分享
分享赚钱 收藏 举报 版权申诉 / 81

类型05 人力资源课件The Optimizing Level - Maturity Level 5.pdf

  • 上传人:德鲁克管理课堂
  • 文档编号:13327167
  • 上传时间:2022-08-05
  • 格式:PDF
  • 页数:81
  • 大小:194.24KB
  • 配套讲稿:

    如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。

    特殊限制:

    部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。

    关 键  词:
    05 人力资源课件The Optimizing Level - Maturity Level 5.pdf
    资源描述:

    1、PeopleCapability Maturity ModelThe Optimizing Level Maturity Level 5Process Areas at the Optimizing Level focus on continually improving theorganizations capability and workforce practices. Individuals continuallyimprove the personal work processes they use in performing competency-based processes.

    2、Workgroups continuously improve their operatingprocesses through improved integration of the personal work processes oftheir members. The organization evaluates and improves the alignment ofperformance among its individuals, workgroups, and units both with eachother and with the organizations busine

    3、ss objectives. The organizationcontinually evaluates opportunities for improving its workforce practicesthrough incremental adjustments or by adopting innovative workforcepractices and technologies. The process areas at Maturity Level 5 include: Process areas Continuous Capability Improvement 551Org

    4、anizational Performance Alignment 583Continuous Workforce Innovation 603550Continuous CapabilityImprovementA process area at Maturity Level 5: OptimizingPeople Capability Maturity Model Version 2Copyright 2001 by Carnegie Mellon University 551Purpose The purpose of Continuous Capability Improvement

    5、is to provide afoundation for individuals and workgroups to continuously improvetheir capability for performing competency-based processes.Description Continuous Capability Improvement involves enterprise-wide support forindividuals and workgroups as they focus on improving their capability inthe pe

    6、rformance of competency-based processes. The organizationestablishes a voluntary framework for continuously improving personalwork processes and workgroup operating processes. Within eachcompetency community, actions are taken to continually improve thecapability and performance of competency-based

    7、processes.Individuals focus on the capability of their personal methods forperforming competency-based processes. Individuals analyze thecapability of their personal work processes, identify opportunities forimprovement, and establish measurable improvement objectives.Individuals engage in learning

    8、activities to continuously improve thecapability and performance of their personal work processes.Workgroups focus on improving the capability and performance of theiroperating processes by continuously improving the integration of thepersonal work processes performed by workgroup members. Workgroup

    9、sanalyze the capability of their operating processes to identify opportunitiesfor improvement. Workgroups set measurable objectives for improvementand continuously improve their capability and performance. Theorganization adjusts the application of workforce practices to supportcontinuous competency

    10、 improvement.Continuous Capability Improvement Level 5: Optimizing552 People Capability Maturity Model Version 2Within competency communities, recommendations from improvementsin personal work processes or workgroup operating processes are reviewedto determine if they should be incorporated into def

    11、ined competency-basedprocesses. Capability objectives are established for competency-basedprocesses based on the organizations business objectives. Improvementobjectives are established for competency-based processes whosecapability is insufficient to achieve these capability objectives. Withinsome

    12、competency communities, responsible individuals identifyopportunities for improving competency-based processes and evaluatepotential improvements. Improvements that demonstrate their value areincorporated into competency-based processes and made available for use.The organizations workforce practice

    13、s are adjusted to support continualimprovement at all levels of the organization.GoalsGoal 1 The organization establishes and maintains mechanisms forsupporting continuous improvement of its competency-basedprocesses.Goal 2 Individuals continuously improve the capability of their personalwork proces

    14、ses.Goal 3 Workgroups continuously improve the capability of theirworkgroups operating processes.Goal 4 The capabilities of competency-based processes are continuouslyimproved.Goal 5 Continuous Capability Improvement practices are institutionalized toensure they are performed as defined organization

    15、al processes.Level 5: Optimizing Continuous Capability ImprovementPeople Capability Maturity Model Version 2 553Commitment to PerformCommitment 1 The organization establishes and maintains a documented policy forcontinuously improving individual and workgroup capability.Issues typically addressed in

    16、 the policy include:1. Continuous Capability Improvement activities serve the business objectivesand stated values of the organization.2. Individuals and workgroups are encouraged to continuously improve theircapability.3. Individuals and workgroups set measurable objectives for improving theircapab

