01 人力资源课件BackgroundConceptsStructureand Usage.pdf

1、PeopleCapability Maturity ModelPart One The People CapabilityMaturity Model: Background,Concepts, Structure, and UsageThis overview presents an introduction to the People Capability MaturityModel (People CMM) and the background for developing such a model. Itdescribes the concepts of a maturity fram

2、ework and how this framework canbe applied to developing the workforce capability of an organization. Thestructure of the P-CMM is described. In addition, advice for interpreting andusing the P-CMM and its practices is provided to help an organization applythe P-CMM in its setting. Part One The Proc

3、ess Maturity Framework 3Overview of the People CMM 15People CMM Process Areas 29The Architecture of the People CMM 47Interpreting the People CMM 61Using the People CMM 831 The Process MaturityFrameworkPeople Capability Maturity Model Version 2Copyright 2001 by Carnegie Mellon University 3“When human

4、 capital owners employees have the upper hand in the market, they donot behave at all like assets. They behave like owners of a valuable commodityThey areinvestors in a business, paying in human capital and expecting a return on theirinvestment.”Davenport 99“As other sources of competitive success h

5、ave become less important, what remains as acrucial differentiating factor is the organization, its employees, and how it works.”Pfeffer 94“Successful firms will be those most adept at attracting, developing, and retainingindividuals with the skills, perspectives, and experience necessary to drive a

6、 globalbusiness.”Ulrich 97a“Personnel attributes and human resource activities provide by far the largest source ofopportunity for improving software development productivity.”Boehm 81“After product size, people factors have the strongest influence in determining theamount of effort required to deve

7、lop a software product.”Boehm 001.1 What Is the People CMM?The People Capability Maturity Model (People CMM) is a roadmap for implementingworkforce practices that continuously improve the capability of an organizations workforce.Since an organization cannot implement all of the best workforce practi

8、ces in an afternoon, thePeople CMM introduces them in stages. Each progressive level of the People CMM produces aThe Process Maturity Framework4 People Capability Maturity Model Version 2unique transformation in the organizations culture by equipping it with more powerful practicesfor attracting, de

9、veloping, organizing, motivating, and retaining its workforce. Thus, the PeopleCMM establishes an integrated system of workforce practices that matures through increasingalignment with the organizations business objectives, performance, and changing needs.The People CMM was first published in 1995 C

10、urtis 95, and has successfully guided workforceimprovement programs in companies such as Boeing, Ericsson, Lockheed Martin, Novo NordiskIT A/S, and Tata Consultancy Services Vu 01, Martn-Vivaldi 99, Miller 00, Curtis 00, Keeni00. Although the People CMM has been designed primarily for application in

11、 knowledge-intense organizations, with appropriate tailoring it can be applied in almost any organizationalsetting.The People CMMs primary objective is to improve the capability of the workforce. Workforcecapability can be defined as the level of knowledge, skills, and process abilities available fo

12、rperforming an organizations business activities. Workforce capability indicates anorganizations: readiness for performing its critical business activities, likely results from performing these business activities, and potential for benefiting from investments in process improvement or advancedtechn

13、ology.In order to measure and improve capability, the workforce in most organizations must be dividedinto its constituent workforce competencies. Each workforce competency represents a uniqueintegration of knowledge, skills, and process abilities acquired through specialized education orwork experie

14、nce. Strategically, an organization wants to design its workforce to include thevarious workforce competencies required to perform the business activities underlying its corecompetency Prahalad 90. Each of these workforce competencies can be characterized by itscapabilitythe profile of knowledge, sk

15、ills, and process abilities available to the organization inthat domain.The People CMM describes an evolutionary improvement path from ad hoc, inconsistentlyperformed workforce practices, to a mature infrastructure of practices for continuously elevatingworkforce capability. The philosophy implicit

16、the People CMM can be summarized in tenprinciples.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 organizations s

