Tag Archives: HCM

Mahindra Insurance Brokers Ltd (MIBL) – Case Study of their People CMM® Journey

MIBL LogoMahindra Insurance Brokers Ltd (MIBL), India was appraised and rated at maturity level 3 of the People CMM® as a result of an appraisal conducted using SCAMPI®-A (click here to view the appraisal result on the CMMI Institute site).

MIBL has compiled a summary of their People CMM® journey, the challenges faced and the benefits gained in a short document available here.

Mahindra Insurance Brokers (MIBL) Case Study of the People CMM® Journey

I thank MIBL and QAI for making this material available.

Please feel free to share your views, experiences, and queries, using the “comments” feature available. You may also forward the link to this post to your friends, colleagues, and anyone else who may be interested.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

®-People CMM and SCAMPI are trademarks of the CMMI Institute.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Interview: Dr Jaideep Devare, MD, MIBL on the People CMM®

Jaideep Devare Photo

Dr Jaideep Devare  is the Managing Director of Mahindra Insurance Brokers Ltd (MIBL).

In this interview, Dr Devare shares MIBL’s experiences, pains, and benefits gained in the transformation carried out at MIBL (website: here), through the People CMM® initiative. MIBL was appraised and rated at maturity level 3 through a SCAMPISM Class A appraisal in Dec 2015 (see details at the CMMI® Institute site, here).

AlignMentor: Congratulations on being the first insurance organization in the world to have been rated at maturity level 3 of the People CMM®. And thank you for agreeing to share your experiences.

Q: Please tell us about your organization – MIBL.

JD: Mahindra Insurance Brokers Limited (MIBL) is a subsidiary of Mahindra & Mahindra Financial Services Limited (MMFSL). We have a Composite Broking License, which enables us to operate as a Direct as well as a Reinsurance broker in India. We are one of the few insurance broking companies in India to have been awarded the ISO 9001:2008 certification. Now, we are the world’s first organization in the insurance sector to achieve People CMM® maturity level 3, reflecting our quest for excellence.

MIBL is committed to providing value to its customers by understanding their insurance needs and risk profile, and providing innovative, cost-effective, customized solutions to ensure total customer satisfaction. MIBL represents the interests of the customer, and acts as an intermediary between the customer and the insurance company. MIBL’s role encompasses various activities right from risk profiling to claims administration for customers. MIBL coordinates with the insurers and re-insurers to get the best deal and the most ideal risk protection cover for our customers.
As on today, our insurance solutions have reached out to over 150,000 villages across India, and have serviced over 6 million cases in the rural and semi-urban markets. Our presence in many locations across various states in India gives us extra mileage to serve our customers in markets that are under-penetrated and under-served.
Our company’s long-term vision is: “To be the first Indian company amongst the Global Top 100 Insurance Brokers in revenue by 2020”.

Q: Please tell us why and how and why you decided to adopt the People CMM® model. And please share some experiences of your People CMM® journey.

JD: In the last eleven years, MIBL in India has organically grown from 50 to 750 employees. As the organization grows, maintaining employee experiences, building and sustaining employee engagement requires focused efforts and disciplined practices that are consistently and fairly executed across the organization to continuously engage and inspire people. We believe that happy and engaged employees provide the best of services to our customers.

We take pride in the strong culture we have developed since day 1; this culture being one of our strengths. Our core values and the Mahindra ‘Rise’ pillars inspire us to focus on customer delight, quality service, challenging conventional thinking, accepting no limits, and driving positive change. However, over time, we came to realize that we needed something more if we were to gain an edge in the over-competitive market. In terms of human capital, this meant an increase in our employee engagement, control over attrition, and higher momentum on customer-centricity.

We asked ourselves 3 key questions, for which we had to find relevant answers:

  1. How successful is our business today?
  2. How can our human capital develop personally as well as contribute to the growth of our organization?
  3. How ready are we for the future?

As we are into a people-centric and knowledge-intensive business, the role of human resources is crucial to the success of our company.

To keep up with the wave of digitization and globalization, we felt, we would need to focus on cultural transformation, building organization capabilities for future business growth, creating robust HR process delivery models, and driving HR process excellence. These thoughts provided an impetus to synergize people, process, technology and culture, and that’s how we thought of embarking on the PCMM® journey.

Q: There is a feeling that the People CMM® is applicable only for IT companies. Yours is an insurance organization – what is your impression now that you have implemented a part of the People CMM®?

