Sure.
Although the People CMM was developed at the Software Engineering Institute in response to a need for best practice guidance for managing and developing the IT workforce, we took a broad view of knowledge workers in developing the model.
In version 1 of the model (released in 1995) EVERY example used a software role or competency. In version 2 of the model we dropped this and used a variety of roles and competencies in our examples. This was in response to our own insights and broad inputs that this model was not applicable just to software workers.
We developed the model to address the fundamental bundlings of HR and managerial practices necessary to put in place solid managerial involvement in managing their workforce, supporting the growth and development of a competent workforce in a set of careers that are empowered to follow the organization's processes, and practices that enable and encourage the growth of organizational knowledge, as well as quantitative ways to manage this growth. Individuals are empowered to take control of their careers and development and contribute to the effectiveness and efficiencies of the organization, moving towards self-managing teams and driving the improvements in process and capability across the organization.
While many of the early adopters were software organizations (because of their familiarity with the Software CMM), many other kinds of organizations have used the People CMM. These include parts of government organizations, electric power companies, pharmaceuticals, R&D/manufacturing, and hospitality. Club Mahindra in Goa is one hospitality organization that has applied the model to its situation. As with any other service or knowledge-work organization, their greatest capital is the people, and they have applied the People CMM to improving their abilities in this area.