Empowered Workgroups. A process area at Level 4: Predictable

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1 Empwered Wrkgrups A prcess area at Level 4: Predictable Purpse Descriptin The purpse f Empwered Wrkgrups is t invest wrkgrups with the respnsibility and authrity fr determining hw t cnduct their business activities mst effectively. An empwered wrkgrup is a wrkgrup that is granted cnsiderable autnmy in managing and perfrming its wrk, and may perfrm selected wrkfrce practices within the wrkgrup. The cncept f empwered wrkgrups usually implies that a wrkgrup is respnsible fr a whle wrk prcess [Wellins 91]. In the Peple CMM, wrkgrups that are invested with the authrity t determine hw they will accmplish business bjectives and perfrm sme f their internal wrkfrce practices are described as empwered wrkgrups. The term team has been used in the literature t describe several types f wrkgrup structures and attributes, many f which invlve sme level f empwerment. Fr instance, Katzenbach and Smith [Katzenbach 93, pg. 45] describe a team as a small number f peple [less than 10] with cmplementary skills wh are cmmitted t a cmmn purpse, perfrmance gals, and apprach fr which they hld themselves mutually accuntable. Althugh a team is a wrkgrup, nt all wrkgrups develp int empwered wrkgrups. Cnsequently, the Peple CMM des nt distinguish between the terms team and wrkgrup. Empwered wrkgrups can cnstitute a unit, can be a cmpnent f a unit, r can cnsist f individuals wh reprt t different units. In this latter case, individuals may have matrixed reprting relatinships that invlve their hme unit and the empwered wrkgrup. Such wrkgrups may verlap several entities n the rganizatin chart. Empwering wrkgrups invlves preparing wrkgrup members t act as an independent entity within the cnstraints f rganizatinal and unit(s) bjectives. Peple Capability Maturity Mdel Versin 2 (Draft) Cpyright 2001 by Carnegie Melln University 1

2 Empwered Wrkgrups Level 4: Predictable It invlves delegating respnsibility and authrity fr wrk results t the empwered wrkgrup and hlding the members accuntable as an empwered wrkgrup fr achieving them. It invlves training wrkgrup members in the skills required in empwered wrkgrup and their assciated prcesses. Empwered wrkgrups are managed as an entity, rather than as individuals and wrkfrce practices are tailred fr use with them. The wrk envirnment is adjusted t supprt empwered perfrmance by wrkgrups. Empwered wrkgrup members accept increasing respnsibility fr the perfrmance f wrkfrce practices such as recruiting, selectin, perfrmance management, reward, training, develpment, and cmpensatin activities that are apprpriate t the structure and functin f the empwered wrkgrup. Empwered wrkgrup perfrmance data are used t identify needs fr develpment. Wrkgrup perfrmance and cntributins t it are cnsidered in making individual cmpensatin decisins, as well as in recgnizing and rewarding utstanding perfrmance. Gals Gal 1 Gal 2 Gal 3 Gal 4 Empwered wrkgrups are delegated respnsibility and authrity ver their wrk prcesses. The rganizatin s wrkfrce practices and activities encurage and supprt the develpment and perfrmance f empwered wrkgrups. Empwered wrkgrups perfrm selected wrkfrce practices internally. Empwered Wrkgrups practices are institutinalized t ensure they are perfrmed as defined rganizatinal prcesses. 2 Peple Capability Maturity Mdel Versin 2 (Draft)

3 Level 4: Predictable Empwered Wrkgrups Cmmitment t Perfrm Cmmitment 1 The rganizatin establishes and maintains a dcumented plicy fr cnducting Empwered Wrkgrups activities. Issues typically addressed in the plicy include: 1. Wrkgrups are empwered t serve the business bjectives and stated values f the rganizatin. 2. Empwerment activities are included in the strategic wrkfrce plan and implemented thrugh rderly planning in units whse wrk can benefit frm empwered wrkgrups. 3. The wrk envirnment and ther rganizatinal attributes are adjusted t supprt empwered wrkgrups. 4. Wrkfrce practices are adjusted t supprt empwered wrkgrups. 5. Empwered wrkgrups assume increasing respnsibility fr perfrming sme f their wrkfrce practices within the wrkgrup. 6. Empwered Wrkgrups practices and activities cmply with relevant laws, regulatins, and rganizatinal plicies. Cmmitment 2 An rganizatinal rle(s) is assigned respnsibility fr crdinating empwerment activities and tailring wrkfrce practices t supprt empwered wrkgrups. Ability t Perfrm Ability 1 Each empwered wrkgrup has an individual(s) r rganizatinal entity that is assigned respnsibility as its spnsr and t whm it is accuntable. Peple Capability Maturity Mdel Versin 2 (Draft) 3

