software Engineering Institute Basic HR Operational Practices Competency Based Practices Measured & Empowered Practices Continuous Improvement Level 1 Initial Level 2 Managed Level 3 Defined Level 4 Predictable Level 5 Optimizing

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Process Areas

Why Adopt People CMM®? : 

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 : 

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 : 

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”

Boeing - BRS Job Satisfaction : 

Boeing - BRS Job Satisfaction J. Vu (1999)

Novo Nordisk - Staffing : 

Novo Nordisk - Staffing Thorhauge (2000)

Infosys - Competency & Quality : 

Infosys - Competency & Quality

ROI of People CMM® : 

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

ROI of People CMM® : 

Employee Satisfaction Quarterly Attrition Trend at N1 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

ROI of People CMM® : 

Turn Around Time Resolution of concerns/ grievances on our online application – Smart Service Desk ROI of People CMM® Monthly Attrition Trend

ESS Comparison : 

ESS Comparison

Typical High Level Roadmap… : 

Typical High Level Roadmap…

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