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ARTICLE

that helps an organization to suc- PCMM enables companies to characteristics: Inconsistency
cessfully address the critical HR develop a mature policies and in performing practices lack
issues in their organization and practices for continuously elevat- of coordination in perfor-
align the employee needs with ing talent pool capability. This is mances, displacement of re-
that of the customer’s or market a significant shift from the ad hoc sponsibilities, prevailing for-
needs. and inconsistent mode improv- malities, Ritualistic practices,
ing people capability and Emotionally detached
People Capability Maturity
Model is a maturity framework People CMM are a framework workforce
that describes the key elements that helps organizations success- • Managed level; typical char-
of managing and developing the fully address their critical people acteristics Working overload,
workforce of an organization. issues. Based on the current best environmental distractions, un-
practices in fields such as: human clear performance objectives or
The Carnegie Mellon University resources, knowledge manage- feedback, lack of related knowl-
Software Engineering Institute ment and organizational devel- edge and skills, weak commu-
developed the People Capability opment it can guide organiza- nication, low morale.
Maturity Model (PCMM) to help tions in improving their process
businesses, manage knowledge for managing and developing • Defined Level: Although, there
workers across global borders, as their workforces. It helps organi- are performing basic workforce
well as between greying and mil- zations to characterize the matu- practices, there is inconsistency
lennial generations. It describes rity of their workforce practices, in how these practices are per-
an evolutionary improvement to establish a program of continu- formed across units and little
path from an ad hoc approach ous workforce development, to synergy across the organiza-
to managing the work-force, to a set priorities for improvement ac- tion. The organization misses
mature, disciplined development tions, to integrate workforce de- the opportunities to standard-
of the knowledge, skills and mo- velopment with process improve- ize performances of its work-
tivation of the people that fuels ment and to establish a culture of forces because knowledge and
enhanced business performance. excellence. skills to guide job activities are
not defined well.
The PCMM’s primary objective is PCMM focuses on developing • Predictable Level: the orga-
to improve the capability of the organization human skills, espe- nization can predict its per-
talent pool. Talent pool capabil- cially their ability in developing formances, because it can
ity can be defined as the level of information skills. Purpose of quantitatively determine the
knowledge, skills, and process PCMM in organizations is to de- capacities of its workforces and
abilities available for perform- velop the ability of the organiza- can make the process of quali-
ing an organization's business tion to attract, expand, motivate, fications, which are applied in
activities. Talent pool capability organize and maintain necessary performing their assignments
indicates few parameters of the capacities to develop information
organization: skills. • Optimizing Level: all the orga-
nization is focused on continual
• Readiness for performing its There are five levels or stages of improvement. The organiza-
critical business activities. PCMM framework. Each matu- tion uses the established results
• Likely results from performing rity level is a well-defined evo- of the quantitative manage-
these business activities lutionary plateau that institu- ment activities at maturity level
• Potential and Chances for ben- tionalizes new capabilities for 4 to progress into level 5. The
developing workforce. By fol-
efiting from investments in pro- lowing the maturity framework, organization uses the results
cess improvement or advance an organization can avoid intro- of the quantitative manage-
technology. ducing workforce practices that ment activities established at
Maturity Level 4 to guide im-
its employees are unprepared to
Hence, the People CMM frame- provements at Maturity Level
work is one which helps to build implement effectively. The five 5. Maturity Level 5 organiza-
strong linkages of people pro- levels are produced below: tions treat change management
cesses with business results. • Initial level; typical as an ordinary business process

Kaleidoscope August, 2020 35