17、trategic businessobjectives.4. Knowledge-intense work shifts the focus from job elements to workforce competencies. The Process Maturity FrameworkPeople Capability Maturity Model Version 2 55. Capability can be measured and improved at multiple levels, including individuals,workgroups, workforce com

18、petencies, and the organization.6. An organization should invest in improving the capability of those workforce competenciesthat 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 c

19、an be pursued as a process composed fromproven practices and procedures.9. The organization is responsible for providing improvement opportunities, while individualsare responsible for taking advantage of them.10. Since technologies and organizational forms evolve rapidly, organizations must continu

20、allyevolve their workforce practices and develop new workforce competencies.Since the People CMM is an evolutionary framework, it guides organizations in selecting high-priority improvement actions based on the current maturity of their workforce practices. Thebenefit of the People CMM is in narrowi

21、ng the scope of improvement activities to those vital fewpractices that provide the next foundational layer for developing an organizations workforce. Byconcentrating on a focused set of practices and working aggressively to install them,organizations can steadily improve their workforce and make la

22、sting gains in their performanceand competitiveness.The People CMM has proven popular because it allows organizations to characterize thematurity of their workforce practices against a benchmark being used by other organizations.Many workforce benchmarks focus on employee attitudes and satisfaction

23、rather than workforcepractices. Although attitudes and satisfaction are important predictors of outcomes such asturnover, they do not always provide the guidance necessary for identifying which practicesshould be improved next. In contrast, the staged framework of the People CMM helpsorganizations p

24、rioritize for their improvement actions. In addition, since the People CMM treatsworkforce development as an organizational process, improved workforce practices are easier tointegrate with other process improvement activities.1.2 Why Do We Need a People CMM?Forty years ago people feared that techno

25、logy would reduce the need for educated workers,leaving large segments of the population unemployed. The opposite occurred. In fact, thedemand for educated workers exceeds the supply. In the knowledge economy, companies arecompeting in two markets, one for its products and services and one for the t

26、alent required todevelop and deliver them. With current low unemployment, the talent market is all the morecompetitive.The Process Maturity Framework6 People Capability Maturity Model Version 2Recruiting and retention are now as important as production and distribution in the corporatebusiness strat

27、egies of knowledge-intense companies. Although most companies understand theimportance of attracting and retaining talent, many lack a coherent approach to achieving theirtalent goals. Further, most lack a vision of how to integrate a system of practices to achieve theirworkforce objectives.The prac

28、tices required to attract, develop, and retain outstanding talent have been understood fordecades. In his acclaimed book, The Human Equation, Jeffrey Pfeffer of the Stanford GraduateSchool of Business identified seven principles of workforce management that distinguishedcompanies exhibiting the larg

29、est percentage stock market returns over the past quarter centuryPfeffer 98. These principles included:1. employment security,2. selective hiring of new personnel,3. self-managed teams and decentralization of decision making,4. comparatively high compensation contingent on organizational performance

30、,5. extensive training,6. reduced status distinctions and barriers, and7. extensive sharing of financial and performance information.These principles characterize organizations that no longer expect employees to merely executeorders, but rather to act as independent centers of intelligent action coo

31、rdinated toward acommon purpose. Deep technical and business knowledge is required to make rapid decisionsthat are not only correct, but are also consistent with decisions made by colleagues. Recruitingfor outstanding technical talent is critical, but it is not enough since business knowledge can on

32、lybe developed within an organization. Thus, the development and coordination of a modernworkforce requires an integrated set of practices that address attracting, developing, organizing,motivating, and retaining outstanding individuals.The benefit of better workforce practices has been demonstrated

33、 empirically in numerous studiesBecker 98, Huselid 95, Mavrinac 95, Labor 93, Kling 95, Appleby 00, Delaney 96. Thoseorganizations employing an integrated human resources strategy represent a significantly higherproportion of world-class companies Abbleby 00. In some cases, even mere reputation sign

34、alsregarding an organizations human resources practices have been positively associated withincreases in share prices Hannon 96.Welbourne and Andrews examined 136 non-financial organizations that first offered their stock(i.e., made their initial public offerings) on the U.S. stock market in 1988 We