4 Empwered Wrkgrups Level 4: Predictable 1. The individual(s) r rganizatinal entity that is assigned respnsibility fr an empwered wrkgrup assists it by: clarifying its missin and respnsibilities, prviding rganizatinal resurces r ensuring thse rganizatinal resurces are made available t the wrkgrup, reviewing its prgress and perfrmance, prviding guidance, facilitating the empwered wrkgrup, when needed, and addressing prblems it is unable t reslve internally. 2. The individual(s) r rganizatinal entity that is assigned respnsibility fr an empwered wrkgrup acts as its liaisn t ther rganizatinal entities, when apprpriate. 3. The individual(s) r rganizatinal entity that is assigned respnsibility fr an empwered wrkgrup represents the rganizatin s interests t the wrkgrup. Ability 2 Adequate resurces are prvided fr perfrming Empwered Wrkgrups activities. 1. Wrkgrups have been established t ptimize the perfrmance f interdependent wrk. Refer t the Wrkgrup Develpment prcess area fr infrmatin regarding the establishment and use f wrkgrups t rganize and accmplish wrk arund cmpetency-based prcess abilities. 4 Peple Capability Maturity Mdel Versin 2 (Draft)

5 Level 4: Predictable Empwered Wrkgrups 2. Cmpetency-based prcesses exist that can be tailred t supprt empwered wrkgrups. Cmpetency-based prcesses that can be tailred include cmpetencybased prcesses, integrated cmpetency-based prcesses, and cmmn wrkgrup prcesses used by a wrkgrup, as well as cmpetency-based wrkfrce practices that may be tailred and perfrmed by an empwered wrkgrup. Refer t the Cmpetency Analysis, Cmpetency-Based Practices, and Wrkgrup Develpment prcess areas at the Defined level, and the Cmpetency Integratin prcess area at the Predictable level, fr a descriptin f the establishment f these prcesses and practices. 3. Defined wrkfrce practices exist that can be tailred t supprt their executin by empwered wrkgrups. 4. Experienced individuals wh have expertise are available fr facilitating empwerment within wrkgrups. 5. Experienced individuals wh have expertise in tailring wrkfrce practices fr: use within empwered wrkgrups, and supprting empwered wrkgrups. 6. Resurces fr supprting Empwered Wrkgrups activities are made available. 7. Adequate funding is available t empwer wrkgrups and t tailr and deply the empwered wrkgrup-based practices that supprt them. Peple Capability Maturity Mdel Versin 2 (Draft) 5

6 Empwered Wrkgrups Level 4: Predictable Ability 3 All affected parties develp the knwledge, skills, and prcess abilities needed t develp effective relatinships with empwered wrkgrups. 1. Thse t whm empwered wrkgrups reprt receive the preparatin needed t manage empwered wrkgrups. Thse wh manage empwered wrkgrups develp knwledge, skills and prcess abilities t enable them t perfrm their assigned respnsibilities and supprt the empwerment f the wrkgrups that are respnsible fr. Examples f tpics include the fllwing:? Assigning respnsibility and delegating authrity? Shifting respnsibility fr sme wrkfrce practices int the empwered wrkgrup? Evlving the grwth f empwerment and self-management in empwered wrkgrups? Tailring self-managed wrkfrce practices within empwered wrkgrups? Facilitative and participatry management? Perfrming wrkfrce practices at the empwered wrkgrup level? Frming, sustaining, and disbanding empwered wrkgrups? Diagnsing and handling empwered wrkgrup prblems? Managing dependencies amng empwered wrkgrups? Crdinating management decisins in empwered wrkgrup-based rganizatins 2. Other individuals r rganizatinal entities that interact with empwered wrkgrups receive the preparatin needed t crdinate their activities with empwered wrkgrups. Empwered wrkgrups interact with many cmpnents f the rganizatin whse members are nt equally empwered. These affected parties need t be prepared t adjust their methds f crdinatin where necessary t wrk effectively with empwered wrkgrups. They need t understand hw empwered wrkgrups wrk t identify apprpriate mechanisms fr crdinatin and interactin. 6 Peple Capability Maturity Mdel Versin 2 (Draft)

