Hi all,
I wanted to know the measures for the effective implementation of PCMM Level 2. PCMM Level 2 comprises six process areas. I am seeking some effective measures (quantitative if possible) for each practice at Level 2.
Thanks.
From India, Bangalore
Acknowledge(0)
Amend(0)
I wanted to know the measures for the effective implementation of PCMM Level 2. PCMM Level 2 comprises six process areas. I am seeking some effective measures (quantitative if possible) for each practice at Level 2.
Thanks.
From India, Bangalore
Acknowledge(0)Amend(0)
Each of the measurement practices typically has a set of example measures. Of course, every organization should define and use the measures that make sense in their business settings.
So a good starting point for Level 2 (or any Level) measures would be to look at each of the Measurement Practices in the People CMM. If you don't have a copy, you can download the Technical Report version from the SEI - www.sei.cmu.edu - or you can get a copy of the book version. The book version has recently gone into a new printing in both the US and India, so it should be readily available.
Acknowledge(0)Amend(0)
5So a good starting point for Level 2 (or any Level) measures would be to look at each of the Measurement Practices in the People CMM. If you don't have a copy, you can download the Technical Report version from the SEI - www.sei.cmu.edu - or you can get a copy of the book version. The book version has recently gone into a new printing in both the US and India, so it should be readily available.
Acknowledge(0)Amend(0)
Thanks, Bill. I appreciate your answer. I have gone through the PCMM Report. The measures suggested there are very subjective. I am looking out for quantitative measures. The report, of course, cannot provide that. We have to generate them. I was looking for something like what I have stated in my example below.
For example, consider one practice of PCMM level 2.
Work Environment: the measures could be
a. Workplace audit report
b. Complaint status - Raised vs resolved
c. Feedback from employees - Status review
d. Employee Welfare measure status - Health check-up, celebrations, etc.
e. Periodic review of systems.
f. Time taken to provide facilities - vehicle, stationery, computer, workspace, ID cards, etc.
These are some measures. I would appreciate if I get more quantitative measures, much of them formula-oriented.
Thanks.
From India, Bangalore
Acknowledge(0)Amend(0)
For example, consider one practice of PCMM level 2.
Work Environment: the measures could be
a. Workplace audit report
b. Complaint status - Raised vs resolved
c. Feedback from employees - Status review
d. Employee Welfare measure status - Health check-up, celebrations, etc.
e. Periodic review of systems.
f. Time taken to provide facilities - vehicle, stationery, computer, workspace, ID cards, etc.
These are some measures. I would appreciate if I get more quantitative measures, much of them formula-oriented.
Thanks.
From India, Bangalore
Acknowledge(0)Amend(0)
It is not necessary to have quantitative measurement in the level 2, just measurement is sufficient. -Sathya
From India
Acknowledge(0)Amend(0)
From India
Acknowledge(0)Amend(0)
Sathya,
I think there is perhaps a semantic misunderstanding here. Many measures are quantitative. Each Process Area has measurement activities and requires that the organization collect and use these measures.
At Level 2, it is not required that there be quantitative management of the organization's processes (business processes or HR/workforce processes), but this comes into play at Level 4. The quantitative management that happens at Level 4 is often built on the data that have been collected as measures (quantitative or qualitative) that have been collected beginning with Level 2.
Cheers,
Bill
Acknowledge(0)Amend(0)
I think there is perhaps a semantic misunderstanding here. Many measures are quantitative. Each Process Area has measurement activities and requires that the organization collect and use these measures.
At Level 2, it is not required that there be quantitative management of the organization's processes (business processes or HR/workforce processes), but this comes into play at Level 4. The quantitative management that happens at Level 4 is often built on the data that have been collected as measures (quantitative or qualitative) that have been collected beginning with Level 2.
Cheers,
Bill
Acknowledge(0)Amend(0)
Exactly the same thing I put it in one statement. At level 2, organizations are establishing the foundation, and the improvement follows in levels 3 and 4. The same level 2 processes are transformed into advanced practices at levels 3 and 4. While each process measurement is necessary, it is not necessarily quantifiable at level 2. As you mentioned, level 4 will take care of this requirement.
-Sathya
From India
Acknowledge(0)Amend(0)
-Sathya
From India
Acknowledge(0)Amend(0)
Not exactly the same thing... Quantifiable is not the same thing as quantitative management. I should be able to quantify my measures at level 2, but I may manage with them differently at Level 2 and at higher levels, as we both pointed out.
Cheers,
Bill
Acknowledge(0)Amend(0)
Cheers,
Bill
Acknowledge(0)Amend(0)
It is not a requirement at PCMM level 2 to quantify the measures at level 2. As i mentioned earlier just measurement is necessarry. Refer to the model for more info. -Sathya
From India
Acknowledge(0)Amend(0)
From India
Acknowledge(0)Amend(0)
Dear Sathya You are discussing the Model with one of the Model Architects itself !! Bill Hefley along with Bill Curtis is one of the co-authors of the Model FYI pls Cheers K
From India, Madras
Acknowledge(0)Amend(0)
From India, Madras
Acknowledge(0)Amend(0)
Yes, I am very familiar with the model. I am one of the authors.
It is not sufficient to just measure at Level 2. Each of the Level 2 Measurement Practices says that "Measurements are made and used to..."
Measurements must be made and used in managing and performing the Process Area. A good section to refer to in the model is Section 6.2.4.
