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People Asset Management

PAM

The People Asset Management (PAM) capability is the ability to meet the organization's requirements for an effective IT workforce.

Structure

PAM is made up of the following Categories and CBBs. Maturity and Planning are described at both the CC and the CBB level.

AStrategic Workforce Management

Human resource plans, policies, and other structures that support the establishment and maintenance of a productive workforce.

A1IT Workforce Strategy

Define an IT workforce strategy, outlining long-term needs regarding, for example, the quantity, skill level, and geographic location of employees. Communicate strategic decisions to the workforce.

A2HR Policies

Draw up and implement HR policies for IT employees, covering topics such as health and safety, annual leave, code of conduct, discipline procedures, workplace diversity, performance evaluation, compensation, hiring, terms and conditions of employment, and so on.

A3Job Families and Development Models

Define IT-specific job families and the corresponding skill requirements. Establish IT-specific career development models that outline the career paths open to IT employees.

A4Compensation

Establish a compensation, benefits, and incentive system based on job families and the performance evaluation system.

A5Culture and Satisfaction

Define and manage the culture of the IT function. Monitor and manage employee job satisfaction, including employee motivation.

BEmployment Life Cycle Management

How activities across an employee's career, from recruitment through to termination, are addressed.

B1Recruitment

Manage the recruitment of IT employees.

B2Deployment

Manage IT employee deployment into specific roles.

B3Performance Evaluation

Define and manage the performance evaluation approach.

B4Development

Manage training and education programmes, developmental job assignments, mentoring, and coaching.

B5Promotion

Define and manage the way in which employees are promoted.

B6Succession Planning

Define and implement a succession plan to identify and develop employees capable of filling key organizational positions and maintain continuity. Manage knowledge transfer to support succession planning and prevent knowledge loss in the event of employees leaving.

B7Turnover Management

Manage employee exits and post-employment relations.

Overview

Goal

The People Asset Management (PAM) capability aims to manage the IT workforce's employment life cycle to ensure adequate availability of competent employees.

Objectives

An effective People Asset Management (PAM) capability aims to:

  • Establish an effective recruitment process that attracts the best qualified candidates.
  • Identify, manage, and retain talented and high-potential employees.
  • Incentivize employee productivity, satisfaction, and motivation, and reduce turnover rates.
  • Link employee compensation and incentives to performance goals.
  • Promote career development by providing mentoring, training, and education.
  • Proactively plan for employee succession to provide continuity in key organizational positions.

Value

The People Asset Management (PAM) capability helps ensure that the employees with the right skills and competences are available to support the achievement of organizational objectives.

Relevance

Employees' skills, knowledge, and expertise are significant organizational assets1.

Given the global shortage of key IT skills2, any loss of valued employees is costly for an organization. An effective approach to managing the IT workforce supports the recruitment and retention of the right skills, in support of the organization's strategic direction3.

By developing an effective People Asset Management (PAM) capability, the organization can recruit, deploy, evaluate, develop, promote, and retain competent employees, and manage succession planning for key organizational positions. Knowledge transfer between employees can be promoted, thereby improving the availability of competent employees and reducing knowledge loss when employees leave45. The resulting competent and motivated workforce is better positioned to execute operational plans, and satisfy critical business requirements.

Scope

Definition

The People Asset Management (PAM) capability is the ability to meet the organization's requirements for an effective IT workforce.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for PAM at each level of maturity.

