APPOINTMENT OF DEPUTY HR DIRECTOR APPOINTMENT BRIEF JANUARY 2019

Transcription

1 APPOINTMENT OF DEPUTY HR DIRECTOR APPOINTMENT BRIEF JANUARY 2019

2 01 AN INTRODUCTION The Met s job and mission is clear: Keeping London safe for everyone. For most of our people that s one of the reasons why they joined the Met in the first place. Each officer and member of police staff contributes to making London the safest global city, delivering a public service Londoners can be proud of, and making sure our capital remains open and welcoming to everyone. The Met is embarking on an exciting new strategy called Met Direction. As an organisation, the Met wants to develop its internal capabilities. It wants to ensure that it s people are well led, well-equipped, and well supported, championing difference and diversity of thought to create an environment where everyone thrives. We can only deliver this strategy and our mission through the quality and engagement of our people. The Metropolitan Police Service is the UK's largest police service with 25% of the total police budget for England and Wales. It is the territorial police force responsible for law enforcement in Greater London and the coordination of significant national responsibilities such as Counter Terrorism.

3 STRUCTURE The Met comprises of four business groups: Frontline Policing: delivers local policing and specialist crime investigation across London. Met Operations: delivers additional operational capabilities to reinforce frontline policing and specialist operations. Specialist Operations: delivers counter terrorism and protective services (both in London and nationally). Professionalism: drives continuous improvement of professionalism and operational practices across the Met. These are supported by a single Met HQ which provides strategic services covering People and Change, Commercial and Finance, Legal, Media and Communications, Strategy & Governance and Digital Policing. THE CHANGING METROPOLITAN POLICE SERVICE The challenges and opportunities facing the Met are always changing. London s population currently stands at 8.8 million and is set to be 10 million within a decade. Population growth is not uniform, with more growth forecast in the east of the city, and amongst BAME communities and also as a consequence of an ageing population. By 2041, the number of people over the age of 70 in London is forecast to increase by 79%. Wealth inequality and poverty in the capital are increasing and over a third of London s children now live in poverty; the highest rate of any UK region. In terms of external constraints, the Met now has a more stable short-term financial position than we had been used to in recent years. This will allow the opportunity to invest in our people, technology and estate. However, financial uncertainty over the longer-term coupled with increases in workload will still require us to make difficult choices. As a result a focus on improving efficiency and productivity, whilst continuing to identify future savings to demonstrate we are delivering value for money, will be essential. Meanwhile, the Met does not exist in a vacuum and many of our key partners are facing profound challenges in terms of how they sustain the services they offer to the public. These challenges affect the Met in a variety of ways. The Met continues to play a fundamental role in protecting the health and prosperity of the city. Yet demands on the Met are growing in number, size and complexity. In particular, reported offences of violence are increasing, as are sexual offences, child abuse, harassment, hate crime, and various forms of cyber enabled and dependent crime. These forms of crime have a digital footprint that is increasingly sizeable and complex. They also provide additional evidential challenges and require sensitive and thorough victim care, often taking place in conjunction with a range of partners. This comes at a time when public expectations remain high and our duty to the public in relation to investigating serious and violent crime is under even greater scrutiny. We must continue to look ahead, beyond 2020 We must also learn from past experiences; building on our successes, but also being prepared to refocus and learn the lessons (good and bad) from how we have managed and delivered change so far. In approaching the next phase of the Met s transformation, there are some key lessons that we have learned and some key differences that our people must therefore be able to see and feel: Collaboration Change must not be seen solely as a body of projects and programmes. We must take collective responsibility for the changes that we make and not see change as somebody else s job. Experimentation We need to be more prepared to try things out, test them, learn from them, support people when things don t go to plan and help them to scale them up if they are working well.

4 Transparency We need to be more candid about why we are making changes. We are often faced with difficult choices and we need to be open about having to prioritise some things over others. Purpose We need a vision for the Met which is easy to understand, measurable and relatable to people s own work. It will be a statement of what sort of an organisation we want to be and what services we want to excel in. Accountability The success of our transformation must in part be measured by our peoples understanding of, support for, and involvement in that transformation. There are four key areas that will enable us to deliver our priorities Seize the opportunities of data and digital tech to become a world leader in policing Care for each other, work as a team and be an attractive place to work Learn from experience, from others and constantly strive to improve Be recognised as a responsible, exemplary and ethical organisation For more information please visit our website

5 THE ROLE DEPUTY HR DIRECTOR A newly created position, the Deputy HRD will perform a pivotal role in close support of the HR Director, leading the Business Partnering, HR Service Delivery and HR Operations functions delivery including the management of significant third party contracts for outsourced HR services. The successful candidate will deputise for the HR Director, working in direct support to the Commissioner, Deputy Commissioner, Chief of Corporate Services and other management board members when covering the Director role. S/he will operate as a respected business leader, demonstrating a strong sense of purpose and a dynamic vision for HR and the wider Met, operating as a highly visible role-model for exceptional leadership. The Deputy Director will drive the day-to-day business of HR, providing operational and performance focus, and ensuring great service delivery. There will be an emphasis on deliverables in the short to medium term but keeping an eye firmly focused on the requirements in the long term. S/he will also provide partnering insight at an organisational level, acting as an integrator and facilitator across the respective business areas and HR function. A key priority will be the identification of cross-cutting HR themes and priorities; drawing on data and insight to identify causes and potential solutions, overseeing the commissioning of new HR interventions as required. The successful candidate will have authority for significant levels of HR related spending and day-to-day responsibility for major outsourced contracts,