    17、ility.4. Support is provided for assisting individuals and workgroups in continuouslyimproving their capability.5. All individuals and workgroups are able to voluntarily participate incontinuously improving their capability.6. The organization proactively investigates improvements to competency-base

    18、d processes and deploys those that prove most promising.7. Continuous Capability Improvement practices and activities comply withrelevant laws, regulations, and organizational policies.Continuous Capability Improvement Level 5: Optimizing554 People Capability Maturity Model Version 2Commitment 2 An

    19、organizational role(s) is assigned responsibility for coordinatingContinuous Capability Improvement activities across theorganization.Examples of individuals who might coordinate Continuous CapabilityImprovement activities across the organization include the following: Operational managers and execu

    20、tives Knowledge officers or managers Quality, efficiency, or performance experts Human resources or other appropriate professionals Training or development groups Competency ownership groups Measurement or process improvement groupsAbility to PerformAbility 1 Within each unit, an individual(s) is as

    21、signed responsibility andauthority for ensuring that members of the unit participate inContinuous Capability Improvement activities, as appropriate.Level 5: Optimizing Continuous Capability ImprovementPeople Capability Maturity Model Version 2 555Ability 2 Within selected workforce competencies, res

    22、ponsible individual(s)coordinate activities to improve its competency-based processes.Refer to Ability 1 in the Competency Analysis process area and Ability 2in the Competency-Based Assets process area for information regardingthose who are involved in maintaining and improving competency-basedproce

    23、sses and competency-based assets.Examples of individuals who might coordinate Continuous CapabilityImprovement activities within a workforce competency include thefollowing: Competency ownership group, or an organizational competency definition or competency management group, for the workforce compe

    24、tency Knowledge officers or managers Human resources or other appropriate professionals Training or development groups Committee of representatives from ownership teams for each workforce competency Measurement or process improvement groupsAbility 3 Adequate resources are provided for continuously i

    25、mprovingindividual and workgroup capabilities.1. Experienced individuals who have expertise in capability improvement areavailable for coaching individuals and workgroups.Examples of individuals with appropriate expertise include the following: Subject matter experts Process improvement professional

    26、s Measurement experts Mentors CoachesContinuous Capability Improvement Level 5: Optimizing556 People Capability Maturity Model Version 22. Resources for supporting Continuous Capability Improvement activities aremade available.Examples of resources to support Continuous Capability Improvementactivit

    27、ies include the following: Data collection tools Statistical analysis packages Tools to support representation and analyses of workflow and processes Databases and other repositories Intranet and other means of electronic access Knowledge management tools Reporting and communication tools3. The orga

    28、nizations strategic workforce plan allocates a recommendedamount of time for individuals to participate in continuous capabilityimprovement activities.4. Each units workforce planning allocates a portion of each individuals timefor participation in continuous capability improvement activities.Abilit

    29、y 4 Mentoring support is offered to improve the capability andperformance of individuals and workgroups.In the context of Continuous Capability Improvement, mentoring isproviding primarily in the form of detailed coaching in the knowledge,skills, and process abilities involved in the personal and wo

    30、rkgroupprocesses undergoing improvement. Although some authors distinguishbetween mentoring and coaching, the People CMM treats coaching as aspecial form of mentoring that focuses on detailed expertise in theknowledge, skills, or process abilities of one or more workforcecompetencies. The use of men

    31、tors in Continuous Capability Improvementimplies using an experienced individual(s) with expert capability in thecompetency-based processes on which these personal and workgroupprocesses are based. Refer to the Mentoring process area for informationregarding selecting and preparing mentors and for i

    32、nformation regardingestablishing and maintaining a mentoring relationship.Level 5: Optimizing Continuous Capability ImprovementPeople Capability Maturity Model Version 2 5571. Improvement opportunities are evaluated to determine whether they justifythe investment in mentoring.Mentors providing detai

    33、led coaching are made available in situationswhere performance improvements are expected to contribute moststrongly to achieving unit or organizational performance objectives.Examples of factors to be considered in evaluating the benefits ofproviding a mentor include the following: The impact of the

    34、 processes being coached on meeting unit or organizational performance objectives The marginal improvement in work performance to be achieved through coaching The number of individuals and workgroups affected The rate at which capability can be increased The opportunity to transfer unique knowledge,

    35、 skill, or process abilities The ability to increase unit and organizational capability or performance2. Opportunities to provide detailed coaching are prioritized based on factorssuch as the following: value to unit or organizational performance objectives, the number of people available qualified