7 Level 4: Predictable Empwered Wrkgrups Examples f issues t be addressed in wrking effectively with empwered wrkgrups may include the fllwing:? Empwered decisin-making? Delegated authrity fr wrk methds? Integratin f cmpetency-based prcesses within empwered wrkgrups? Self-management? Inter-grup cmmunicatin mechanisms? Planning and tracking status with empwered wrkgrups 3. Facilitatin is prvided t: supprt managers r thers wh wrk with empwered wrkgrups, and assist empwered wrkgrups in taking respnsibility fr their wrk prcesses and selected wrkfrce practices. Ability 4 Individuals respnsible fr tailring r administering wrkfrce practices fr empwered wrkgrups receive the preparatin needed t perfrm their respnsibilities. 1. Individuals assigned respnsibility fr perfrming wrkfrce practices fr empwered wrkgrups receive the preparatin needed fr applying these practices in a manner cnsistent with the develpment and functining f empwered wrkgrups. 2. Individuals assigned respnsibility fr designing r tailring wrkfrce practices fr applicatin t empwered wrkgrups receive the preparatin needed t perfrm their respnsibilities. 3. Individuals within empwered wrkgrups wh participate in applying wrkfrce practices within the wrkgrup receive the preparatin needed fr perfrming these practices. Ability 5 The practices and prcedures fr perfrming Empwered Wrkgrups are defined and dcumented. 1. Practices and prcedures are defined and dcumented at the rganizatinal r unit levels, as apprpriate. Peple Capability Maturity Mdel Versin 2 (Draft) 7

8 Empwered Wrkgrups Level 4: Predictable 2. Guidelines fr tailring the practices and prcedures fr use in different circumstances are dcumented and made available, as necessary. 3. The individual(s) assigned respnsibility fr crdinating Empwered Wrkgrups activities acrss the rganizatin ensures that defined practices and prcedures are: maintained under versin cntrl, disseminated thrugh apprpriate media, interpreted apprpriately fr different situatins, and updated thrugh rderly methds. 4. Experiences, lessns learned, measurement results, and imprvement infrmatin derived frm planning and perfrming Empwered Wrkgrups practices are captured t supprt the future use and imprvement f the rganizatin s practices. Practices Perfrmed Practice 1 Wrk respnsibilities are designed t prvide an empwered wrkgrup with ptimal cntrl ver an integrated set f business activities. An integrated set f business activities t be assigned t an empwered wrkgrup might cnsist f mst r all f the tasks required t:? Prduce a prduct r a cmpnent f a prduct? Prvide a service r a cmpnent f a service? Perfrm a business prcess? Perfrm a prcess step in the prductin f a prduct r service? Perfrm an rganizatinal functin 8 Peple Capability Maturity Mdel Versin 2 (Draft)

9 Level 4: Predictable Empwered Wrkgrups 1. Business activities are analyzed within and acrss units t determine hw t mst efficiently: ptimize the cllectin f dependencies within a wrkgrup, and minimize the sharing f dependencies acrss wrkgrups. 2. Business activities are peridically reviewed t determine if they can be mre effectively rganized t supprt the functining f wrkgrups. 3. Empwered wrkgrups participate in the design f business activities. Practice 2 Empwered wrkgrups are frmed with a statement f their missin and authrity fr accmplishing it. The level f empwerment extended t an empwered wrkgrup is limited by its interdependencies with ther wrkgrups r rganizatinal entities. Thus, an empwered wrkgrup s independence in deciding cmmitments, wrk methds, etc. is bunded by its need t crdinate dependencies and ensure prper integratin amng wrkflw, wrk prducts, r business services with ther rganizatinal entities. The level f empwerment that can be achieved within an rganizatin is limited by the design f business prcesses t maximize dependencies within empwered wrkgrups and minimize thse shared with ther rganizatinal entities. 1. Empwered wrkgrups are established by thse wh: have respnsibility fr the business activities assigned t the empwered wrkgrup, are capable f delegating respnsibility and authrity t the empwered wrkgrup, and have reprting respnsibility fr the individuals assigned t the empwered wrkgrup. 2. Empwered wrkgrups are chartered with a statement f their missin that describes: wrkgrup purpse and intended cntributin t rganizatinal and business bjectives, strategic and peratinal cntext f the wrkgrup s wrk, assigned respnsibilities and expected utputs, Peple Capability Maturity Mdel Versin 2 (Draft) 9