6 PURPOSE OF POST Deputy Director will own the operational service delivery for the Met HR function, prioritising demands and resolving tensions between different business areas and the HR function. The role has a key focus in ensuring joinup and integration between business partners, centres of expertise and HR service delivery (both in-house and outsourced providers) using a matrix management approach to engender a collective HR responsibility for problem solving, diagnosis and new commissions. The role provides an operational focus for HR, with an emphasis on deliverables in the short (next 5-days) to medium (up-to 6-months). It also provides partnering insight at an organisational level, acting as an integrator across the respective business areas and into the HR function. The role identifies cross-cutting HR themes and priorities - drawing on data and insight to identify causes and potential solutions overseeing the commissioning of new HR interventions as required. Acting as a respected business leader with a strong sense of purpose and a dynamic vision for HR and the wider Met - being highly visible and a role model for exceptional leadership. Responsible for the day-to-day decision making across HR Operations, managing risk within the function escalating risk only on an exception basis. Driving performance and continuous improvement throughout the HR function and into the wider business through the partnering function. Owning the supplier framework for HR, acting as the figurehead for the Met in contract discussions with third party HR service providers. Intervening directly with senior peers in supplier and partner organisations to ensure service targets and contractual obligations are satisfied. Director of HR (line manager): ad hoc, formal meetings, , telephone and 1-to-1s to plan weekly, sometimes daily, contact to monitor the relationship with the MPS Executive and manage the tensions and risks that are likely to emerge between business need and the constraints of finite resources within the HR function. Members of the MPS Executive: Working with the HR Director, Business Partners and the Met Executive (DAC and above) to define and develop new commissions from the business for development through the Centre of Expertise and implementation through HR Solution Services and/or Business Partnerships. HR Operations Lead (direct report) weekly contact, via , phone and meetings. Developing a strong relationship to monitor and implement the Met People Strategy and monitor day-to-day HR performance. HR Business Partners (direct reports) weekly contact, via , phone and meetings. To garner business insight and to monitor HR performance and compliance within the business. HR Service Delivery (direct report) weekly contact via phone, and meetings to provide the key link and insight for deploying people resources across the Met and delivering the Strategic Workforce Plan. SSCL & Optima leads ad-hoc, monthly, quarterly contact via phone and formal meeting to discuss service delivery against Key Performance Indicators (KPIs) and service level agreements and to agree continuous improvement activity in relation to future HR service provision. Home Office and NPCC to keep abreast of the political context and gain insight on national developments in policing.

7 KEY RESPONSIBILITIES INCLUDE Driving operational service delivery for the Met HR function, ensuring join-up and integration between business partners, centres of expertise and HR service delivery (both in-house and outsourced providers) using a matrix management approach to engender a collective HR responsibility for problem solving, diagnosis and new commissions. Acting as the Deputy HRD responding to and addressing unprecedented, complex and high profile risks and issues on a reactive basis. Representing the HRD at executive level meetings as well as responding to media issues and Mayoral questions, reviewing/approving briefing notes and preparing papers for Management Board and MOPAC. Deputising for the HR Director with direct support to the Commissioner, Deputy Commissioner, Chief of Corporate Services and other management board members when covering the Director role. Having the capability and confidence to intervene in strategic people and change issues at Management Board level in the absence of the HR Director. Being future focused and maintaining a strategic awareness, particularly in relation to scoping and planning HR delivery in the next 1 to 5 year timeline to compliment the 5 to 10 year view of the HR Director. Scanning external markets to make informed judgements on the most appropriate mix of in-house and out-sourced HR delivery models as a means to achieve best value for the Met. Ensuring the Met makes the most of the learning and insight garnered from its current commercial relationships when shaping and building future contractual frameworks with third party service providers. Consistently assessing and reviewing the HR resource requirements needed to deliver the Met People Strategy and support Workforce Transformation. Driving the delivery of the HR plan on a day to day basis, chasing down key actions and priorities across the structure, being the decision maker on the majority of HR issues and making sure that integration is happening across the HR function. The Deputy HRD has a key responsibility to ensure both the strategic and tactical join up between all senior Hub leads across the HR function to ensure that HR activity is delivered cohesively and to the timescales defined by the HR Plan and People Strategy. Leading on engagement and communications with the business to successfully land key HR projects and deliverables within the business. Ensuring that the business partners are focusing on what is important for the Met, and defining their priorities and plans in line with this and the People Strategy. Being the main informed client lead or partner for the outsourced service resolving key operational issues as they arise which are deemed significant to operational performance. Undertaking the related commercial, vendor performance and contract management activities to maximise the benefit from outsourcing arrangements. Identifying issues and HR performance risks, using insight to probe the related causes and where appropriate commissioning the Centres of Expertise to provide relevant solutions. Includes understanding data insights and working closely with the HR Analytics function to diagnose people issues and identify key themes. Managing the governance and performance of the HR function and chairing the key governance groups. Including resource forecasting and workforce planning on a month to month basis and people-related risk management, making the decisions on escalation to Management Board level through the DHR. Developing and maintaining key service delivery relationships with the areas of HR and the wider organisation that are involved in people issues (including in-housed, out-sourced provision and agile resource consultants/contractors), from Vetting through to Training. Developing flexible ways of working to quickly solve problems and re-focus on immediate and/or new priorities. Maintaining an ongoing focus on continuous improvement, identifying what does not work and needs to be changed bringing operational activities together where necessary to improve service delivery and free-up

