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Organizations are now competing in two markets, one for their products and services and one for the talent required to produce or perform them. An organizations success in its business markets is determined by its success in the talent market. At the very time that business markets are expanding, talent markets seem to be shrinking. As the knowledge required to build products and deliver services increases, the retention of experienced employees becomes critical to improving productivity and time to market. In areas such as software development and nursing, the shortage of talent is so great that companies are beginning to offer incentives that were once only available to executives or professional athletes. In every domain of business, executives know that their ability to compete is directly related to their ability to attract, develop, motivate, organize, and retain talented people.
Yet the people-related challenges of the business stretch far beyond recruiting and retention. Competing for talent and recruiting the best is not enough, and focusing just on winning the “talent war” can be damaging to the organization. As agility in responding to continual change in technological and business conditions has become critical to success, organizations must strive to create learning environments capable of rapidly adjusting to the changes engulfing them. A critical component of agility is a workforce with the knowledge and skills to make rapid adjustments and the willingness to acquire new competencies. In fact, an agile workforce may reduce some of the stress currently being experienced as a talent shortage.
Organizations have attempted to apply many different techniques in their efforts to move towards strategic human capital management. They combine downsizing with restructuring, apply reengineering or process improvement, improve information sharing, clearly communicate the organization’s mission, institute employee involvement programs, establish formal complaint resolution procedures, institute gain-sharing or other incentive plans, emphasize the importance of training the workforce, formalize performance management and feedback processes, perform job or work analysis and design, support job rotation, begin to establish team-based work designs, retrain employees to meet changing demands, provide flexible work arrangements, address diversity issues, conduct formal mentoring programs, and align business and human resources strategies. What many organizations lack is a framework for implementing these advanced practices.
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The People Capability Maturity Model® (People Model®) is a tool that helps you successfully address the critical people issues in your organization. The People CMM employs the process maturity framework of the highly successful Capability Maturity Model® for Software (SW Model®) as a foundation for a model of best practices for managing and developing an organizations workforce. The Software CMM has been used by software organizations around the world for guiding dramatic improvements in their ability to improve productivity and quality, reduce costs and time to market, and increase customer satisfaction. Based on the best current practices in fields such as human resources, knowledge management, and organizational development, the People CMM guides organizations in improving their processes for managing and developing their workforce. The People CMM helps organizations characterize the maturity of their workforce practices, establish a program of continuous workforce development, set priorities for improvement actions, integrate workforce development with process improvement, and establish a culture of excellence. Since its release in 1995, thousands of copies of the People CMM have been distributed, and it is used worldwide by organizations, small and large, such as IBM, Boeing, BAESystems, Tata Consultancy Services, Ericsson, Lockheed Martin and QAI (India) Ltd. The People CMM consists of five maturity levels that establish successive foundations for continuously improving individual competencies, developing effective teams, motivating improved performance, and shaping the workforce the organization needs to accomplish its future business plans. Each maturity level is a well-defined evolutionary plateau that institutionalizes new capabilities for developing the organizations workforce. By following the maturity framework, an organization can avoid introducing workforce practices that its employees are unprepared to implement effectively.
When your employees have questions, they want immediate answers. And when different needs arise during the workday, employees are motivated to learn at the moment.
In-the-flow learning delivers real-time education when your employees need it most and unleashes opportunities to:
- Identify skills that need to be developed
- Implement practical approaches to support learning
- Discover how to better support skills development
Here are the training modules for People Capability Maturity Model:
