Business Daily from THE HINDU group of publications Thursday, Aug 30, 2007 ePaper |
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Marketing
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Standards & Benchmarks Industry & Economy - Human Resources PCMM catches up with non-IT industries
Anjali Prayag Bangalore, Aug. 29 In a construction company in Bangalore, hectic activity is on in the HR department to implement the People Capability Maturity Model (PCMM) and get a certification, a recognition still considered the preserve of the software industry. In fact, the company has already completed Level 4 of the process, where the organisation quantitatively manages workforce practices and establishes competency based teams. Worldwide only about 45 companies have received the PCMM certification at different levels. Consultants that are implementing the process programme have also translated and implemented the training modules in Kannada, the local language for better comprehension and training effectiveness. And all this with a green signal from Mr Bill Curtis himself, former director of Software Engineering Institute and author of the highly-acclaimed process programme to improve the capability of employees, who said he was ‘delighted to see the People CMM being applied to construction and other industries.’ e2e Business Solutions Pvt Ltd, the company that is implementing the model, is also working with an infrastructure support firm and a food and beverages firm to implement the PCMM. A water purifying company, an educational institution and an electronics firm are keen to start the HR process programme, says Ms Yeshasvini Ramaswamy, Director, HR Services and Training, e2e Business Solutions. Knowledge Centric
The People CMM was designed by Dr Bill Curtis basically for knowledge centric organisations to improve the capability of their employees. Before PCMM there were no strategies that stood as a framework for HR to benchmark its practices/processes. The PCMM certification also helps organisations characterise the maturity of their workforce practices. Ms Yeshasvini says that while the challenges of implementing the People CMM in a non-IT company are ‘different,’ the process is a lot easier because employees are less cynical of yet ‘another HR model.’ “IT companies go through so many certifications that people start getting wary and cynical of these programmes. But we found that in non-IT, the willingness to implement the programme is higher.”
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