2Basic
  • Practice
    Define and document a basic workforce strategy for the IT function.
    Outcome
    Consistent recruitment planning emerges according to an agreed IT workforce strategy.
    Metric
    Comprehensiveness of dimensions reflected in the IT workforce strategy — for example, quantity, skill level, and geographic location of employees.
  • Practice
    Establish a defined and repeatable process for recruiting IT employees.
    Outcome
    The ability to consistently recruit employees with the required skills for specific job profiles is improved.
    Metric
    Percentage of applicants hired following the defined recruitment process.
  • Practice
    Introduce a basic training catalogue for employees within the IT function.
    Outcome
    Employee development can be directed via the training catalogue.
    Metrics
    • Number of training courses listed in the training catalogue.
    • Number of training courses delivered.
  • Practice
    Roll out a basic and repeatable performance evaluation approach within the IT function.
    Outcome
    There is a growing understanding of employee performance levels by both the employees and their line managers.
    Metric
    Percentage of employees whose performance is reviewed at specified intervals — for example, quarterly.
3Intermediate
  • Practice
    Further refine the IT workforce strategy to include long-, medium-, and short-term needs, specifying the numbers, skill levels, and geographic location of employees, and indicate how these needs should be addressed.
    Outcomes
    • More holistic planning is possible, based on the detailed IT workforce strategy.
    • There is increased likelihood that the required number of employees with the required skills will be available in the required locations.
    Metric
    Yes/No indicator regarding the explicit inclusion in the IT workforce strategy of details regarding the organization's long-, medium-, and short-term needs for employees with specified skill levels, and details of the specific geographic locations where they are needed.
  • Practice
    Define job families for key areas, each family to include a series of progressively more advanced competences, experience levels, responsibilities, duties, and so on.
    Outcome
    Transparent groupings of related jobs are defined for most areas.
    Metric
    Percentage of roles that can be mapped onto job family descriptions.
  • Practice
    Define a career development model based on the structure of job families.
    Outcome
    The model clarifies the career development that can take place within each job family.
    Metric
    Percentage of job families covered by the career development model.
  • Practices
    • Base the fixed component of employee compensation on a combination of job family, career level, and comparison to market rates.
    • Link variable salary components to performance against individual goals.
    Outcome
    Fixed and variable compensation becomes increasingly more consistent and transparent.
    Metric
    Percentage of positions for which a blended approach is used to set compensation levels.
  • Practice
    Establish a standardized promotion process based on an objective set of criteria, and that is in line with the definition of job families.
    Outcome
    Transparent promotion criteria are in place.
    Metric
    Percentage of employees that become candidates for promotion based on set criteria.
4Advanced
  • Practice
    Ensure full alignment of the IT workforce strategy with organization-wide HR strategies.
    Outcome
    Greater synergies will be possible through alignment.
    Metric
    Frequency of formal alignment reviews.
  • Practice
    Tailor training to address the requirements of high-potential employees who are following specific career paths.
    Outcome
    Development of high-potential employees is increasingly accommodated.
    Metric
    Percentage of training programmes customized to address the requirements of high-potential employees.
  • Practice
    Develop job family descriptions for all IT roles.
    Outcome
    Comprehensive job family descriptions are available for all areas, thereby supporting employee career planning and increasing visibility of employee deployment.
    Metric
    Percentage of jobs that can be mapped onto job family descriptions.
  • Practice
    Expand the career development model to include all relevant career paths, including, for example, technical, programme, and team management career paths.
    Outcomes
    • A wider array of development paths is incorporated into the career development model, thereby better enabling employees to achieve their career goals.
    • This may include, for example, a technical career ladder to reward and retain experienced individuals who work in an individual contributor capacity.
    Metric
    Percentage of jobs with explicit career paths defined.
  • Practice
    Expand the variable salary components of compensation to take account of performance against individual, team, and organization-wide goals.
    Outcome
    High-performing employees are better incentivized and retained.
    Metric
    Percentage of roles with compensation related to performance against individual, team, and organization-wide goals.
  • Practice
    Take upward and 360 degree feedback into account when evaluating the performance of IT employees.
    Outcome
    Evaluations are more holistic, as the perspectives of employees at the same level and lower levels are taken into account.
    Metric
    Percentage of jobs for which upward and 360 degree feedback is taken into account.
  • Practices
    • Roll out succession planning for all key IT roles.
    • Maintain succession plans up-to-date in line with changes to key roles and responsibilities.
    Outcome
    There is smooth succession transition for all key IT roles.
    Metric
    Percentage of key roles for which there are succession plans.
5Optimized
  • Practice
    Continually benchmark the definition of job families and career development models against those of relevant business ecosystem partners.
    Outcome
    Job families and career development models are up-to-date and industry-relevant.
    Metrics
    • Number of benchmark exercises.
    • Frequency of updates to job families and career development models.
  • Practice
    Adjust the training catalogue as required to reflect trends in skills requirements.
    Outcome
    Long-term training needs remain satisfied via the training catalogue, and skills shortages are minimized.
    Metric
    Number of revisions to the training catalogue per specified time interval.
  • Practice
    Continually compare the organization's criteria, practices, and rewards for managing employee performance with those of relevant business ecosystem partners.
    Outcome
    Performance evaluation and compensation are kept in line with latest industry practices.
    Metric
    Number of employee performance criteria, practices, and rewards revised based on industry peer comparisons per annum.

Reference

History

This capability was introduced in Revision 16 as a new critical capability.