logo_agt    
About us Industries AGT Center for Excellence Business Models Clients Case Studies HR Practices Strategic Alliances Careers Contact us
curve
click to search results
 

 
 
Home
HR Practices  

 

Selection and Recruitment

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.

Continuous Learning

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 etc.

The two key aspects of the training process involve:

  • The use of skilled IT professionals to impart training
  • The extensive use of "parallel development".

Customized training programmes are offered so as to meet specific requirements of the clients. It also encompasses restructuring various courses to meet individual requirements.

Stimulant HR

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.

We also have facilities such as flexible working hours, in-house canteen, dinning facilities and accommodation.

People 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 of results.

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.