PEOPLE CAPABILITY MATURITY

MODEL (PCMM)

PRESENTED BY:-
SUZEN KHAN
ROLL NO. :- 180265
JAHANVI GARG
ROLL NO. :- 180169
MBA 2ND YEAR
 INTRODUCTION
 The People Capability Maturity Model (PCMM)
is a maturity framework, patterned after the
structure of the CMM that focuses on
continuously improving the management and
development of the human assets of an
organization
 AIM
 Provides guidance on how to improve the ability of
organizations to attract, develop, motivate,
organize and retain the talent needed to steadily
improve their productivity.
 STRATEGIC OBJECTIVES

 The primary objective of the PCMM is to improve

the capability of the entire workforce. This can be
defined as the level of knowledge, skills, and
process abilities available for performing an
organization's current and future business
activities.
PREMISE OF MODEL
 A practice cannot be improved if it cannot be
repeated.
 In an organization's least mature state
systematic and repeated performance of practices
is sporadic.
HELP TO BUSINESS ORGANIZATION
a) Characterize the maturity of their work force
practices;
b) guide a program of continuous workforce
development;
c) set priorities for immediate actions;
d) integrate work force development with process
improvement;
e) establish a culture of business excellence.
PRACTICES IN PCMM

 work environment,
 communication,

 staffing,

 managing performance,

 training,

 compensation,

 competency development,

 career development,

 team building, and

 culture development
FIVE STAGES OF MATURITY
Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing
INITIAL LEVEL
 the performance of workforce activities is
inconsistent
 The organization typically provide forms for
activities
 but offers little guidance or training in conducting
the activities supported by these forms.
CHARACTERISTIC OF LEVEL I
 Inconsistency in performing practices
 Displacement of responsibility

 Ritualistic practices

 An emotionally detached workforce

REPEATABLE LEVEL
 to eliminate problems that keep people from
being able to perform their work responsibilities
effectively
 to establish a foundation of workforce practices
that can be continuously improved in developing
the workforce.
DEFINED
 to gain a strategic competitive advantage from its
core competencies.
 the organization begins to adapt its workforce
practices to the specific nature of its business..
MANAGED
 sets quantitative objectives for growth in core
competencies
 for the alignment of performance across the
individual, team, unit, and organizational levels.
 foundation for evaluating trends in the
capability of the organization's workforce.
OPTIMIZING
 continuous focus on improving individual
competencies and
 finding innovative ways to improve workforce
motivation and capability.
KPA- KEY PROCESS AREAS
 the particular tasks and activities,
 which must be completed in order for an
organization
 to gain maturity and progress towards
optimizing their training initiatives.
KPA AT REPEATABLE LEVEL
 Work environment
 Communication

 Staffing

 Training

 Compensation

 Performance management
KPA AT DEFINED LEVEL
 Knowledge & Skills Analysis
 Workforce planning

 Competency Development

 Career Development

 Competency-based Practices
 Participatory Culture.
KPA AT MANAGED LEVEL
 Mentoring
 Team-building

 Team- based practices

 Organizational performance

 Organizational competency management

KPA AT OPTIMIZING LEVEL
 Personal Competency Development
 Coaching.

 Continuous Workforce Innovation

FOUR THEMES OF PCMM
 Developing Capabilities
 Building Teams and Culture

 Motivating and Managing Performance

 Shaping the workforce
 PROCESS CATEGORIES

MOTIVATING &
MATURITY DEVELOPING BUILDING TEAMS MANAGING SHAPING THE
LEVELS CAPABILITES & CULTURE PERFORMAN WORKFORCE
CE

Coaching Personal
5 Optimizing Competency
Development

Organizational
Performance Organizations
4 Managed Mentoring Team Building Alignment Competency
Team-Based Management
Practices
Competency
Competency-Based
Development
3 Defined Participatory Culture Practices Career Workforce Planning
Knowledge &
Development
Skills Analysis
Compensation
Performance
Training
2 Repeatable Communication Management Staffing
Communication
Work
Environment

1 Initial
PCMM STRUCTURE
APPLIED BY AN ORGANIZATION IN
TWO PRIMARY WAYS:

 As a standard for assessing workforce practices

 As a guide in planning and implementing
improvement activities
 NEWS ARTICLE
RCF IS FIRST PSU TO GET PCMM LEVEL 2
 Rashtriya Chemicals and Fertilizers has been
rated at Maturity Level 2 of People Capability
Maturity Model (People CMM®) in an appraisal
led by Rajesh Naik, Founding Partner-QAI India.
 Maturity level 2 focuses on issues such as
staffing, coordinating commitments, providing
resources, managing performance, developing
skills and making compensation decisions.
 Adoption of best practices and the refinements
brought into various HR and HRD processes have
helped immensely in the people development
initiatives of the company.
(SOURCE:- peoplematters.in)
 CASE STUDY
EVALUATION OF ORGANIZATIONAL MATURITY BASED ON
PEOPLE CAPACITY MATURITY MODEL IN MEDICAL RECORD
WARDS OF IRANIAN HOSPITALS

Context:
 People capacity maturity model (PCMM) is one of the
models which focus on improving organizational human
capabilities.
Aims:
 The aim of this model's application is to increase people
ability to attract, develop, motivate, organize and retain
the talents needed to organizational continuous
improvement.
Settings and Design:
 In this study, we used the PCMM for investigation of
organizational maturity level in medical record
departments of governmental hospitals and determination
strengths and weaknesses of their staff capabilities.
Materials and Methods:

 This is an applied research and cross sectional study in

which data were collected by questionnaires to
investigation of PCMM model needs in medical record staff
of governmental hospitals at Isfahan, Iran. We used the
questionnaire which has been extracted from PCMM model
and approved its reliability with Cronbach's Alpha 0.96.

Statistical Analysis Used:

 Data collected by the questionnaire was analyzed based on
the research objectives using SPSS software and in
accordance with research questions descriptive statistics
were used.
Results:

Our findings showed that the mean score of medical record

practitioners, skill and capability in governmental
hospitals was 35 (62.5%) from maximum 56 (100%). There
is no significant relevance between organizational maturity
and medical record practitioners, attributes.
Conclusions:

 Applying PCMM model is caused increasing staff and

manager attention in identifying the weaknesses in the
current activities and practices, so it will result in
improvement and developing processes