JD: We understand that IT companies were the early adopters of People CMM®. The robust people practices enabled them to attract, engage, and retain employees, especially Generation Y, the Millennials.

In my opinion, PCMM® can be beneficial to any organization which is people, quality and customer-focused. Any organization serious about business performance, people development, and organization strategy and goal alignment, should adopt this model. I believe that organizations have limited growth not so much because of ineffectual business strategy, but more because of a cultural impediment due to which employees get negatively impacted, and are unable to give of their best. If this hypothesis is true, then people play an important role and act as catalysts for growth. Any business strategy may not work if the people and culture do not support progress.

So, people-focus can serve as a competitive advantage for any organization. The PCMM® model is helping us in such a cultural transformation, and can help any organization, irrespective of the industry segment.

Q: What were the key benefits that you expected and realized in implementing the People CMM®?

JD: Some of the challenges in the financial/ insurance sector are high employee attrition and low employee engagement levels. We expected to improve our employee engagement and to reduce attrition levels. Our larger objective was to align HR with business strategies and drive excellence in HR processes to achieve our Vision. We have started realizing great benefits in our journey over the last 15 months.

A few of these are: a) Improved employee engagement scores b) Reduced Attrition levels c) Significant improvement in transparency and effectiveness of our internal communication channels, which have further enhanced our trust Index levels d) A robust competency framework aligned to our various people practices e) Better execution of strategic business projects at a faster pace now.
Holistically, we have improved in our agility, responsiveness and customer-focus across the organization.

Q: Please share some of the challenges that you faced in the implementation of the model @ MIBL.

JD: Ensuring inclusivity was a challenge as our employees are spread across India in over lots of locations, servicing customers in the rural and semi-urban markets. It becomes difficult for the HR team and people managers to be in regular, direct touch with them. We utilized the power of technology as an effective mode of communication in order to reach our employees across the country.

Also, as this is a cultural transformation process, initially we experienced a little resistance from some, but we were able to overcome this, as our employees were already aligned with our aspirational Vision 2020, “To be the first Indian company amongst the Global Top 100 Insurance Brokers in revenue by 2020”.

Leadership involvement and “walk the talk” played an important role in overcoming such resistance. Various sensitization programs, reinforcement of company’s Vision, enhanced communication channels worked well to overcome such challenges.

Q: What are the other models/ frameworks that your organization has adopted? 

JD: Internally, we have our Group’s unique ‘The Mahindra Way’ (TMW) model in place, which is based on TQM. I would say the PCMM® model complemented the TMW model, and we hope to move to the next level in our TMW assessment later this year.

As mentioned earlier, we are also aligned to ISO 9001:2008.

Q: Now that you are maturity Level 3, will you be pursuing higher maturity levels of the People CMM®?

JD: Yes, we have already embarked on our PCMM® maturity level 4/5 journey, and our team is energized to implement various processes such as knowledge management, mentoring, empowerment, data analytics based business decision-making, and continuous innovation.

Institutionalization of various processes and initiatives are very important to reap business benefits in the long run, and therefore we have planned the implementation phase over a 2-3 year horizon.
Jaideep Devare with teamThank you Dr Devare, for your time and sharing your thoughts. And wish you and MIBL all the best!

Dr Jaideep Devare  is the Managing Director of Mahindra Insurance Brokers Ltd (MIBL).

Other related posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.
Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the interviewer or the interviewee :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Mahindra Finance (MMFSL) – Case Study of their People CMM® Journey

MahMMFSL Logoindra & Mahindra Financial Services Ltd (MMFSL), India was appraised and rated at maturity level 3 of the People CMM® as a result of an appraisal conducted using SCAMPISM-A (click here to view the appraisal result on the CMMI Institute site).

MMFSL has compiled a summary of their People CMM® journey, the challenges faced and the benefits gained in a short document available here.

Mahindra Finance (MMFSL) Case Study of the People CMM® Journey

I thank MMFSL and QAI for making this material available.

Please feel free to share your views, experiences, and queries, using the “comments” feature available. You may also forward the link to this post to your friends, colleagues, and anyone else who may be interested.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Interview: Shri RG Rajan, CMD, RCF on the People CMM®

RG Rajan Photo

Mr RG Rajan is the Chairman and Managing Director (CMD) at RCF (Rashtriya Chemicals and Fertilizers Limited).
In this interview, Mr Rajan shares RCF’s experiences in implementing the People CMM® and benefits that RCF (website: http://www.rcfltd.com/) gained in the journey.  RCF was appraised and rated at maturity level 2 through a SCAMPISM Class A appraisal in Jan 2015 (see details of the appraisal listed here.