8 capacity. Promoting efficiency and effectiveness across the HR model, leading to a function that is high performing and as lean as possible. Making greater use of technology to provide an effective HR analytical hub, capable of providing datadriven insights and reporting to support decision-making across HR and the business. Ensuring HR specialist and change management capability is balanced appropriately across the internal HR organisation and outsourced providers. Embedding commercial and business skills within the function and retaining deep HR technical specialism where needed. Developing robust internal succession plans for HR staff to create a sustainable HR function with deep insight and expertise in policing. SCOPE FOR IMPACT Deputising for the HR Director giving direct support to the Commissioner, Deputy Commissioner, Chief of Corporate Services and other management board members when covering the Director role. Delivering the MPS People Strategy and annual HR Plan, with key areas of work including:- Taking forward and evolving the business partner role to enhance effectiveness and move towards a greater focus on strategic delivery and integration across HR functions. Designing and implementing HR technology and reporting improvements to reduce the demands on managers, making HR services more accessible and intuitive. Getting best value from external contracts with third-party suppliers of HR services. The post-holder has authority for significant levels of HR related spending and day-to-day responsibility for major outsourced contracts (e.g. SSCL and Optima). DIMENSIONS The post-holder has 8 Direct reports. Leading a function of 106 staff/officers staffing costs 6.2 million With a functional budget of 42 million (including 35 million in pensions)

9 02 PERSON SPECIFICATION The successful candidate will be a dynamic, experienced operational leader who will bring natural gravitas and a collaborative approach. S/he will possess a demonstrable track record of supporting organisations of comparable scale and complexity through change and transformation. They will be comfortable operating at board level. The successful candidate will bring: A proven track record of running HR services in a large, complex and multi-site organisation operating in a high profile environment, where there are high levels of media interest and public scrutiny. An established reputation as an exceptional and dynamic leader in a services context. With a proven record of developing out-sourced shared services in partnership with third-party suppliers and building a robust and successful operating model. Experience of running HR services in a variety of contexts (for example centralised, decentralised, account management, shared services, outsourced, integrated service delivery) and managing the risks and opportunities associated with these. A track record of establishing a robust performance framework in a HR services context. With specific knowledge of having reviewed HR service delivery to drive continuous improvement, enhance cost effectiveness and raise performance levels. A deep commercial acumen in relation to the outsourcing and contract management of external HR service provision working in an organisation that is broadly comparable to the Met in relation to complexity and scale.

10 Experience of managing a supplier framework and operating across and beyond organisational boundaries in the delivery of HR services. The knowledge of how to challenge business cases, costed options and benefits tracking to ensure projects or activities deliver maximum benefit and are aligned with the organisation s strategy. Experience of assessing the critical factors in planning change across complex, multisite organisations; identifying risks and creating robust mitigation plans. Political acumen, both in an organisational context but also in relation to national and/or local government. A track record as a key organisational influencer with the ability to build relationships with senior peers both to gain business insight and also to help integrate across functional boundaries to manage HR risk and land HR transformation. Capable of challenging peers at MPS executive level (DAC) and above, as a means to test and shape new policy and approaches. Experience of developing and implementing people strategies and HR operating plans Strong practical experiencing of developing methods for managing and evaluating performance across an HR function and measuring value against key organisational outcomes. Experience of budget and financial planning, management and monitoring using financial data to inform decision making.

11 03 TERMS OF APPOINTMENT The role will be based at both New Scotland Yard (Victoria Embankment) and West Brompton (although the HR team are relocating to Kilburn later in 2019). It is an agile work environment so there is opportunity to work in other London sites and from home. Vetting Level: CTC HOW TO APPLY Saxton Bampfylde Ltd is acting as an employment agency advisor to Metropolitan Police on this appointment. Candidates should apply for this role through our website at using code HAQKC. Click on the apply button and follow the instructions to upload a CV and cover letter, and complete the application and equal opportunities monitoring* form. The closing date for applications is noon on Thursday 28 February If you are unable to apply through the website, please belinda.beck@saxbam.com quoting reference HAQKC. * The equal opportunities monitoring online form will not be shared with anyone involved in assessing your application. Please complete as part of the application process.