The Capability Maturity Model Integration (CMMIprovides a framework of world-best practice to improve the maturity of an organisation through improving the capability of the processes these organisations use to develop their products and services. One of the fundamental concepts behind models of process improvement is the establishment of an organisational infrastructure to facilitate the consistency in the delivery of tasks and activities and reduce the dependency on heroics of individuals within an organisation performing ad hoc processes. Criticism has been levelled at these models, claiming that they ignore or undervalue the talents and expertise of the employees within an organisation and stifle creativity. Whilst other models such as the People CMM, specifically target improving the resourcing, management and development of an organisation's workforce, the CMMI does provide a number of practices and requirements that aim to address the personal development of employees through strategic training and communication. This paper examines aspects of the CMMI that address the responsibilities of an organisation to its employees in order for the organisation to claim any level of maturity. It also addresses, how the CMMI does not stifle the creativity of a workforce, instead how it provides an infrastructure to competently and fully realise the skills and expertise of the people within that organisation.