Q: Please tell us about your organization – RCF.

CMD: Rashtriya Chemicals and Fertilizers Ltd. is a leading Public Sector Undertaking (PSU) in India, and is engaged for the past five decades in the production of various fertilizers and industrial chemicals at Chembur (Mumbai) and Thal (Raigad district, Maharashtra). We market these products all over India. We have also been in the forefront of the ‘Green Revolution’ in India and have been serving the farmers of the country for several decades.

RCF is certified to ISO 9001:2008, ISO 14001:2004, and OHSAS 18001:2007.

Our greatest asset is our committed workforce of over 4000 employees. We have taken various initiatives involving employees – these include Quality Circles, Kaizen and Five-S. We conduct ‘Organizational Climate and Employee Satisfaction Surveys’ and also participate in the ‘Best Companies to Work for’ studies conducted by organizations such as ‘Great Place to Work Institute’.

Q: Please tell us about your decision on adopting the People CMM® model. And about your People CMM® journey.

CMD: In 2012, we found that BHEL (Bharat Heavy Electricals Limited) had adopted the People CMM® for their HR processes – this prompted us to assess the feasibility of adopting this model for RCF.

We understood the concept and the framework of the People CMM® by interacting with various experts and services providers in India.

To get the maximum benefit, we decided to cover the entire organization under the People CMM®. We undertook a SCAMPISM Class-C to find out where we stand, and identify the gaps in our processes. We worked hard to close the gaps identified. Then we performed a SCAMPISM Class-B to assess our readiness for a formal appraisal, before being appraised using the SCAMPISM Class-A method.

Internally, a project team of around thirty officials from HR and HRD was formed with the Executive Director (HR), Shri P G Deshpande being the Sponsor. This project team drove the project with assistance from external experts.

We ensured that all required resources were made available for the successful progress and completion of this project.

Q: There is a feeling that the People CMM® is applicable only for IT companies. Yours is a manufacturing organization – what is your impression now that you have implemented a part of the People CMM®?

CMD: The People CMM® is generic in nature and I can confidently say that it is independent of factors such as geography, sector or industry.

Q: What is your message to other public sector companies in India regarding the People CMM®?

CMD: All PSUs can definitely gain by implementing the People CMM®.

And we at RCF are more than ready to help other PSU organizations.

We have requested SCOPE (Standing Conference of Public Enterprises) to organize a session of HR heads of various PSUs where we can share our experience of People CMM® rollout. This will facilitate the PSUs to understand the immense benefits of People CMM®. It will also help them address any misgivings they may have about using the model in a PSU.

Q: What are the key benefits that RCF has started realizing as a result of implementing the People CMM®?

CMD: Often, the perception of the employees is not in congruence with the intent and hard work put in by support departments like HR and HRD. We were looking out for some method through which HR is seen to be contributing as a Business Partner. The People CMM® helped us achieve this. One of the results of implementing the People CMM® that gladdens me most is that now people perceive that ‘HR has come closer to employees’.

Tracking of many of the people related requests, complaints, and transactions, such as quarter allotments, repair of facilities, status of claims of reimbursements, etc. have been upgraded through a computerized help desk during the People CMM® journey.

Formal systems of listening to employee voices through periodical surveys of services such as canteen, hospital, etc. have been institutionalized.

We have shifted from a ‘performance appraisal system’ to a ‘performance management system’ wherein constant feedback is being given to employees about their performance and the line managers have been trained to impart performance counseling in situations where required.

HR has started connecting with employees on a regular basis using a forum called ‘HR, aap ke dwaar’.

Q: Now that you are maturity level 2, will you be pursuing higher maturity levels?

CMD: Having experienced the immense benefits of maturity level 2, our HR professionals are now aiming to reach higher levels of maturity of the People CMM®. In addition to imparting delight to the employees, People CMM® is also adding to their professional competencies.

I am sure that within next seven to eight years we will reach maturity level 5 of the model.

===============

Thank you Mr Rajan, for your time and sharing your thoughts. And wish you and RCF all the best!

Mr RG Rajan is the Chairman and Managing Director (CMD) at RCF (Rashtriya Chemicals and Fertilizers Limited).

