Systems Approach to People Management
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Transcript of Systems Approach to People Management
1© Rajesh Naik, 2010
Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license
A Systems Approach to People Management
Presented by
Rajesh Naik
@ Mumbai (Feb 24, 2010)
2© Rajesh Naik, 2010
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Agenda
� Why people processes?
� A Systems Approac
� The People CMM® Model
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Organizational Excellence
STRATEGY
DELIVERY PROCESS
TECHNOLOGY
PEOPLE
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Organizational Excellence
STRATEGY
DELIVERY PROCESS
TECHNOLOGY
PEOPLE
ISO 9001, CMMI –SVC, COPC, etc
Weak Engine due to weak processes?
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How does the people element sabotage excellence?
� Lack of skills
� De-motivation – poor infrastructure, unfair compensation
� Unclear goals and targets
� Lack of transparency – “it is confidential”
� Lack of belonging – “my client cares more for me than my company”
� Lack of stability
� Poor/ inconsistent culture
� Ignoring the people aspect - “our processes are people independent”
� Locked knowledge and skills
� Unclear roles and responsibilities
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What does a person want from the organization?
� Company brand image
� Work facilities
� Adequate compensation
� Skills to perform
� Interesting work
� Feeling of belonging
� Being treated fairly
� Appreciation of work done
� “My opinion matters”
� Learning skills for growth
� Growth prospects
� Consideration for personal issues
� Environment to contribute beyond assigned work
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People Issues and People Processes - Themes
Do We Know How to Do the Work?Theme – Skills/ Competencies
Do We feel Like Doing the Work?Theme – Motivation and Performance
Would We Like Do it Together?Theme – Teamwork, Culture, belonging
Are We Moving in the Desired Direction?Theme – Aligning Workforce to Strategy
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Theme – Skills & Competencies
Training for Current Task
Competency Framework Creation & Evolution
Competency Assessment of Individuals
Planned Long-Term Competency Development
Knowledge Asset Management Mentoring/ Coaching
Do I have the skills to do the assigned job?
Do I know what skills are required – in the
long run?
Do I know the gaps in my skills?
Can someone help me close the gaps?
Will the experts teach me?
Can I reuse the stuff created by others?
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Theme – Motivation & Performance
Formal Performance Management
Rewards & Recognition
Facilities & Infrastructure Compensation
Career Management
Is this placefit to work In?
Am I being paid fairly?
Do I know how well I am doing?
Will anyone notice the great work I
did?
Is there a future for me here?
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Theme – Teamwork, Culture & Belonging
Top Down Communication
Team Work
Delegation of Authority
Empowerment for Self Managed Teams
Bottom Up Communication: Grievances, Issues, Opinions
Lateral Coordination: Dependencies, Interfaces
Am I important enough to be
told?
Does anyone listen to my problems?
Can we work without getting in each others’ way?
Can we enjoy working with each
other?
Since this is important, can we have the authority to
manage ourselves?
Can I take the decision that I am
competent and responsible for?
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Theme – Aligning Workforce to Strategy
Resource Management
Long Term Workforce Planning
Hiring Exit Management
Integration of Multi Disciplinary Teams
Can we find the right person internally?
Let us part gracefully.
How do we get the best person in?
Do we know how many people and the skills we
need in future?Can we put together a diverse set of skills and make it succeed?
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Using a Systems Approach
� To get lasting benefits from these areas, use a
systems/ process approach:
– Create process architecture
– Understand dependencies between processes
– Remember the concept of maturity (for sequencing,
prioritization)
– Convert the new processes into a habit:� Provide vision, policy and direction
� Provide training, people, tools, budgets
� Measure the status and effectiveness
� Verify compliance
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SEI’s People CMM® Project
� Mission
– To help the readiness of organizations to undertake
increasingly complex work by helping them attract, grow, motivate, deploy, and retain the talent needed to improve their capability
Authors of the P-CMM:
Bill Curtis
William Hefley
Sally Miller
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Maturity Levels
© Software Engineering Institute
Basic HROperational
Practices
Competency Based
Practices
Measured &Empowered
Practices
ContinuousImprovement
Level 1Level 1InitialInitial
Level 2Level 2ManagedManaged
Level 3Level 3DefinedDefined
Level 4Level 4PredictablePredictable
Level 5Level 5OptimizingOptimizing
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Process Areas
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“LearningOrganization”
Source: TeraQuest
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“CultureOf Teamwork”
Source: TeraQuest
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“Performance
Orientation”
Source: TeraQuest
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Source: TeraQuest
“Workforce to Strategy”
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Elements of Managing ChangeVision
ActionPlanResourcesIncentivesSkills Change
ActionPlanResourcesIncentivesSkills Confusion
VisionActionPlanResourcesIncentives Anxiety
VisionActionPlanResourcesSkills
GradualChange
VisionActionPlanIncentivesSkills Frustration
Vision ResourcesIncentivesSkillsFalseStarts
* Delorise Ambrose, 1987. Personal communication.
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Things to remember when you implement
� Run it as an organizational initiative
– Involve Operations, Quality and HR
� Ensure Executive Management buy-in and focus
– For continuing resources, budgets and attention
� Use the “maturity” concept
– Fix the basics first, before attempting complex stuff
� Use Program Management
– Rather than a set of unconnected events
� Do what it takes to make a habit of the new process
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About this Presentation
More resources on the subject are available from the creator of this presentation at:
http://www.rajeshnaik.com
© Rajesh Naik, 2010
This work is released under a Creative Commons Attribution-NonCommercial-ShareAlike3.0 Unported License license. This means you can use it for non-commercial purposes so long as you include the copyright line “© Rajesh Naik, 2010". If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at [email protected]
Author: Rajesh NaikConsulting Partner
QAI India Limited
+91 9845488767
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Thank You
Rajesh NaikConsulting Partner, QAI India Limited
Mobile
+91 9845488767
Website
www.rajeshnaik.com
Also, have a look at the latest “business novel”:
Aligning Ferret: How an Organization MeetsExtraordinary Challenges
By Swapna Kishore & Rajesh Naik
Website: http://www.postscript-impressions.com