10 Empwered Wrkgrups Level 4: Predictable anticipated dependencies and interfaces with ther rganizatinal entities, extent f the wrkgrup s autnmy and authrity, accuntability and reprting relatinships, initial level f self-management, if apprpriate. 3. The statement f an empwered wrkgrup s missin shuld be reviewed and updated whenever necessitated by changes in business cnditins, wrk prcesses, r rganizatinal structure. Practice 3 The individual(s) r rganizatinal entity t which an empwered wrkgrup is accuntable prvides business bjectives and negtiates respnsibilities and cmmitments with the empwered wrkgrup. 1. The individual(s) r entity t which the empwered wrkgrup is accuntable prvides: gals and respnsibilities t be accmplished by the empwered wrkgrup, the strategy fr hw the empwered wrkgrup s activities and wrk prducts fit in with the activities and wrk prducts f ther wrkgrups r units, and bjective criteria by which empwered wrkgrup perfrmance is t be evaluated. 2. The empwered wrkgrup: reviews and achieves cnsensus n the bjectives and respnsibilities assigned t it, plans its business activities and cmmitments, reviews and achieves cnsensus n the criteria fr evaluating its perfrmance, and negtiates agreements cncerning its perfrmance bjectives, respnsibilities, and cmmitments as necessary with the individual(s) r entity t which it reprts. 3. The empwered wrkgrup renegtiates perfrmance bjectives, respnsibilities, and cmmitments with the individual(s) r entity t which it reprts as necessitated by its perfrmance against plan r changing business cnditins. 10 Peple Capability Maturity Mdel Versin 2 (Draft)

11 Level 4: Predictable Empwered Wrkgrups Practice 4 Empwered wrkgrups are delegated the respnsibility and authrity t determine the methds by which they will accmplish their cmmitted wrk. 1. Empwered wrkgrups tailr and integrate cmpetency-based and standard wrkgrup prcesses fr perfrming their business activities. 2. Empwered wrkgrups assign rles and allcate wrk amng their members. 3. Empwered wrkgrups define and crdinate interfaces with ther rganizatinal entities required t satisfy their cmmitments and shared dependencies. 4. Empwered wrkgrups plan their business activities and cmmitments, and negtiate incnsistencies with the individual(s) t whm they are accuntable and ther rganizatinal entities, as necessary. Practice 5 Empwered wrkgrups use apprpriate methds fr making decisins n their cmmitments and methds f peratin. 1. Early in the empwered wrkgrup s frmatin, members determine hw they are t: allcate authrity t rles based n dependencies in the cmmitted wrk, empwer individuals r small grups within the wrkgrup t take independent actin withut review r apprval by the full wrkgrup, achieve cnsensus n plans and cmmitments, make decisins that arise in the perfrmance f the wrkgrup s business activities, negtiate and represent their interests t the individual t whm they are accuntable and t ther rganizatinal entities. 2. Empwered wrkgrups peridically review their activities and perfrmance t determine whether changes shuld be made t their decisin-making prcesses. Peple Capability Maturity Mdel Versin 2 (Draft) 11

12 Empwered Wrkgrups Level 4: Predictable Practice 6 The rganizatin s wrk envirnment supprts the develpment and perfrmance f empwered wrkgrups. 1. Facilities and resurces that culd enhance empwered wrkgrup perfrmance are identified. Examples f wrk envirnment resurces that may enhance the perfrmance f empwered wrkgrups include the fllwing:? Public spaces, such as wrkgrup rms and cnference rms? Offices and spaces clse t each ther that allw wrkgrup members t be c-lcated, when pssible? Grupware r ther resurces t supprt the perfrmance f the wrkgrup? Enhanced cmmunicatins capabilities 2. Where pssible, the facilities and resurces identified are made available t enhance empwered wrkgrup perfrmance. 3. Within bundaries established by wrk envirnment plicies, budgets, and regulatins, empwered wrkgrups are given the authrity t rganize and arrange their wrk envirnments t best supprt their business activities. 4. Activities t imprve the rganizatin s wrk envirnment invlve input and review frm empwered wrkgrups. Practice 7 The rganizatin s wrkfrce practices are tailred fr use with empwered wrkgrups. 12 Peple Capability Maturity Mdel Versin 2 (Draft)