    36、to provide detailed coaching, the balance between performing work and coaching, and the value of raising staff capability in targeted areas.3. Mentoring relationships are established in those situations where theenhancement in performance will justify the investment in coaching support.Refer to Prac

    37、tices 4, 5, 6, and 7 of the Mentoring process area forinformation regarding selecting and assigning mentors and establishingand maintaining a mentoring relationship.Continuous Capability Improvement Level 5: Optimizing558 People Capability Maturity Model Version 2Ability 5 Individuals and workgroups

    38、 develop the knowledge, skills, andprocess abilities needed to perform their responsibilities in applyingtechniques for continuously improving their capabilities.Examples of learning opportunities to support Continuous CapabilityImprovement include the following: Measurement and analysis of personal

    39、 work processes and performance Measurement and analysis of workgroup processes and performance Process engineering techniques Advanced knowledge, skills, or process abilities underlying relevant competencies Statistical analysis Change managementAbility 6 The practices and procedures for performing

    40、 ContinuousCompetency Improvement are defined and documented.1. Practices and procedures are defined and documented at the organizationalor unit levels, as appropriate.2. Guidelines for tailoring the practices and procedures for use in differentcircumstances are documented and made available, as nec

    41、essary.3. The individual(s) assigned responsibility for coordinating ContinuousCompetency Improvement activities across the organization ensures thatdefined practices and procedures are: maintained under version control, disseminated through appropriate media, interpreted appropriately for different

    42、 situations, and updated through orderly methods.4. Experiences, lessons learned, measurement results, and improvementinformation derived from planning and performing Continuous CapabilityImprovement practices are captured to support the future use andimprovement of the organizations practices.Level

    43、 5: Optimizing Continuous Capability ImprovementPeople Capability Maturity Model Version 2 559Practices PerformedPractice 1 Individuals and workgroups are empowered to continuously improvetheir capability for performing competency-based processes.1. Support for continuous capability improvement is c

    44、ommunicated throughoutthe organization.2. Practices and activities for supporting continuous capability improvementare included in the organizations strategic workforce plan.3. Units include support for continuous capability improvement in planningtheir workforce activities.4. Participation in conti

    45、nuous capability improvement is voluntary.5. Where appropriate, activities for continuous capability improvement aresupported in the personal development plans of those participating inimprovement activities.Practice 2 Individuals characterize the capability and performance of theirpersonal work pro

    46、cesses.1. Competency-based processes provide a framework for describing personalwork processes.Competency-based processes are typically defined at a level ofabstraction higher than the elementary tasks performed by individualswhen participating in these processes. In many cases, competency-basedproc

    47、esses are defined only to the level of the interactions among peoplerequired to accomplish a business activity. Individuals may differsubstantially in how they perform the elementary tasks that constitute acomponent of a competency-based process. For instance, salespeoplemay use different techniques

    48、 in closing a sale or designers may performtheir activities in different orders based on their preferred designphilosophy, experience, or area of greatest knowledge.Continuous Capability Improvement Level 5: Optimizing560 People Capability Maturity Model Version 2Personal work processes refer to how

    49、 single individuals perform theelementary tasks constituting the competency-based processes involvedin their work.The purpose of this practice is for individuals to characterize thesepersonal work processes at a more detailed level than provided in thedefinitions of the competency-based processes in

    50、cluded in theorganizations set of standard processes. Refer to the CompetencyAnalysis, Workgroup Development, and Competency Integration processareas for information regarding defining competency-based andworkgroup processes.2. Individuals analyze their work activities and describe how they uniquely

    展开阅读全文
    提示  微传网所有资源均是用户自行上传分享,仅供网友学习交流,未经上传用户书面授权,请勿作他用。
    关于本文
    本文标题:05 人力资源课件The Optimizing Level - Maturity Level 5.pdf
    链接地址:https://www.weizhuannet.com/p-13327167.html
    关于我们 - 网站声明 - 网站地图 - 资源地图 - 友情链接 - 网站客服 - 联系我们

    微传网用户QQ群:732276833  微博官方号:微传网官方   知乎号:微传网

    Copyright© 2025 微传网 weizhuannet.com 网站版权所有世界地图

    经营许可证编号:粤ICP备2021046453号   营业执照商标

    1.png 2.png 3.png 4.png 5.png 6.png 7.png 8.png 9.png 10.png


    收起
    展开