Other related posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.
Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the interviewer or the interviewee :-).

SM-SCAMPI is a service mark of Carnegie Mellon University.


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

HMBP Conference 2013 on 24th Sept in Pune and 27th in Bangalore, India

The HMBP Conference (an annual event in its 4th year), showcases what leading organizations are doing and are planning to do in their implementation of high maturity practices.

This year, the HMBP Conference theme is “High Maturity Impacts: Interweaving Services and People” and it is also being held in two cities.

  • at a new venue – Pune on September 24th, 2013
  • in its regular den – Bangalore on September 27th, 2013

Since nobody could figure out the difference between a “Colloquium” and a “Conference”, I believe the organizers decided to stick to the more traditional word. 🙂


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Aligning Ferret (by Swapna Kishore and Rajesh Naik) is now available on Amazon as a Kindle eBook

Aligning Ferret Book Cover
Aligning Ferret: How an Organization Meets Extraordinary Challenges (a business novel) by Swapna Kishore and Rajesh Naik has been published (at last :)) as a Kindle eBook on Amazon.

 

Click here to buy or view details on Amazon.com (or on Amazon.in).

 

About the Book

Aligning Ferret is a business novel (in the style of The Goal by Eliyahu Goldratt) that uses an engrossing story to illustrate the implementation of organizational strategy, performance alignment, and people management in a fictitious, but realistically portrayed organization.

The story is narrated by Sunil Chinnappa (Sunny), a manager at a Bangalore-based software firm, Ferret. Sunil has just completed the implementation of world-class processes to deliver high-quality software at Ferret. But his self-congratulatory mood is cut short when Jim, the COO of the firm that owns Ferret, blasts Ferret for poor performance and threatens it with closure.

 

Here is an excerpt from the book:

“Ferret revenue and profits are totally off target,” says Jim. “And I can’t see your plans.”
“Plans?” My boss, Rajiv, looks stunned. “You have project-wise data and—”
“Plans, Rajiv. Overall plans, like your direction of growth, the sort of projects you’ll execute, and how much of our outsourced work you’ll undertake.” Jim sounds irritated.
Rajiv’s forehead creases. “We’ve improved our processes. Our focus is to execute PTI work better and—”
“Really? Ferret handles only 5% of our outsourced IT work.” Jim’s voice is sharp. “We acquired you to reduce our costs but we still have to use other IT vendors—expensive ones. If that’s all you can execute—”
“Jim—” Rajiv wipes his brow.
“I may acquire another firm in India or China instead of using Ferret.”

[Intrigued already? Click here to view details/ buy on Amazon. or Amazon.in 🙂 ]

Through Aligning Ferret, you will participate in Ferret’s effort to achieve the extraordinary growth Jim demands of Ferret. You will see how, led by Sunny, the managers at Ferret learn and apply relevant concepts, models and frameworks. They focus on performance management systems and on competencies to achieve overambitious targets. Models/ concepts they consider include strategy maps, Balanced Scorecard, and People CMM®. You will see the managers handle this strategy-alignment related effort in addition to coping with ongoing project deadlines, high attrition rates, and ongoing glitches and conflicts.

An aligned organization knows its objectives and focuses on achieving them. Strategy and alignment are not confined to top honchos deciding policy in boardrooms. All employees need to understand these concepts to work effectively within the organizational framework. Aligning Ferret’s engrossing and realistic story makes strategy, alignment, performance management, and related concepts a quick grasp for readers.

[To jump to Amazon and check the book out, click here]

We had released the paperback version of this book some time ago. Many readers had suggested that we also release a eBook version, but we got busy with other stuff, and hey, we wanted to first sell off the paperback copies :).

The book (paperback version) was well-received and perceived as useful by many readers, sometimes in ways that were unexpected / unintended! Most readers could relate the story to their own lives, to situations they have encountered, and to people they work with (including unreasonable bosses!). See comments from over sixty readers here.

The book was also reviewed in the media (magazines, journals, etc.). You may check out these review comments here.

This book has been successfully used by organizations as a supplementary reading to their Leadership Development Programs.

Aligning Ferret is also listed under “references” in The People CMM: A Framework for Human Capital Management (2nd Edition) (This book is available at Amazon.com and Amazon.in)

We have made some changes from the paperback version.