13 Level 4: Predictable Empwered Wrkgrups There are three ways in which wrkfrce practices can be adjusted fr use with empwered wrkgrups. These are the fllwing:? Practices designed fr applicatin t individuals can be redesigned fr applicatin jintly t all members f an empwered wrkgrup? Practices designed fr applicatin t a unit can be redesigned fr applicatin t an empwered wrkgrup? Guidelines can be develped fr further adjusting practices used with empwered wrkgrups fr mre effective applicatin in specific situatins 1. Individuals respnsible fr crdinating varius wrkfrce practices and activities acrss the rganizatin are invlved in adjusting these practices fr use by empwered wrkgrups. 2. Members f empwered wrkgrups are invlved in develping guidelines fr adjusting and applying wrkfrce practices fr use with empwered wrkgrups. 3. Human resurces r ther apprpriate prfessinals are invlved in ensuring that all wrkfrce practices and activities that are adjusted fr use with empwered wrkgrups cmply with all applicable laws, regulatins, and rganizatinal plicies. Practice 8 Respnsibility and authrity fr perfrming selected wrkfrce activities is delegated t empwered wrkgrups. Peple Capability Maturity Mdel Versin 2 (Draft) 13

14 Empwered Wrkgrups Level 4: Predictable The level f respnsibility and authrity t be delegated t empwered wrkgrups fr perfrming their wn wrkfrce activities is a design issue. Organizatins generally start by delegating a minimal set f wrkfrce practices t empwered wrkgrups t allw them t gain experience in perfrming these activities. As an empwered wrkgrup becmes experienced in perfrming sme f its wn wrkfrce activities, the level f self-management delegated t the wrkgrup can be increased. The rate at which empwered wrkgrups may successfully absrb respnsibility fr self-management may differ amng wrkgrups. The level f delegated self-management may als differ by the maturity and experience f each empwered wrkgrup. Fr instance, lng-lived empwered wrkgrups that interact frequently, such as prduct develpment teams, are generally delegated greater self-management than shrt-lived empwered wrkgrups that interact nly ccasinally, such as prblem reslutin teams. Since an individual may participate in several empwered wrkgrups, the rganizatin must decide the extent t which each wrkgrup cntributes t wrkfrce activities perfrmed fr the individual in areas such as perfrmance management, cmpensatin, and career develpment. 1. Management, in cnjunctin with human resurces, decides hw t delegate wrkfrce activities t different empwered wrkgrups: internally by empwered wrkgrup members, externally by ne r mre individuals such as prject managers, cmpetency managers, r human resurces prfessinals, and thrugh a cmbinatin f activities perfrmed by individuals internal and external t the empwered wrkgrup. The level f invlvement is typically determined by criteria such as the fllwing:? the level f privacy that the rganizatin wishes t maintain n persnal infrmatin? standard rganizatinal practice? rganizatinal culture? laws, regulatins, and rganizatinal plicies 14 Peple Capability Maturity Mdel Versin 2 (Draft)

15 Level 4: Predictable Empwered Wrkgrups 2. Wrkfrce practices and activities whse perfrmance may be delegated t empwered wrkgrups include: recruiting fr pen psitins, develping methds and criteria fr selecting new members, rienting new members, cnducting their internal perfrmance management activities, determining their learning needs and ensuring that these needs, in additin t any develpment needed in the rganizatin s wrkfrce cmpetencies, are satisfied, participating in cmpensatin decisins, Examples f empwered wrkgrup invlvement in cmpensatin activities include the fllwing:? Using the inputs f empwered wrkgrup perfrmance management activities in cmpensatin decisins? Recmmending adjustments t cmpensatin? Mixed respnsibility where empwered wrkgrups have sme invlvement in cmpensatin decisins? Reviewing cmpensatin decisins? Prviding feedback n cmpensatin methds and decisins? Recmmending changes t the cmpensatin strategy r the activities defined fr the empwered wrkgrup Peple Capability Maturity Mdel Versin 2 (Draft) 15

