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Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
• With CMMI-DEV • Developing Capability to
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
Predict Performance
2
Workforce Issues:
© 2007 Carnegie Mellon University
10The ImmFra bibliotekdiate Retention Issue
Relationship with manager:
affects morale • represents the company
•
Performance management:
© 2007 Carnegie Mellon University
Contents / Agenda 1. Workforce Issues
• The Shifting Focus of
4. Impact & Benefits
• People CMM Around the
Change • Retention: Short & Longterm
5
Trends Affecting the Workforce
Pfeffer (1994)
From
Doers differ from thinkers Assets are things Labor is an expense Lifetime employment Top down control Localized work Measure for results
To
Doers must be thinkers Assets are people People are an investment Lifetime employability Decentralized decisions Networked problems solved Measure for improvements
clear objectives—cascaded if possible • continuing discussion of the performance of the work • manage performance problems • reward outstanding performance
The Shifting Focus of Change Retention: Short & Long-term
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
3
The Shifting Focus of Change
N
84%
of companies are not utilizing their workforce to its full potential
63%
of companies' HR technology does not provide centralized data for decision-making
“When assets were physical Improving process capability enables people, enhances things like coal mines, process consistency, and shareholders truly owned promotes culture of vital discipline. them. But a when the assets are people, there can Improving technology be no true ownership. The capability enables processes and that people. best corporations can do isImproving to create an environment people capability that makes best people enables thethe development and want to stay.”of competencies sustainment
W
E
10%
Amount best practice companies are overspending and under performing because of workforce management problems
At least 50% of U.S. HR executives don’t know enough to stay competitive
World • Benefits of Implementation
5. Conclusion
• More Information • Questions
2. People CMM V2.0
• What is the People CMM • Maturity Levels • Themes
3. Synergy
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Organizational capability
Process
People
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
9
What Does ‘Manage’ Mean ?
‘Manage’ in the dictionary: Man•age, v.t.To control and direct; to administer; to treat, as a person, with caution or judgement.
PM Network, v.19, no. 1, January 2005
Source: “2004 Workforce Agility Study:” Convergys Corp.
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
and lays the foundation for a Business August 21, 2000 culture Week, of excellence and the building of high-performance teams.
Technology
B A C
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Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
7
Why Do They Join/Leave ?
100 90 80 70 60 50 40 30 20 10 0
y ltu re te n t s ng ge xi b ilit itie ti o n ma ini on
Overview of the People Capability Maturity Model® V2.0
Gian Wemyss Senior Member of the Technical Staff People CMM Team Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213
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8
Workforce Issues:
The Shifting Focus of Change Managing A Changing Workforce
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University
Overview of the People CMM Austin SPIN, March 22, 2007
© 2007 Carnegie Mellon University