People Capability Maturity Model

The People Capability Maturity Model® (People CMM®) is a proven set of human capital man-

agement practices that provide a roadmap for cont

inuously improving the capability of an organization’s workforce. The People CMM refers to these practices asworkforce practices

. Since an organization cannot implement all of the best workforce practices in an afternoon, the People CMM introduces them in stages. Each progressive level of the People CMM produces a unique transformation in the organization’s culture by equipping it with more powerful practices for at-

tracting, developing, organizing, motivating, and retaining its workforce. Thus, the People CMM establishes an integrated system of workforce practices that matures through increasing alignment

with the organization’s business objectives, performance, and changing needs.

The People CMM was first published in 1995 [Curtis 95] and updated in 2001 [Curtis 02]. This

Second Edition updates informative material within the model, and provides new information re-

garding the global use of the People CMM. Since its first release in 1995, the People CMM has

successfully guided workforce improvement programs in many industries and geographies glob-

ally. The People CMM book has been in print in the US and elsewhere since its release in 2001.

Although the People CMM has been designed primarily for application in knowledge-intense or-

ganizations, with appropriate tailoring it can be applied in almost any organizational setting. Ad-

ditional information about application of the People CMM will be found in Chapters 7 and 8.

The People CMM’s primary objective is to improve the capability of the workforce. Workforce

capability can be defined as the level of knowledge, skills, and process abilities available for per-

forming an organization’s business activities. Workforce capability indicates an organization’s

readiness for performing its critical business activities,

•likely results from performing these business activities, and

•potential for benefiting from investments in process improvement or advanced technology.

In order to measure and improve capability, the workforce in most organizations must be divided

into its constituent workforce competencies. Eachworkforce competency represents a unique in-

tegration of knowledge, skills, and process abilities acquired through specialized education or

work experience. Strategically, an organization wants to design its workforce to include the vari-

ous workforce competencies required to perform the business activities underlying its core com-

petencies [Prahalad 90]. Each of these workforce competencies can be characterized by its capa-

bility—the profile of knowledge, skills, and process abilities available to the organization in that

competency. The People CMM describes an evolutionary improvement path from ad hoc, inconsistently per-formed workforce practices, to a mature infrastructure of practices for continuously elevating

workforce capability. The philosophy implicit in the People CMM can be summarized in the ten principles

1.In mature organizations, workforce capability isdirectly related to business performance.

2 Workforce capability is a competitive issue and a source of strategic advantage.

3 Workforce capability must be defined in relation to the organization’s strategic business objectives.

4 Knowledge-intense work shifts the focus fromjob elements to workforce competencies.

5 Capability can be measured and improved at multiple levels of the organization, including individuals, workgroups, workforce competencies, and the organization.

6 An organization should invest in improving the capability of those workforce competencies that are criti-cal to its core competency as a business.

7 Operational management is responsible for the capability of the workforce.

8 The improvement of workforce capability can be pursued as a process composed from proven practices

and procedures.

9 The organization is responsible for providing improvement opportunities, and individuals are responsible for taking advantage of them.

10 Because technologies and organizational forms evolve rapidly, organizations must continually evolve their workforce practices and develop new workforce competencies.

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#include<iostream>

int main(){

    int num,x,sum=0,temp;

    cout << "Enter a number: ";

     cin >> num;

    for(temp=num;num!=0;num=num/10){

         x=num%10;

         sum=sum*10+x;

    }

    if(temp==sum)

         cout << temp << " is a palindrome";

    else

         cout << temp << " is not a palindrome";

    return 0;

}

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#include<iostream.h>
 #include<conio.h> 
int main() 
{ int length=0;
 int loop;
 int i,j;
 char arr[100], 
a[100]; 
cin>>arr;
 for (i=0; arr[i]!='\0'; i++) length++;
 loop=length;
 for(j=0; j<length; j++) 
{ 
a[j]=arr[loop-1]; 
loop--; 
}
 for (int k=0; k<length; k++)
 { if(arr[k]==a[k]) 
continue;
 else { cout<<"Not palandrome\n";
 getch();
 return 0; } 
} cout<<"Palandrome\n";
 getch(); 
return 0;
 }

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