16 Empwered Wrkgrups Level 4: Predictable cntributing t strategic wrkfrce planning and the planning f unit wrkfrce activities, recgnizing r rewarding utstanding perfrmance, and perfrming ther wrkfrce practices and activities, as apprpriate. 3. The effectiveness f self-management within each empwered wrkgrup is evaluated t determine: crrective actins t be taken with regard t the empwered wrkgrup s perfrmance f ne r mre f the wrkfrce practices delegated t it, the extent t which the empwered wrkgrup is ready t assume respnsibility fr perfrming mre f its wn wrkfrce practices, and hw self-management is wrking in empwered wrkgrups acrss the rganizatin and whether any crrective actins shuld be taken at the rganizatinal level. 4. Within guidelines established by the rganizatin, the respnsibility and authrity delegated t empwered wrkgrups fr perfrming wrkfrce activities is increased ver time as empwered wrkgrups becme mre experienced and effective in self-management. Respnsible individual(s) maintain nging discussin with empwered wrkgrups abut their perfrmance f wrkfrce activities. Members f empwered wrkgrups are invlved in decisins regarding the amunt f respnsibility they are delegated fr perfrming wrkfrce practices. Practice 9 Empwered wrkgrups tailr wrkfrce activities delegated t them and plan fr their adptin. Empwered wrkgrups determine hw t cnduct the wrkfrce activities delegated t them within a cntext set by hw the rganizatin has adjusted its wrkfrce practices fr use by empwered wrkgrups. Decisins abut hw a specific empwered wrkgrup shuld cnduct its wrkfrce activities are reviewed by human resurces r ther apprpriate prfessinals fr cmpliance with relevant laws, regulatins, and rganizatinal plicies. 16 Peple Capability Maturity Mdel Versin 2 (Draft)

17 Level 4: Predictable Empwered Wrkgrups 1. Empwered wrkgrup members receive the preparatin needed t perfrm their delegated wrkfrce activities. 2. Empwered wrkgrups define and agree n hw they perfrm their delegated wrkfrce activities. 3. Empwered wrkgrups plan the integratin f delegated wrkfrce activities int their planned business activities. 4. Facilitatin is made available t empwered wrkgrups as needed t assist in perfrming their delegated wrkfrce activities. 5. When apprpriate, an empwered wrkgrup s wrkfrce activities are reviewed by human resurces r ther apprpriate prfessinals t ensure they cmply with relevant laws, regulatins, and rganizatinal plicies. 6. When necessary, crrective actin is taken t imprve the perfrmance f delegated wrkfrce activities. 7. Recrds f an empwered wrkgrup s wrkfrce activities are maintained. Practice 10 Empwered wrkgrups perfrm the wrkfrce activities delegated t them. 1. Empwered wrkgrups assign rles as apprpriate fr participating in the perfrmance f its delegated wrkfrce activities. 2. Empwered wrkgrups perfrm wrkfrce activities delegated t them accrding t their plan and adjustments. 3. Empwered wrkgrups seek advice frm human resurces r ther apprpriate prfessinals, as necessary, t ensure their actins cmply with the rganizatin s plicies, prcedures and relevant laws and regulatins. 4. The perfrmance f wrkfrce activities by empwered teams is reviewed r audited, as apprpriate, t ensure cmpliance with the rganizatin s plicies, prcedures, and relevant laws and regulatins. Peple Capability Maturity Mdel Versin 2 (Draft) 17

18 Empwered Wrkgrups Level 4: Predictable Practice 11 Empwered wrkgrups participate in managing their perfrmance. 1. Empwered wrkgrups establish their perfrmance bjectives. An empwered wrkgrup s perfrmance bjectives are typically based n factrs such as the fllwing:? The rganizatin s r unit s business strategies, perfrmance bjectives, and perfrmance measures? Its missin and assigned respnsibilities? The needs f its stakehlders and the deliverables r services that meet these needs? The individual prcesses r tasks that must be accmplished? Expected cntributins f each wrkgrup member? Its effectiveness in interacting with ther wrkgrups r rganizatinal entities? Relevant schedule, cst, and quality criteria 2. Stakehlders in the wrkgrup s perfrmance cntribute t establishing its perfrmance bjectives and criteria, where apprpriate. Examples f stakehlders in an empwered wrkgrup s perfrmance may include the fllwing:? Individual members f the wrkgrup? Members f ther wrkgrups r rganizatinal entities affected by an empwered wrkgrup s perfrmance? The individual(s) r rganizatinal entity t whm the empwered wrkgrup reprts? Executive management? Custmers 3. An empwered wrkgrup s perfrmance bjectives are cnsistent with its unit and rganizatinal perfrmance bjectives. 18 Peple Capability Maturity Mdel Versin 2 (Draft)

