The People CMM: A Framework for Human Capital Management by Bill Curtis
By Bill Curtis
Organisations at the moment are competing in markets, one for his or her services and one for the expertise required to supply or practice them. good fortune within the former is dependent upon luck within the latter. the facility to compete is at once relating to the power to draw, increase, encourage, manage, and preserve the gifted humans had to accomplish strategic enterprise ambitions. the folks CMM, as documented during this authoritative booklet, is a framework for human capital administration. extensively followed by way of small and massive agencies around the world, it presents confirmed instruments for addressing strategic group and important humans concerns. It is helping organizations: identify group practices aligned with present and destiny enterprise targets signify the adulthood of staff practices consultant a software of continuing crew improvement combine group improvement with continuous method development humans CMM®, moment version, files model 2 of the folks CMM and Describes practices for every adulthood point, with information on tips to interpret and observe them Explains services for crew improvement at every one adulthood point indicates easy methods to practice the framework as a crew overview normal and a consultant in making plans and enforcing development provides case reviews to demonstrate how the folk CMM has lead firms to potent, repeatable, and lasting luck in group improvement The e-book is geared toward humans answerable for constructing and enforcing human capital recommendations and plans of their enterprises, dealing with or constructing the team, imposing complex staff practices, nurturing groups, and remodeling organizational tradition. it's in particular invaluable for companies present process serious organizational alterations.
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The People CMM: A Framework for Human Capital Management (2nd Edition)
Enterprises are actually competing in markets, one for his or her services and products and one for the expertise required to provide or practice them. luck within the former depends upon good fortune within the latter. the power to compete is at once on the topic of the power to draw, strengthen, inspire, manage, and keep the proficient humans had to accomplish strategic company ambitions.
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Extra info for The People CMM: A Framework for Human Capital Management (2nd Edition)
Example text
Consequently, managers are left to their own devices in most areas of workforce management. Low-maturity organizations implicitly assume that management skill either is innate or is acquired by observing other managers. However, if managers are inconsistent in managing their people, nascent managers will be learning from inconsistent role models. Management capability should ultimately be defined as a competency, just like other critical skill sets that are required by the organization. However, in launching People CMM-based improvements, managers must be held accountable for performing basic workforce practices even though their personal methods for performing them may differ.
Building a solid foundation of workforce practices in each unit provides the bedrock on which more sophisticated workforce practices can be implemented at higher levels of maturity. An important reason to concentrate initially on practices at the unit level is founded on the frequent failure of organization-wide improvement programs. These programs often fail because they were thrust on an unprepared management team. That is, managers were struggling with problems that were not addressed by organizational changes.
Therefore, these workforce competencies are a strategic underpinning of the organization’s core competencies. By defining process abilities as a component of a workforce competency, the People CMM becomes linked with the process frameworks established in other CMMs and with other process-based methods, such as business process reengineering. A process ability is demonstrated by performing the competency-based processes appropriate for someone at an individual’s level of development in the workforce competency.