What is people CMM? Description
The People Capability Maturity Model (People CMM) framework is maintained
by the Carnegie Mellon SEI. It helps organizations to develop the maturity
of their workforce, and to address their critical people issues. Based on
current best practices in fields such as: human resources, knowledge management,
and organizational development, it can guide organizations in improving their
processes for managing and developing their workforces. It helps organizations
to characterize the maturity of their workforce practices, to establish a
program of continuous workforce development, to set priorities for improvement
actions, to integrate workforce development with process improvement, and
to establish a culture of excellence.
People CMM provides a roadmap for implementing workforce practices that
continuously improve the capability of an organization's workforce. Since
an organization cannot implement all of the best workforce practices in an
afternoon, a step by step approach is taken. Each progressive level of the
model produces a unique transformation in the culture of an organization.
In order to achieve this, organizations are equipped with more powerful practices
to attract, develop, organize, and motivate its workforce. Thus, People CMM
establishes an integrated system of workforce practices that matures through
increasing alignment with the organization's business objectives, performance,
and changing needs.
Ten principles of People CMM. Philosophy
- In mature organizations, the capability of the workforce is directly
related to business performance.
- Workforce capability is a competitive issue and a source of strategic
- Workforce capability must be defined in relation to the strategic business
objectives of the organization.
- Knowledge-intense work can shift the focus from job elements to workforce
- Capability can be measured and improved at multiple levels. Including
individuals, workgroups, workforce competencies, and the organization.
- An organization should invest in improving the capability of those workforce
competencies that are critical for 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,
while individuals are responsible for taking advantage of them.
- Since technologies and organizational forms evolve rapidly, organizations
must continually evolve their workforce practices and develop new workforce
The People Capability Maturity Model consists of five maturity levels that
establish successive foundations:
For continuously improving individual competencies.
For developing effective teams.
For motivating improved performance.
For shaping the workforce the organization needs to accomplish its future
Each maturity level is a well-defined evolutionary plateau that institutionalizes
new capabilities for developing the organization's workforce. By following
the maturity framework, an organization can avoid introducing workforce practices
that its employees are unprepared to implement effectively.
Five stages of the People CMM framework
Initial Level. Typical characteristics: Inconsistency in performing
practices, Displacement of responsibility, Ritualistic practices, and Emotionally
Managed Level. Typical characteristics: Work overload, Environmental
distractions, Unclear performance objectives or feedback, Lack of relevant
knowledge, or skill, Poor communication, Low morale.
Defined Level. Although there are performing basic workforce practices,
there is inconsistency in how these practices are performed across units
and little synergy across the organization. The organization misses opportunities
to standardize workforce practices because the common knowledge and skills
needed for conducting its business activities have not been identified.
Predictable Level. The organization manages and exploits the capability
created by its framework of workforce competencies. The organization is
now able to manage its capability and performance quantitatively. The organization
is able to predict its capability for performing work because it can quantify
the capability of its workforce and of the competency-based processes they
use in performing their assignments.
Optimizing Level. The entire organization is focused on continual
improvement. These improvements are made to the capability of individuals
and workgroups, to the performance of competency-based processes, and to
workforce practices and activities. The organization uses the established
results of the quantitative management activities at Maturity Level 4, for
improvements at Level 5. Maturity Level 5 organizations treat change management
as an ordinary business process to be performed in an orderly way on a regular
People CMM Special Interest Group
Special Interest Group (31 members)
People CMM (PCMM) in Government?
We have a duty - is it possible to use the PCMM in government or in SOE´s or in state enterprises? Anyone has any experience?...
Compare with People CMM: Capability Maturity
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