19 Level 4: Predictable Empwered Wrkgrups 4. Members f empwered wrkgrups jintly establish their individual perfrmance bjectives by: establishing and agreeing t the perfrmance bjectives f each f its members, and defining their persnal perfrmance bjectives t be cnsistent with the perfrmance bjectives f their wrkgrup, unit, and the rganizatin. 5. Empwered wrkgrups define and use perfrmance measures t evaluate their effectiveness and imprve their perfrmance. Refer t the Quantitative Perfrmance Management prcess area fr practices invlved in defining measures at the wrkgrup level. 6. Measures f the perfrmance f an empwered wrkgrup are: integrated int the perfrmance bjectives f each individual member, and peridically reviewed t determine their apprpriateness under changing business r rganizatinal cnditins and are revised, if necessary. 7. Members f empwered wrkgrups maintain awareness f their perfrmance as individuals and as a wrkgrup. Examples f mechanisms fr empwered wrkgrups t maintain awareness f team perfrmance include the fllwing:? Prgress review meetings? Perfrmance review meetings? Wrkgrup prblem-slving sessins? Sessins with a mentr, cach, r facilitatr 8. Wrkgrup perfrmance is peridically evaluated against established perfrmance bjectives fr individuals and the wrkgrup. 9. Empwered wrkgrups manage the perfrmance f its individual members t achieve wrkgrup perfrmance bjectives. Peple Capability Maturity Mdel Versin 2 (Draft) 19

20 Empwered Wrkgrups Level 4: Predictable Refer t Practices 6 thrugh 12 f the Perfrmance Management prcess area fr infrmatin regarding perfrmance management practices fr individual wrkgrup members. 10. Members f empwered wrkgrups penly discuss perfrmance issues and seek slutins t these issues. 11. T the extent these respnsibilities have been delegated t them, empwered wrkgrups: prvide frmal feedback n perfrmance fr each f its members, prvide input t cmpensatin decisins, and manage unsatisfactry perfrmance by its members. Practice 12 Adjustments t the cmpensatin f members f empwered wrkgrups are based, in part, n issues related t wrkgrup perfrmance. 1. The cmpensatin system is reviewed and adjusted, as needed, t: ptimize the relatinship f empwered wrkgrup perfrmance t unit and rganizatinal perfrmance and individual perfrmance t empwered wrkgrup perfrmance, ensure that wrkgrup-related adjustments t cmpensatin are having their intended effect, and ensure that cmpensatin decisins which incrprate wrkgrup cnsideratins maintain equity within the cmpensatin system. 20 Peple Capability Maturity Mdel Versin 2 (Draft)

21 Level 4: Predictable Empwered Wrkgrups Examples f the impact f the cmpensatin system n empwered wrkgrup develpment and perfrmance include the fllwing:? Stimulating the develpment f empwered wrkgrups? Mtivating individuals t develp wrkgrup-based skills? Mtivating chesin and crdinatin amng members f the wrkgrup? Aligning individual and wrkgrup perfrmance? Aligning wrkgrup perfrmance with unit and rganizatinal perfrmance? Attracting and retaining apprpriately-qualified individuals in empwered wrkgrups 2. Adjustments t cmpensatin fr each member f an empwered wrkgrup are based, in part, n: their individual perfrmance cmpared t their perfrmance bjectives, their verall cntributin t the develpment, functining, and perfrmance f their wrkgrup, Examples f wrkgrup-related factrs that may influence cmpensatin decisins include the fllwing:? Current capability in wrkgrup tasks? Develpment f additinal capabilities in wrkgrup tasks? Successful cmpletin f activities in persnal develpment plans that are related t wrkgrup perfrmance? Ability t translate capability in wrkfrce cmpetencies int enhanced wrkgrup perfrmance? Cntributin in helping r mentring thers t imprve their knwledge, skills, and prcess abilities related t wrkgrup respnsibilities the perfrmance f the empwered wrkgrup cmpared t its perfrmance bjectives, and the empwered wrkgrup s cntributin t the achievement f unit and rganizatinal perfrmance bjectives. Peple Capability Maturity Mdel Versin 2 (Draft) 21