  • The consolidation exercises that were at the end of each chapter (in the paperback) have been moved in the eBook to an Appendix; this maintains the story flow, while the exercises remain available to readers who want to think more about the concepts covered in the book.
  • We have also tweaked some words and phrases to make the story more accessible for readers outside India.
  • Since this is an eBook format, we have been able to include hyperlinks for navigation within the book.

Here are some details, if you want to get a copy of the book:

[By the way, you DON’T need a Kindle device to read a Kindle ebook.]

Aligning Ferret Book Cover
Title: Aligning Ferret: How an Organization Meets Extraordinary Challenges

Authors: Swapna Kishore and Rajesh Naik

Publishing Date: Kindle Edition: May 2013 [Earlier Paperback in 2008]

Language: English

ASIN: B00CZA94XC

Available at: Amazon.com and Amazon.com.

 

[By the way, you DON’T need a Kindle device to read a Kindle ebook.]

You can also view a book trailer below:

Please feel free to to share your views, experiences or queries, using the “comments” feature available.
You may also forward the link to this post to your friends, colleagues, and anyone else who may be interested.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author of this post :-).


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

People CMM® – Explored: A Quick Overview – A Presentation

Last week, I made a presentation on the People CMM® to an industry body (SLASSCOM) in Sri Lanka.

A version (slightly modified) of the presentation is here:

In case the presentation does not load, use the link http://www.slideshare.net/AlignMentor/pcmm-exploredquick-view

Other presentations covering CMMI®., People CMMI, Balanced Scorecard, Strategy Maps and Competency Frameworks on AlignMentor are available here.

Please feel feel to share your views, experiences or queries, using the “comments” feature available.

Also, let me know what kind of other slide sets you would like to see in this blog.

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, or association. They may not even be the official views of the author 😉

You may also be interested in the following posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.

 


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

My List of Books for Implementing People CMM®

I am often asked – “which book should I use for understanding People CMM®?” I have, on several occasions, provided names of different books related to topics under discussion. So, this time when someone asked me, I decided to create a comprehensive list of books and articles that I have found useful.

I have over time referred many books, and the list below is a combination that I found useful to get more insights into generic and some specific aspects of the model.

The list is not a result of a comprehensive survey and evaluation. There are likely to be other books that are better for specific topics; and a different combination of books may work as well or better.

Anyway, here goes:
PCMM Book Cover“The People CMM® (Second Edition): A Framework for Human Capital Management” by Bill Curtis, William Hefley, and Sally Miller. Available at Amazon.com, Amazon.in and Flipkart-India .

Well,  if you want to understand the model, you need a copy of the definitive book. Without this book, other books will provide fragmented insights and will not make holistic sense. And if you are serious about understanding or implementing the model, I suggest that you get a printed version in addition to downloading a free softcopy pdf version (from SEI/ CMMI Institute site), for quick searches of specific topics and keywords.

PCMM Book of Rajesh NaikDIVERSION: You can see an image of my dog-eared copy of the paperback version. It has been with me since 2003 (an older edition). It has witnessed (if books can witness :-)) many appraisals (both pre-SCAMPI as well as SCAMPI), and many training courses. If you get really close to the book, you can smell Dalian, Manila, Riga, Bratislava, London, Colombo, Mauritius, Bangkok, Pittsburg, Austin, and many Indian cities – Bangalore, Mumbai, Chennai, NCR, Hyderabad, Pune, Indore, and Mysore. There are stains on different pages – coffee, tea, cranberry preserve, sambhar, apple juice – you get the picture. Someday, I hope it acquires a historic and antique value; until then I will continue to use it (and also accumulate more history :-)).

Other books that I found useful:

Human Resource Champions Cover
1) “Human Resource Champions” by David Ulrich provides an approach to HR that shifts the focus from activities to be done to outcomes to achieve. The book helped me to look at HR as a business partner with an enhanced role as a strategic player, administrative expert, employee champion, and change agent.
Available at Amazon.com, Amazon.in, and Flipkart-India.

From the Ground UP Cover
2) “From the Ground Up” by Edward Lawler III provides six principles for organizational transformation. I found it very useful for handling the change management that People CMM® implementation requires.
Available at Amazon.com,Amazon.in, and Flipkart-India.

