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People CMM

A Framework for Human Capital Management

Paperback Engels 2015 9780134121161
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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. Success in the former is determined by success in the latter. The ability to compete is directly related to the ability to attract, develop, motivate, organize, and retain the talented people needed to accomplish strategic business objectives.

The People CMM, as documented in this authoritative book, is a framework for human capital management. Broadly adopted by small and large organizations worldwide, it provides proven tools for addressing strategic workforce and critical people issues.

It helps organizations:
- Establish workforce practices aligned with current and future business objectives
- Characterize the maturity of workforce practices
- Guide a program of continuous workforce development
- Integrate workforce development with continual process improvemen-

People CMM®, Second Edition, documents Version 2 of the People CMM and
- Describes practices for each maturity level, with guidance on how to interpret and apply them
- Explains capabilities for workforce development at each maturity level
- Shows how to apply the framework as a workforce assessment standard and a guide in planning and implementing improvement
- Presents case studies to illustrate how the People CMM has lead organizations to effective, repeatable, and lasting success in workforce development

The book is aimed at people responsible for developing and implementing human capital strategies and plans in their organizations, managing or developing the workforce, implementing advanced workforce practices, nurturing teams, and transforming organizational culture. It is especially useful for businesses undergoing critical organizational changes.


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Preface xi
Acknowledgments xvii

Part One: The People Capability Maturity Model Overview: Background, Concepts, Structure, and Usage 1
Chapter 1: The Process Maturity Framework 3

1.1 Organizational Maturity 4
1.2 What Is the People CMM? 5
1.3 Factors Driving the Demand for the People CMM 7
1.4 What Is the Process Maturity Framework? 11
1.5 Why Did the People CMM Emerge in the Software Industry? 14
1.6 How Is the People CMM Being Applied? 16

Chapter 2: Increasing Organizational Capability through the People CMM 19
2.1 Maturity Levels in the People CMM 19
2.2 Behavioral Characteristics of Maturity Levels 20

Chapter 3: People CMM Process Areas 31
3.1 Process Area 31
3.2 The Process Areas of the People CMM 31

Chapter 4: The Architecture of the People CMM 43
4.1 Structural Components of the People CMM 43
4.2 Maturity Levels 44
4.3 Process Areas 45
4.4 Goals 46
4.5 Practices 47
4.6 Required, Expected, and Informative Components 53

Chapter 5: Relationships among Process Areas 55
5.1 A System of Related Practices 55
5.2 Process Area Threads in the People CMM 56

Chapter 6: Interpreting the People CMM 61
6.1 Interpreting the Practices 61
6.2 Organizational Roles and Structure 66
6.3 Implementation Issues 69
6.4 Institutionalization Issues 70
6.5 Maturity Level Concerns 74
6.6 Applying Professional Judgment 79

Chapter 7: Using the People CMM 83
7.1 Uses of the People CMM 83
7.2 Approaches Taken in Applying the People CMM 86
7.3 The IDEAL Life Cycle Model for Improvement 87
7.4 The People CMM as a Guide for Improving Workforce Practices 89
7.5 The People CMM as a Basis for Understanding Organizational Workforce Capability 92
7.6 Implementing a People CMM-Based Improvement Program 97

Chapter 8: Using Scampi with People CMM 103
8.1 SCAMPI with People CMM Appraisal Method 103
8.2 SCAMPI with People CMM–Class A Appraisals 106
8.3 SCAMPI with People CMM–Class B Appraisals 110
8.4 SCAMPI with People CMM–Class C Appraisals 111
8.5 Multimodel Appraisals 112

Chapter 9: Experience with the People CMM 113
9.1 Adoption of the People CMM 113
9.2 Benefits of People CMM Adoption 114
9.3 Benefits Vary by Maturity Level Achieved 117

Chapter 10: Case Studies in Applying the People CMM 121
10.1 Overview of the Case Studies 121
10.2 Boeing 121
10.3 Pfizer Worldwide Technology 124
10.4 Intel Information Technology 132
10.5 Ericsson 136
10.6 Accenture 137
10.7 Club Mahindra 141
10.8 HCLT BPO 143
10.9 Tata Consultancy Services 149
10.10 Conclusion 153

Part Two: Process Areas of the People Capability Maturity Model 155
The Managed Level: Maturity Level 2 157

Staffing 159
Communication and Coordination 183
Work Environment 197
Performance Management 210
Training and Development 231
Compensation 244

The Defined Level: Maturity Level 3 259
Competency Analysis 261
Workforce Planning 278
Competency Development 296
Career Development 309
Competency-Based Practices 323
Workgroup Development 339
Participatory Culture 363

The Predictable Level: Maturity Level 4 379
Competency Integration 381 Empowered Workgroups 395
Competency-Based Assets 413
Quantitative Performance Management 431
Organizational Capability Management 449
Mentoring 474

The Optimizing Level: Maturity Level 5 493
Continuous Capability Improvement 495
Organizational Performance Alignment 522
Continuous Workforce Innovation 538

Part Three: Appendices 557
Appendix A: References 559
Appendix B: Acronyms 571
Appendix C: Glossary of Terms 575
Appendix D: Practice-to-Goal Mappings for People CMM Process Areas 591

Book Authors 645
Index 647

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