Maintained by the Carnegie Mellon SEI, the P-CMM, helps organizations address critical people issues and develop the maturity of their workforce. It can guide a firm to improving their processes for managing and developing their workforce by utilizing best practices in fields such as: Knowledge management, organizational development, human resources and social sciences. This model’s goal is to establish a culture of excellence by allowing the organization to assess the maturity of their current workforce practices, then create a roadmap for implementing practices that continuously improve the workforce, set priorities for improvement, and finally integrate workforce development with process improvement.
These processes cannot be implemented in quick fashion, a step by step approach must be taken to carefully integrate the processes so that they can be accepted by the workforce. Each progressive level of the model produces a unique transformation in the culture of the workforce. The P-CMM establishes a system of practices that attract, develop, motivate and organize the workforce that aligns with the firms objectives and needs.
The P-CMM consists of five maturity levels that establish successive foundations for continuously improving individuals, developing effective teams, motivating improved performance and for shaping the workforce the firm needs to accomplish its future business goals. Each level being a well-defined plateau. By following the framework an organization can avoid implementing practices that the workforce is unprepared for.
What are the Five Stages of the P-CMM?
Initial Level – Characteristics: Emotionally detached workforce, displacement of responsibility, Inconsistency of performing practices, ritualistic practices
Managed Level – Characteristics: Work overload, environmental distractions, unclear performance goals or feedback, lack of relevant knowledge or skill, poor communication, low morale
Defined Level – Characteristics: Inconsistency in practices across business units and lack of synergy across the organization. The firm misses opportunities because the knowledge and skills needed have not been identified.
Predictable Level – Characteristics: Exploits the capabilities created by workforce competencies, quantitative performance and capability measurement and management, predictability in workforce performance.
Optimizing Level – Characteristics: Entire organization in focused on continual improvement. These organizations use established results of Maturity Level 4 for improvements at Level 5. Level 5 firms treat change as an ordinary business process to be performed in an efficient manner on a regular basis.
Principles of the P-CMM
In mature organizations, workforce capability is directly related to business performance.
Workforce capability is a competitive issue and a source of strategic advantage.
Workforce capability must be defined in relation to the organization’s strategic business objectives.
Knowledge-intense work shifts the focus from job elements to workforce competencies.
Capability can be measured and improved at multiple levels of the organization, including individuals, workgroups, workforce competencies, and the organization.
An organization should invest in improving the capability of those workforce competencies that are criti- cal to its core competency as a business.
Operational management is responsible for the capability of the workforce.
The improvement of workforce capability can be pursued as a process composed from proven practices and procedures.
The organization is responsible for providing improvement opportunities, and individuals are responsible for taking advantage of them.
Because technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.
(There is a download link for the entire P-CMM (over 500 pgs.) at the link below, Sponsored by Carnegie Mellon)
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