Competitive Advantage Cover
3) “Competitive Advantage Through People” by Jeffrey Pfeffer explores how effective people management practices enable organizations to achieve superior performance, by using examples of successful companies that treat their workforce as “assets/ investments” instead of “costs/ expenses”.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Balanced Scorecard Cover
4) “The Balanced Scorecard” by Robert Kaplan and David Norton. I found it useful for process areas of Performance Management and Organizational Performance Alignment.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Strategy Maps Cover
5) “Strategy Maps”, once again by Robert Kaplan and David Norton, helps me in generating ideas for the process area Organizational Performance Alignment.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Competence at Work Cover
6) “Competence At Work” by Lyle Spencer and Signe Spencer is the classic for setting up a competency framework and competency assessments. I keep going back to this book for the process areas – Competency Analysis and Competency Development.
Available at Amazon.com, Amazon.in, and Flipkart-India.

HR Scorecard Cover
7) “The HR Scorecard: Linking People, Strategy, and Performance” by Dave Ulrich, Mark A. Huselid, Brian E. Becker provides the framework for setting up a robust measurement program for tracking performance and effectiveness of HR/ People management in organizations. This book has been useful to me to set up the “measurement” related practices of People CMM® across many process areas.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Workforce Scorecard Cover
8) “The Workforce Scorecard: Managing Human Capital To Execute Strategy” by Mark Huselid, Brian Becker, and Richard Beatty – this book (in addition to the HR Scorecard book) gave me more insights in designing effective metrics for People CMM® implementation. The book also enlightened me on how behaviors, competencies, and culture impact organizational performance.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Designing Team Based Organizations Cover
9) “Designing Team-Based Organizations: New Forms for Knowledge Work” by Susan Albers Mohrman, Susan G. Cohen, Allan M. Mohrman Jr. This book provided me greater understanding of the process areas – Empowered Wokgroups, Workgroup Development and (to some extent) Competency Integration.
Available at Amazon.com, Amazon.in, and Flipkart-India.

Workforce of One Cover
10) “Workforce of One” by Susan Cantrell and David Smith enabled me to look at the aspect of customization of HR practices to meet the requirements of multiple segments of people. This is now increasingly possible because of the availability of automation for administering flexible policies. You can read a detailed review of this book on another post here .
Available at Amazon.com, Amazon.in, and Flipkart-India.

Here are two papers (not books) that have been extremely useful to me, in addition to the list above (besides, they are “classics”) .

  • The Core Competence of the Corporation by C K Prahalad, and Gary Hamel (Amazon-Digital version)
  • Fighting the War for Talent is Hazardous to Your Organization’s Health by Jeffrey Pfeffer (Free Download here).

This is my list  for People CMM®. Please use the comment/ reply facililty to add your own list of useful books for understanding/ implementing the model – a small write-up on what the book addresses and how it is useful in the context of People CMM® will help other readers.

Some book reviews uploaded on the same blog:

Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the author of this post :-).


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

Interview: Vinod Sood of Hughes Systique on the People CMM® as a workforce improvement framework

Vinod Sood Photo 1

Vinod Sood (VS)  is the Managing Director at Hughes Systique. In this interview, he shares why his organization selected the People CMM® for the next organizational transformation. He also articulates the expectations from implementing the People CMM® at HSC.

Q: Please tell us something about your organization, Hughes Systique.

VS: Hughes Systique Corporation (HSC), a part of the Hughes group of companies, is headquartered in Rockville Maryland with its Global R&D and Delivery center in Gurgaon, India. HSC is a leading provider of technology services (Engineering R&D services and Outsourced Product Development)  in the communications, embedded and media domain (more details at www.hsc.com). HSC counts Tier 1 OEMs, ISVs, and Hi-Tech & emerging technology companies as its customers worldwide. HSC has offices in India, USA, UK and South Korea.

HSC has already been appraised for CMMI® – DEV at maturity level 5. It is also certified for ISO 9001:2000 and ISO 27001:2005 (ISMS).

We have 400 employees, majority of them working out of our Gurgaon office.

Q: Please tell us why and how you decided on adopting the People CMM® model.

VS: We at HSC believe that balanced improvements equally focused on “People”, “Process” and “Technology” are a sure-shot recipe for long-term sustained success. With that intent we have invested heavily in these 3 areas since our inception.

Through our BMS (Business Management System) and the certification against ISO 9001, and ISO 27001 and rating of maturity level 5 against the CMMI® -DEV we have largely addressed the “Process” part.

On the “Technology” front, we have evaluated and deployed many tools that help us with various aspects of software development and project management (e.g., configuration management, code quality, open source compliance, continuous integration, program management, project metrics analysis, internal audits, and customer satisfaction surveys).