Cheers,
Bill
Acknowledge(0)Amend(0)
It is not sufficient to just measure at Level 2. Each of the Level 2 Measurement Practices says that "Measurements are made and used to..."
Measurements must be made and used in managing and performing the Process Area. A good section to refer to in the model is Section 6.2.4.
Cheers,
Bill
Acknowledge(0)Amend(0)
Dear Prajakta,
As per your information, L2 has 6 PAs.
Some of the measurements that come to my mind, PA-wise:
1. Staffing
- Recruitment MIS
- Sourcing to Shortlisting to Interview to Offer made Ratios
- Offers made to Joining Ratio
- Joining to 6 months stay ratio
- Transfer/Relocation status
- Exit Interview Analysis
- Best Source Analysis
2. Training and Development
- Training Plan Tracker
- Training Calendar MIS
- Need-based vs. Planned Training programs
- Training Man-hours/days
- Development programs / Dev Plan Trackers
- Self-Initiative by employees MIS
3. Work Environment
- New Joining Checklist Template Analysis
- Basic Physical Resource Survey
- Fire and Safety Procedures Audit
- IT Security Audit
- Admin Process Audit
4. Compensation
- Internal / External Parity Report
- Salary payout dates Report
- Salary payout discrepancy Report
- Discrepancy Addressal Audit
- Compensation/Salary Break-Up Report
- Mid-term Compensation Review Report
5. PMS
- Total employees eligible to the number of appraisals happened ratio
- Bell Curve Analysis (gives total org-wide performance spread)
- Average Performance Baselining exercise
- Skills Matrix creation/review
- Input to T&D Report
6. Communication & Coordination
- Annual/Half-yearly/Monthly Communication MIS
- Update/Review of Communication Updates (offline/online)
- Meetings Guidelines and Follow-Up Report
- Communication as a Skill input to Training
- Meetings deadline Report
There are numerous more. Additionally, while most of these may appear as outputs, they will serve as inputs for other PAs at higher levels.
Cheers,
Kanishka
New Delhi
From India, Madras
Acknowledge(0)Amend(0)
As per your information, L2 has 6 PAs.
Some of the measurements that come to my mind, PA-wise:
1. Staffing
- Recruitment MIS
- Sourcing to Shortlisting to Interview to Offer made Ratios
- Offers made to Joining Ratio
- Joining to 6 months stay ratio
- Transfer/Relocation status
- Exit Interview Analysis
- Best Source Analysis
2. Training and Development
- Training Plan Tracker
- Training Calendar MIS
- Need-based vs. Planned Training programs
- Training Man-hours/days
- Development programs / Dev Plan Trackers
- Self-Initiative by employees MIS
3. Work Environment
- New Joining Checklist Template Analysis
- Basic Physical Resource Survey
- Fire and Safety Procedures Audit
- IT Security Audit
- Admin Process Audit
4. Compensation
- Internal / External Parity Report
- Salary payout dates Report
- Salary payout discrepancy Report
- Discrepancy Addressal Audit
- Compensation/Salary Break-Up Report
- Mid-term Compensation Review Report
5. PMS
- Total employees eligible to the number of appraisals happened ratio
- Bell Curve Analysis (gives total org-wide performance spread)
- Average Performance Baselining exercise
- Skills Matrix creation/review
- Input to T&D Report
6. Communication & Coordination
- Annual/Half-yearly/Monthly Communication MIS
- Update/Review of Communication Updates (offline/online)
- Meetings Guidelines and Follow-Up Report
- Communication as a Skill input to Training
- Meetings deadline Report
There are numerous more. Additionally, while most of these may appear as outputs, they will serve as inputs for other PAs at higher levels.
Cheers,
Kanishka
New Delhi
From India, Madras
Acknowledge(0)Amend(0)
Sathya, you are absolutely right. All debates need to have a conclusion, to create value. I just tried doing that. Cheers K
From India, Madras
Acknowledge(0)Amend(0)
From India, Madras
Acknowledge(0)Amend(0)
Thanks for posting your comments. Thanks, Bill. I agree with whatever Bill has mentioned in his comments. In level 2, we have to take up quantitative measures. As I gave an example earlier, consider one practice of PCMM level 2.
Work Environment: the measures could be a. Workplace audit report b. Complaint status - Raised vs. resolved c. Feedback from employees - Status review d. Employee Welfare measure status - Health check-up, celebrations, etc. e. Periodic review of systems. f. Time taken to provide facilities - vehicle, stationery, computer, workspace, ID cards, etc.
These measures are to be collected, analyzed, and documented. For collection and analysis, I am working on formulas. I agree that the formulas vary according to the organizations. I was looking for a few quantitative measures (formula-oriented), so that I can compare and improve my work. Thanks.
From India, Bangalore
Acknowledge(0)Amend(0)
Work Environment: the measures could be a. Workplace audit report b. Complaint status - Raised vs. resolved c. Feedback from employees - Status review d. Employee Welfare measure status - Health check-up, celebrations, etc. e. Periodic review of systems. f. Time taken to provide facilities - vehicle, stationery, computer, workspace, ID cards, etc.
These measures are to be collected, analyzed, and documented. For collection and analysis, I am working on formulas. I agree that the formulas vary according to the organizations. I was looking for a few quantitative measures (formula-oriented), so that I can compare and improve my work. Thanks.
From India, Bangalore
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
Top Areas Where Mid-level Managers Need Improvement to Build Leadership Pipeline.pdf