35、lbourne 96. Theylooked at the value that these firms placed on their employees, and determined that humanresource value is indeed positively and significantly related to firm survival. The averagesurvival probability for all organizations in the study was 0.70. Those organizations that placed a The

36、Process Maturity FrameworkPeople Capability Maturity Model Version 2 7high level of value on their employees had a 0.79 probability of survival compared to a survivalprobability of only 0.60 of those firms who placed less value on their employees. Whenconsidering employee compensation and rewards, a

37、n organization that had high levels ofemployee value and employee compensation and rewards increased its survival probability to0.92, while firms that scored low on both measures lowered their chance of organizationalsurvival to 0.34. Thus, workforce practices were shown to have a significant effect

38、 on thesurvival of these firms.Analysis of several different samples throughout the 1990s show strong support for a verypositive relationship between high performance workforce practices and organizations financialperformance Becker 98. This research shows that a one standard deviation improvement o

39、f afirms workforce practices resulted in approximately a 20 percent increase in shareholder valueand a significant reduction in voluntary departure rates. A study of workforce practices in almost1000 firms across all major industries showed that “a one standard deviation increase in use ofsuch pract

40、ices is associated with a 7.05 percent decrease in turnover i.e., employeeedeparture rate and, on a per employee basis, $27,044 more in sales and $18,641 and $3,814more in market value and profitability, respectively” Huselid 95, US dollars. Companies withthe best workforce practices have been shown

41、 to outperform other firms in growth of profits,sales, earnings, and dividends Hansen 89, Kravetz 88.These practices are usually considered integral to a total quality management (TQM) program,and are included as criteria in quality models such as the Malcolm Baldrige National QualityAward (MBNQA) B

42、aldrige 01 or the European Foundation for Quality Management (EFQM)Excellence Model EFQM 99. Research into the MBNQA has indicated that the inclusion ofhuman resource management is critical in the cause-and-effect chain starting with strategicplanning Wilson 00. This research has shown that the stra

43、tegic planning factor in the MBNQAinfluences human resource management, which in turn influences process management, whichdirectly influences both financial results and customer satisfaction. Thus, human resourcemanagement is an indirect link to these key external performance measures.Over the last

44、several decades, business books and the trade press have flooded managers withworkforce practices each demonstrated to produce benefits in at least some applications. Thesepractices include competency-modeling, 360 performance reviews, Web-enabled learning,knowledge management, team-building, cool s

45、pace, participatory decision making, incentive-based pay, mentoring, meeting management, and empowered work. Many of these practices havebeen actively applied for over a decade. Nevertheless, many organizations have moved slowly onimproving their workforce practices.If these practices have been well

46、 known for a decade or more, why have so many organizationsfailed to implement them? The fundamental impediments have been a lack of managementcommitment, and a piecemeal, unintegrated approach to adoption. Consequently, the PeopleCMM was designed to integrate workforce practices into a system and i

47、nvolve managementThe Process Maturity Framework8 People Capability Maturity Model Version 2early in their deployment. The People CMM presents the development of a capable workforce asa process with well-understood practices that can be implemented in stages as the organizationmatures.1.3 What Is the

48、 Process Maturity Framework?The original concept for a process maturity framework was developed by Watts Humphrey andhis colleagues at IBM in the early 1980s. In his 27 years at IBM, Humphrey noticed that thequality of a software product was directly related to the quality of the process used to dev

49、elop it.Having observed the success of total quality management in other parts of industry, Humphreywanted to install a Shewart-Deming improvement cycle (Plan-Do-Check-Act) into a softwareorganization as a way to continually improve its development processes.However, organizations had been installin

50、g advanced software technologies for a decade usingmethods akin to the Shewart-Deming cycle without much success. Humphrey realized that theShewart-Deming cycle must be installed in stages to systematically remove impediments tocontinuous improvement. Humphreys unique insight was that organizations