Implementation of the People CMM
HRMT620
Novemeber 15, 2014
Dr. Rushing

Implementation of the People CMM
Introduction
When implementing the People Capability Maturity Model (PCMM) companies will have to go through each level of maturity and each process. The PCMM describes a system of practices. These practices help a company to create a vision of how to incorporate a system of practices to achieve its workforce objectives and provide the framework to guide implementation of those practices ( ). Each maturity level has three to seven process areas. Each process is a cluster of practices that enhance workforce capability ( ). This paper presents two maturity levels in the PCMM and discusses how an organization can best obtain that level. Identify and discuss some of the actions that the company will need to take to implement the necessary practices.
Managed Level Two and Optimizing Level 5
Maturity level two is the managed level. The managed level is where the mangers start to implement basic people management practices (Curtis, Hefley, and Miller, 2010). These practices include staffing, managing performance, and adjusting compensation ( ). The managed level has six processes staffing, communication and coordination, work environment, performance management, training and development, and compensations that must be accomplished before moving onto the next maturity level.
To achieve the optimizing level, all the employees in the company if focused on continuously improving his or her capability and the company’s workforce practices. The company will have a participatory culture where all employees show excellence in his or her job. The optimizing level is where the company is continuously improves the capabilities and deploys changes for managing its workforce ( ). Optimizing has three process, continuous capability improvement, organizational performance alignment, and continuous workforce innovation.
Obtain and maintain
To obtain the both managed level and optimizing level the company will need buy-in from the whole organization. Buy-in is crucial to have when implementing any type of change. Having buy- in will need the managers to take workforce activities as high-priority responsibilities of their job. The managers need to accept personal responsibility for the performance and development of each employee. When implementing practices the company needs to have managers and employees believe this change is good of the company. Five steps to let the managers and employees know that change is necessary. Lay out a vision clearly discuss why the change is needed. Show the company where the company stands today and where company wants to be with this change. How change will positively affect the managers and employees careers. Personalize tasks make sure the tasks matches the strengths of each employee. Personalizing task will show the employees that he or she is set up for success this will motivate the employees. Set measurable goals and tell each employee how he or she will be accountable. Give praise to the employees when he or she reaches the goals. Follow up stay connected to ensure the company is clear about the mission. Encourage employees not to be afraid and ask any question he or she has about the change. Manage resistance right away. The company needs to be aggressive when noticing resistance. Small issues can become bigger issues down the road. Get rid of toxic employees he or she will poison the minds of others who have already bought in to the mission. Lastly be prepared to change the change. The company needs to see if the change is working. If it is not working then learn from the mistakes and change to course of action. Executive management needs to commit the organization to continuously improve the knowledge, skills, motivation, and performance of their workforce ( ).
Actions
The actions the company will take to implement the necessary practices will be commitment to perform and measurement and analysis. According to Curtis, Hefley, and Miller, commitment to perform are practices which describes the activities the organization must perform to ensure that the practices of a process areas are established and will endure( ). Policy statements are to establish and maintain the organizations policy for the practices of a particular process area ( ). Policies are set for the employees to comply with a set of guiding practices and behaviors in the area covered by the policy ( ). Organization coordination is to assign different roles to employees or work groups. An example is a policy enforcement team. The policy enforcement team’s main practice and goal is to ensure that the whole company is complying with company polices.
Measurement and analysis practices describe basic measurement activities that are necessary to determine status related to the practices performed. Measurement and analysis has three areas status, effectiveness, and aggregation of unit measures to the organization level. Status, are measures that need to be taken to specify the implementation status of the practices the company has selected to implement to adhere with polices in one area. The status is a measure for management to track compliances and performance. Effectiveness are measures that evaluate the effectiveness of the practices in use. Effectiveness measures between maturity level three through five. Maturity level three through five provides a more effective foundation for evaluating the efficiency of the practices implemented. The company uses these measures to determine if corrective actions or improvements need to be made to practices to achieve 100 percent implementation. Aggregation of unit measure to the organization level where some information needs to be analyzed at the company level to support the goals of a process area. An example is compensation needs to be analyzed to maintain equity in the compensation system.
Conclusion
In conclusion when company implements the PCMM there are five maturity levels with three to seven processes in each maturity level. The PCMM describes a system of practices. These practices help a company to create a vision of how to incorporate a system of practices to achieve its workforce objectives and provide the framework to guide implementation of those practices ( ). Each maturity level has three to seven process areas. Each process is a cluster of practices that enhance workforce capability ( ). This paper presents two maturity levels in the PCMM and discusses how an organization can best obtain that level. Identify and discuss some of the actions that the company will need to take to implement the necessary practices.