22 Empwered Wrkgrups Level 4: Predictable 3. Guidance and assistance fr factring individual cntributin t empwered wrkgrup perfrmance is prvided t individuals and wrkgrups respnsible fr making cmpensatin decisins. Examples f practices fr factring empwered wrkgrup-based incentives int individual cmpensatin include the fllwing:? Equal adjustments fr all empwered wrkgrup members based n empwered wrkgrup perfrmance against bjectives? Equal adjustments fr all empwered wrkgrup members based n empwered wrkgrup cntributin t unit r rganizatinal perfrmance? Equal adjustments fr all empwered wrkgrup members based n imprvements in empwered wrkgrup perfrmance? Differential adjustments fr individual empwered wrkgrup members based n each their capabilities and individual cntributins t empwered wrkgrup perfrmance? Differential adjustments fr each empwered wrkgrup member based n their cntributin t the ability f ther empwered wrkgrup members t cntribute t empwered wrkgrup perfrmance 4. The basis n which cntributins t empwered wrkgrup perfrmance are factred int cmpensatin decisins is discussed with each individual. Measurement and Analysis Measurement 1 Measurements are made and used t determine the status and perfrmance f wrkfrce practices fr empwering wrkgrups. 22 Peple Capability Maturity Mdel Versin 2 (Draft)

23 Level 4: Predictable Empwered Wrkgrups Examples f status measurements f wrkfrce practices fr empwering wrkgrups include the fllwing:? Rate at which wrkgrups can be develped int empwered wrkgrups? Amunt f time spent in tailring wrkfrce activities t the rganizatin s empwered wrkgrup-based practices? Rate r prgress in tailring the rganizatin s wrkfrce activities fr empwered wrkgrup-building applicatin? Indicatrs f the rganizatin s increased efficiency in perfrming empwered wrkgrup-based wrkfrce activities Measurement 2 Measurements are made and used t determine the effectiveness f wrkfrce practices fr empwering wrkgrups. Examples f measurements f the effectiveness f empwered wrkgrupbased wrkfrce practices include the fllwing:? Individual ratings f the effectiveness f empwered wrkgrup-based wrkfrce practices? Imprved empwered wrkgrup crdinatin and functining? Increased level f mtivatin and retentin resulting frm empwered wrkgrup-based staffing, career planning, cmpensatin, and reward practices? Imprvements in empwered wrkgrup perfrmance? Increased impact f empwered wrkgrup perfrmance n unit and rganizatinal perfrmance Verifying Implementatin Verificatin 1 A respnsible individual(s) verifies that the rganizatin s wrkfrce practices fr empwering wrkgrups are cnducted accrding t the Peple Capability Maturity Mdel Versin 2 (Draft) 23

24 Empwered Wrkgrups Level 4: Predictable rganizatin s dcumented plicies, practices, prcedures, and, where apprpriate, plans; and addresses nncmpliance. These reviews verify that: 1. Wrkfrce practices fr empwering wrkgrups cmply with the rganizatin s plicies and stated values. 2. Wrkfrce practices fr empwering wrkgrups cmply with relevant laws and regulatins. 3. Wrkfrce practices and activities fr empwering wrkgrups are perfrmed accrding t the rganizatin s dcumented practices and prcedures. 4. Nncmpliance issues are handled apprpriately. Verificatin 2 Executive management peridically reviews the rganizatin s Empwered Wrkgrups activities, status, and results; and reslves issues. These reviews verify: 1. Apprpriateness f wrkfrce practices fr empwering wrkgrups at the rganizatinal and unit levels. 2. Prgress in perfrming wrkfrce practices fr empwering wrkgrups. 3. Results frm reviews f wrkfrce practices and activities fr empwering wrkgrups. Refer t Verificatin 1 fr infrmatin regarding reviews f wrkfrce practices and activities fr empwering wrkgrups t ensure adherence t the fllwing:? Relevant laws and regulatins? Organizatinal plicies, practices, and prcedures 4. Status f reslutin f nncmpliance issues. 5. Trends related t wrkfrce activities fr empwering wrkgrups. 24 Peple Capability Maturity Mdel Versin 2 (Draft)

25 Level 4: Predictable Empwered Wrkgrups 6. The rganizatin s effectiveness in implementing wrkfrce practices fr empwering wrkgrups. Verificatin 3 The definitin and use f empwered wrkgrup perfrmance data are peridically audited fr cmpliance with rganizatinal plicies. Peple Capability Maturity Mdel Versin 2 (Draft) 25

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