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CII meet to focus on human resource management

Our Bureau

CHENNAI, Aug. 10

WITH the kind of changes that the Indian industry has to cope with, one area that will require increased attention is with regard to managing human resources.

Although there have been various initiatives focussing on the workforce, what is needed is a comprehensive framework that will help individual companies assess their performance vis-a-vis managing their human resources, according to the Confederation of Indian Industry - southern region (CII-SR).

The software industry has a well-designed system for assessing the technological processes in terms of the Software Engineering Institute's Capability Maturity Model (CMM).

Similar to this model, but not restricted to the software industry, is the People CMM (P-CMM), which the CII is trying to familiarise the Indian industry with. The CII-SR will organise a day-long seminar in Chennai on August 18, which will be addressed b y Dr Bill Curtis, considered the principal architect of the P-CMM. The P-CMM extends the scope of the software CMM to cover processes related to hiring, developing, training, motivating, and keeping good personnel.

Mr S. Mahalingam, chairman, CII-SR, and Mr J.N. Amrolia, chairman, human resources and employee relations sub-committee, told a press conference here on Friday that the seminar was meant for all types of industries, and senior management personnel.

Till now, the industry had not looked at processes relating to human resources in an integrated manner. During the seminar, Dr Curtis would introduce the concept of P-CMM, which was a relatively new process in the country.

The P-CMM addressed issues in eight primary areas -- recruitment, selection, performance management, training, career development, compensation and reward, team and culture development, and organisation work design.

Mr Mahalingam said like the CMM for the software sector, P-CMM also consisted of five maturity levels. They are : initial and ad hoc; repeatable - focus on instilling basic discipline into workforce activities; defined - address issues surrounding the id entification of the organisation's primary competencies and aligning its people management activities within them; managed - focus on quantitatively managing organisational growth in people management capabilities and in establishing competency-based tea ms; and, optimising - covers the issues that address continuous improvement of methods for developing competency, at both the organisational and the individual levels.