Identifying and attracting the best of the talent is the most imperative
aspect of IT service organizations. The selection criteria at AG
Technologies are very stringent. They include aptitude test, EQ
test and team spirit abilities.
Various training programmes are conducted in the organization depending
on the needs and requests. Generic programmes include personality
development courses, presentation skills, trends in industry practices
The two key aspects of the training process involve:
use of skilled IT professionals to impart training
extensive use of "parallel development".
training programmes are offered so as to meet specific requirements
of the clients. It also encompasses restructuring various courses
to meet individual requirements.
A special effort is made by our "Human Resources Department"
to define a "Person-specific" career growth plan, whereby
individual's long-term goals are taken into consideration to chalk
out his/her career. We personally assist them to plan their career.
also have facilities such as flexible working hours, in-house canteen,
dinning facilities and accommodation.
Capability Maturity Model:
The People Capability Maturity Model (People CMM) is a framework
that helps organizations successfully address their critical people
issues. Based on the best current practices in fields such as human
resources, knowledge management, and organizational development,
the People CMM guides organizations in improving their processes
for managing and developing their workforces. The People CMM helps
organizations characterize the maturity of their workforce practices,
establish a program of continuous workforce development, set priorities
for improvement actions, integrate workforce development with process
improvement, and establish a culture of excellence. Since its release
in 1995, thousands of copies of the People CMM have been distributed,
and it is used worldwide by organizations, small and large.
The People CMM consists of five maturity levels that establish successive
foundations for continuously improving individual competencies,
developing effective teams, motivating improved performance, and
shaping the workforce the organization needs to accomplish its future
business plans. Each maturity level is a well-defined evolutionary
plateau that institutionalizes new capabilities for developing the
organization's workforce. By following the maturity framework, an
organization can avoid introducing workforce practices that its
employees are unprepared to implement effectively.
Structure of People CMM:
The People CMM document describes the People CMM, the key practices
that constitute each of its maturity levels, and information on
how to apply it in guiding organizational improvements. It describes
an organization's capability for developing its workforce at each
maturity level. It describes how the People CMM can be applied as
a standard for assessing workforce practices and as a guide in planning
and implementing improvement activities. This document provides
guidance on how to interpret its practices.
The first part of the document describes the rationale and evolution
of the People CMM, the concepts of process maturity, the structure
of the model, how to interpret the model's practices, and case studies
The second part of the document contains the key practices of the
People CMM the individual, managerial, and organizational practices
that contribute to maturing workforce capability. These practices
describe an evolutionary improvement path from ad hoc, inconsistently
performed practices, to a mature, disciplined development of workforce
competencies, just as the CMM for Software describes an evolutionary
improvement path for the software processes within an organization.