1. 555371S Human Resources Management
Pekka Kess Spring 2017
555371S Human Resource Management

2. Course Description Lectures Assignment supervision 13.3, 10-12, SÄ 105
Course outline:
Lectures and the team assignment tutoring.
Course material: Curtis, B., Hefley, W.E., & Miller, S. (2009). People Capability Maturity Model
(P-CMM) Version 2.0, Second Edition
Course completion: The team assignment and the report is assessed
Questions:
Lectures
Assignment supervision
13.3, 10-12, SÄ 105
Kick-off, SÄ102
20.3, 10-12, SÄ 105 no
27.3, 10-12, SÄ 105
30.3. Tutoring, SÄ102
03.4, 10-12, SÄ 105
6.4. Tutoring, SÄ102
10.4, 10-12, SÄ 105
SÄ102: Presentation in Finnish: YT-laki (T. Sivonen, teknologiateollisuus)
555371S Human Resource Management

3. TEAM ASSIGNMENT Model 1 Model 2
”HR capability and a sample process in case organisation”
PART A: Maturity of the HR of the case organisation
PART B: A Sample HR process/practise
Three (3) descriptions of good HR practices as listed in P-CMM
Literature study
Case samples
Group of (1-)2-3 (-4) students
On team work kick-off:
Group formation
Definition of the tasks
Reporting practices
Work plan
Report on IEM template
Return by e.mail with name: S_name1_name2_name3 (names of the team members)
Return by 31.5, or 30.6 or 31.8.
19/09/2018
555371S Human Resource Management

4. PCMM Maturity Levels Change management Level 5 Optimizing
Continously
imrpoving
practices
Capability management
Level 4 Predictable
Measured &
empowered
practices
Competency management
Level 3 Defined
Competency-based
practices
People management
Level 2 Managed
Repeateble
practices
Inconsistent management
Level 1 Initial

5. Process Area Threads Maturity levels 5 Optimizing 4 Predictable 3
Developing
individual
capability
Building
workgroups &
culture
Motivating &
managing
performance
Shaping
the
workforce 5
Optimizing
Continuous
capability
improvment
Organizational
performance
alignment
Continuous
workforce
innovation 4
Predictable
Competency
based assets
Mentoring
Competency
integration
Empowered
workgroups
Quantitative
performance
management
Organizational
capability
management 3
Defined
Competrency
development
Competency
analysis
Workgroup
development
Participatory
culture
Competency
based pracices
Career
development
Workforce
planning 2
Managed
Training and
development
Communication
and
coordination
Compensation
Performance
Management
Work environment
Staffing

6. Team Assignment type ** A ** HR capability and a sample process in A case organisation
PART A: Maturity of the HR of the case organisation
Using the P-CMM questionnaire to define the maturity
0  The practice is unknown. There might be people in the organization, who know this practice, but there has not been any general discussion about applying this practice.
2  There are some ideas about this practice. Some discussions have been, but no decision about using the practice
3  The practice has been tested
4  The practice is in use. There are some experiences already and the practice is in use in more than 1/3 of the cases.
5  The practice is widely used in the organization At least in ¾ of the applicable situations the practice has been used.
PART B: A Sample HR process/practise of those that are performed
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7. Description of a process/practice
Employee
Superior
HR dept
Forms
IT system
555371S Human Resource Management

8. Testing organisations with the P-CMM
Organization
Industry Branch
Private /Public
Size
m/S/M/L 1
Energy
Private S 2
Software M 3
Forest Industry L 4
Industrial Services 5
Metal 6
Health Care 7 8
Electronics m 9 10 11 12 13
Research and Education / university dept
Public 14
Public administration / university admin 15
Municipal Services 16
Development Services 17
State administration 18 19
Professional Sports

9. Strategic Capability of Some Organisations
Best in Class from the ICT Industry
University / admin
University / faculty
National Quality Award Winner
(Oiva, 2006) 9
555371S Human Resource Management

10. People Management (Oiva, 2006) 10 19.9.2018
555371S Human Resource Management

11. Competency Management
(Oiva, 2006) 11
555371S Human Resource Management

12. Capabilty Management (Oiva, 2006) 12 19.9.2018
555371S Human Resource Management

13. Change Management (Oiva, 2006) 19.9.2018
555371S Human Resource Management

14. HR Processes for implementing a strategy
TOTAL
Rewards
Learning management
Performance
management
Process area
Management
of the well being
Communication and
coordination
Staffing
Public organizations
Private companies
Best company
A mid size cas company
PEKKA KESS, 2017
Implementation level
555371S Human Resource Management

15. Team Assignment type ** B ** Three descriptions of good HR processes as listed in P-CMM
PART A: Theoretical description of 3 HR practices
Introduction from the P-CMM
2. Practice 1 – Recruiting …
Description
Integration to other practices
Process model
Knowledge requirements
Tools requirements
IT point of view
Measurements
3. Practice 2 – communication …. Ergonomics -
PART B: Areal life samples
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16. P-CMM defined HR practices
Exsample: Staffing
Responsible individuals plan and coordinate the staffing activities of their units in accordance with documented policies and procedures.
Each unit analyzes its proposed work to determine the effort and skills required.
Individuals and workgroups participate in making commitments for work they will be accountable for performing.
Each unit documents work commitments that balance its workload with available staff and other required resources.
Individual work assignments are managed to balance committed work among individuals and units.
555286A Prosessi- ja laatujohtaminen

17. Process Area Threads Maturity levels 5 Optimizing 4 Predictable 3
Developing
individual
capability
Building
workgroups &
culture
Motivating &
managing
performance
Shaping
the
workforce 5
Optimizing
Continuous
capability
improvment
Organizational
performance
alignment
Continuous
workforce
innovation 4
Predictable
Competency
based assets
Mentoring
Competency
integration
Empowered
workgroups
Quantitative
performance
management
Organizational
capability
management 3
Defined
Competrency
development
Competency
analysis
Workgroup
development
Participatory
culture
Competency
based pracices
Career
development
Workforce
planning 2
Managed
Training and
development
Communication
and
coordination
Compensation
Performance
Management
Work environment
Staffing

18. Case organisations in 2016 IKEA Corporation Siemens Italia YIT Oyj
Nokia Oyj
Atria Oyj
Katri Antell Oy
Caverion Oyj
Housebook Innovations Oy
University of Oulu, Process Metallurgy
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19. Any questions?