Case Study
NSPCL MATURITY ON PCMM FRAMEWORK
LAKSHYA
Members:Anjali Singhal Parimal Sinha
COORDINATOR:- Sh J R Sikidar
Fundamental Premises Human Capital? Status? Measurement? Available ?
Fundamental Assumption
“As other sources of competitive success have become less important, what remains as a crucial differentiating factor is the organization, its employees, and how it works.” [Pfeffer
94]
Change Management
Capability Management
People Management
Organizational Organizational Maturity Maturity On PCMM
Competency Management
COACHING PERSONAL COMPETENCY MGMT WORKFORCE INNOVATION TEAM BASED PRACTICES
WORK ENVIRONMENT
STAFFING COMMUNICATION PERFORMANCE MGMT
TRAINING
NSPCL MATURITY
PERFORMANCE ALIGNMENT
COMPENSATION
MENTORING
COMPETENCY BASED PRACTICES CAREER DEVELOPMENT KNOWLEDGE ANALYSIS WORK COMPETENCY DEVELOPMENT FORCE PLANNING
TEAM BUILDING ORGN COMPETENCY MGMT PARTICIPATIVE CULTURE
Tangible/intangible identifiable practices
Establishing organizational policies, management support, and organizationwide roles to support practices
ACTIVITIES
VALIDATION WORKFORCE PRACTICES
COMMITMENT
Objective reviews and audits by management and other responsible individuals.
MEASUREMENT
ABILITY
Determine the status and effectiveness with which the Practices Performed
Resources, organizational structures, and preparation to perform the practices
THE STUDY COVERAGE
“As other sources of competitive success have become less important, what remains as a crucial differentiating factor is the organization, its employees, and how it works.” [Pfeffer 94]
PCMM Research Methodology and Outcome Gap Analysis and Recommendation Road Map Ahead
PCMM
Research Methodology and Outcome Gap Analysis and Recommendation Road Map Ahead
The People Capability Maturity Model
The people Capability Maturity Model (P-CMM) aims at providing guidance to organizations that want to improve the way they address the
LAKSHYA
Members:Anjali Singhal Parimal Sinha
COORDINATOR:- Sh J R Sikidar
Fundamental Premises Human Capital? Status? Measurement? Available ?
Fundamental Assumption
“As other sources of competitive success have become less important, what remains as a crucial differentiating factor is the organization, its employees, and how it works.” [Pfeffer
94]
Change Management
Capability Management
People Management
Organizational Organizational Maturity Maturity On PCMM
Competency Management
COACHING PERSONAL COMPETENCY MGMT WORKFORCE INNOVATION TEAM BASED PRACTICES
WORK ENVIRONMENT
STAFFING COMMUNICATION PERFORMANCE MGMT
TRAINING
NSPCL MATURITY
PERFORMANCE ALIGNMENT
COMPENSATION
MENTORING
COMPETENCY BASED PRACTICES CAREER DEVELOPMENT KNOWLEDGE ANALYSIS WORK COMPETENCY DEVELOPMENT FORCE PLANNING
TEAM BUILDING ORGN COMPETENCY MGMT PARTICIPATIVE CULTURE
Tangible/intangible identifiable practices
Establishing organizational policies, management support, and organizationwide roles to support practices
ACTIVITIES
VALIDATION WORKFORCE PRACTICES
COMMITMENT
Objective reviews and audits by management and other responsible individuals.
MEASUREMENT
ABILITY
Determine the status and effectiveness with which the Practices Performed
Resources, organizational structures, and preparation to perform the practices
THE STUDY COVERAGE
“As other sources of competitive success have become less important, what remains as a crucial differentiating factor is the organization, its employees, and how it works.” [Pfeffer 94]
PCMM Research Methodology and Outcome Gap Analysis and Recommendation Road Map Ahead
PCMM
Research Methodology and Outcome Gap Analysis and Recommendation Road Map Ahead
The People Capability Maturity Model
The people Capability Maturity Model (P-CMM) aims at providing guidance to organizations that want to improve the way they address the