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The People Capability Maturity Model (People
CMM) framework maintained by the Carnegie Mellon SEI helps organizations
in developing their workforce maturity and in addressing their critical people issues. Based on the best
current practices in fields such as human resources, knowledge
management, and organizational development, P-CMM guides
organizations in improving their processes for managing and developing
their workforces. P-CMM helps organizations characterize the maturity of
their workforce practices, establish a program of continuous workforce
development, set priorities for improvement actions, integrate workforce
development with process improvement, and establish a culture of
excellence.
People CMM provides a roadmap for implementing workforce practices
that continuously improve the capability of an organization’s workforce.
Since an organization cannot implement all of the best workforce
practices in an afternoon, P-CMM takes a staged approach. Each
progressive level of the P-CMM produces a unique transformation in the
organization’s culture by equipping it with more powerful practices for
attracting, developing, organizing, motivating, and retaining its
workforce. Thus, P-CMM establishes an integrated system of workforce
practices that matures through increasing alignment with the
organization’s business objectives, performance, and changing needs.
The philosophy underlying People CMM is based on ten
principles:
1. In mature organizations, workforce capability is directly related to
business performance.
2. Workforce capability is a competitive issue and a source of strategic
advantage.
3. Workforce capability must be defined in relation to the
organization’s strategic business
objectives.
4. Knowledge-intense work shifts the focus from job elements to
workforce competencies.
5. Capability can be measured and improved at multiple levels,
including individuals,
workgroups, workforce competencies, and the organization.
6. An organization should invest in improving the capability of those
workforce competencies
that are critical to its core competency as a business.
7. Operational management is responsible for the capability of the
workforce.
8. The improvement of workforce capability can be pursued as a process
composed from
proven practices and procedures.
9. The organization is responsible for providing improvement
opportunities, while individuals
are responsible for taking advantage of them.
10. Since technologies and organizational forms evolve rapidly,
organizations must continually
evolve their workforce practices and develop new workforce competencies.
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