On the “People” front, our processes are very progressive and people friendly. We realized that they can be taken many notches higher and we need to enhance their effectiveness and ensure higher consistency in their application across the organization.  After a series of discussions with internal stakeholders and external experts, we eventually decided to adopt People CMM®.

Q: Where are you at present in your People CMM® Journey? And what all have you done to get People CMM® started at Hughes Systique?

VS: Well, we are making steady progress at this point.  In Q3’2012, after the initial due diligence we put the roadmap and plan in place. Our HR and Quality team performed an initial gap analysis, and came up with an action plan. After that, we had a formal kick-off with all relevant stakeholders and formed task forces to handle various focused improvements. Then an external partner was engaged to help us through the journey. A detailed gap analysis was carried out by the external partner in Q4’2012 (Shyama Chakraborty of QAI). Currently, we are working on incorporating the suggested improvements and closing the gaps.

Q: What are the goals you hope to achieve by implementing People CMM®?

VS: We are in a people-centric and knowledge-intensive industry. The business parameters we will focus on are utilization (which depends on attrition rate and time to ramp up new hires) and gross margin (which depends on competency and cost of resources). It should also help us improve hiring, training, employee engagement, etc. The People CMM® model will calibrate our existing people practices against best-in-class practices prevalent in the industry.

Q: Please tell us something about the timeframes planned (in relation to the People CMM® journey)

VS: Our goal is to eventually deploy maturity level 5 practices and get a formal rating by end of 2015, with an interim milestone of a formal maturity level 3 in the early part of 2014.

Q: Who will be driving the PCMM journey in Hughes Systique?

VS: The coordination of the overall roadmap, interim implementation reviews and appraisals would be driven by our Quality group.  Quality will also facilitate HR in process definition and deployment. A Steering Group comprising our senior executives provides oversight on the progress.

Changes to existing processes and their deployment internally will be driven by HR via various task forces. The task forces would work on specific areas while collaborating with each other.

Q: How would you compare People CMM® with any other HR model/methodology that you have experienced in the past?

VS: According to our HR Head Rohit Sahu: “We are still learning, but based on what we have been able to understand, People CMM® provides a balanced and staged approach to improving people practices. I think this model has its bearing in many sound concepts underpinning Human Capital Management (HCM), Organizational Development (OD), Industrial Psychology and HR Analytics.”

Q: Would a People CMM® appraisal status matter for the industry that you are operating in?

VS: At present none of our customers ask for it. But this could definitely be a differentiator that we could project to our customers. Due to high attrition in the IT industry, strong people practices assure our customers business continuity and fulfillment of delivery commitments.

It should also help us in our endeavor to make HSC the 1st choice for aspiring Telecom Software Professionals.

Q: Is there anything youVinod Sood Photo 2 would like to tell/ convey to the readers?

VS: We are looking forward to People CMM® as an enabler to further mature our internal people practices and provide some of the business benefits I spoke about earlier. As they say well begun is half done. We have started on a strong footing and I am confident we will learn and mature ourselves, both as individuals and as an organization.

Thank you Vinod, for your time and sharing your thoughts. We hope you can provide us updates to your progress in some months.

Vinod Sood (VS)  is the Managing Director at Hughes Systique. His LinkedIn page is here.

Other related posts uploaded on the same blog:

Please feel feel to share your views, experiences or queries, using the “comments” feature available.
Notes:

Nothing Official About It! – The views presented above are in no manner reflective of the official views of any organization, community, group, institute, or association. They may not even be the official views of the interviewer or the interviewee :-).


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.

HMBP (High Maturity Best Practices) Colloquium – 2012 proceedings are now available for download

The HMBP Colloquium (an annual event in its 3rd year), was held in Bangalore on September 7, 2012. This year’s theme was “High Maturity – Beyond Statistics & Quantification”.

Full details of the colloquium are available here.

The presenations of the day are put up on a page at the site here. To get the presentations, you will need a login id and password – which you can get by writing to conferences@qaiglobal.com .


I am Rajesh Naik. I am an author, management consultant and trainer, helping IT and other tech companies improve their processes and performance. I also specialize in CMMI® (DEV and SVC), People CMM® and Balanced Scorecard. I am a CMMI Institute certified/ authorized Instructor and Lead Appraiser for CMMI® and People CMM®. I am available on LinkedIn and I will be glad to accept your invite. For more information please click here. To get email alerts for new posts, click here to subscribe.