Policy management Policy summary In order for West Yorkshire Police to become a world class police service, which will deliver the highest levels of performance and public confidence, we must ensure that it is able to attract, retain, develop, and deploy the best workforce available. We are committed to delivering the Police and Crime plan to ensure that the public feel safer and communities are safer. This can be achieved through a highly motivated workforce, whose skills have been recognised, utilised and developed to attain maximum performance. To enable us to achieve the cultural shift that is required a talent management strategy has been implemented. management is concerned with identifying, releasing, and guiding untapped potential in people. It is not limited to managers and leaders but applies a developmental approach to all and can be measured by both an employee s current performance as well as their potential to improve. Aim The aims of the policy is to: encourage an active learning environment; support and assist self development; to develop careers; explain how to apply for inclusion on the talent management scheme; and assist individuals achieve their maximum potential. Scope This policy guidance applies to all police officers and staff. Compliance Equality Act 2010 Police Regulations 2003
Chapter 1 Definitions is defined as those individuals who can make a difference to organisational performance either through their immediate contribution, or in the longer term by demonstrating the highest levels of potential. management The Force defines Management as the systematic attraction, identification, selection, progression, engagement, retention and development of people who have the potential to make a significant impact. Management Model The Management Model is our framework that delivers a structured, tiered, wholly organisational approach to assist in the development of all staff. Support Scheme The Support Scheme is our framework for supporting all staff who are identified as having the potential for leadership or specialist skills and capabilities of particular value to WYP. Chapter 2 Principles Introduction We will support the development of all our staff to make improvements in organisational performance, identifying those individuals with the highest potential to make a significant difference to the organisation both immediately and in the future. management is more than attending formal training courses; it encompasses a much broader spectrum of learning and development opportunities. People develop through challenging work experiences, sometimes outside of their normal role, being responsible and accountable for embedding the learning from those experiences back into the workplace. Effective talent management involves training, developing, promoting and retaining employees within the organisation. It is not solely concerned with developing leadership skills but is about helping to drive performance at an individual level and provide opportunities for all employees to reach their potential in order to contribute to organisational and team success. Delivery management will be delivered and administered at a district/ departmental level so there is local ownership of talent, ensuring appropriate support can be provided when line managers/mentors/
coaches identify development needs. Employee undertaking You are required to take responsibility for your own learning and development, with the support of your line manager and the organisation. Chapter 3 The Management Model Introduction To assist you in your development the Force has introduced a talent management model that will: raise your awareness of what is readily and specifically available, in terms of your rank or/and grade, to create consistency of development; and promote a pro-active continuous development culture, where you become self-directed learners, in partnership with the organisation, through accessing alternative methods. Model bands The WYP Management Model comprises of three separate bands which: Band Description 1 represents an access level for everyone in the organisation, offering a range of proposed development resources. It covers development in role, lateral development and promotion; 2 highlights an access level for identified under-represented groups, offering additional resources to support development; and 3 represents a small, select pool of officers and staff who have been identified as talented when measured against the College of Policing (CoP) talent indicators. Aims of the model The main aims of the model are to: 1. raise awareness of available development opportunities for all ranks and grades; 2. increase consistency of development; 3. support managers in the development of their staff; and 4. promote a culture of pro-active continuous development, where all staff become self-directed learners, in partnership with the organisation.
Chapter 4 The Support Scheme Introduction The talent support scheme is designed and operated to deliver mutual benefits for you and the organisation, in that you will be appreciated for the skills you possess and we will benefit from a talent pool at a district/departmental and organisational level. You will need to understand that as well as receiving development opportunities you will need to evidence a quantifiable return for the organisation and this will be communicated prior to the commencement of the scheme. Identified for the scheme Senior leaders and line managers are best placed to know their team s strengths and understand how to develop that potential further to increase the efficiency and effectiveness of individual and team performance. If you are identified as having significant potential to help deliver a world class police service, there may be the opportunity for you to join the talent management scheme. The scheme will not be available to you unless you are identified through the relevant process. If you are selected to enter the scheme you will be expected to remain on it for a period of three years, subject to annual reviews. Those entering the scheme will not be guaranteed career advancement. Phases of the scheme The scheme has four phases: No Phase 1 identification of talent ; 2 development and support of officers and staff on the scheme; 3 monitoring and assessing for results; and 4 scheme exit. Scheme administration A Single Point of Contact (SPOC) will be identified in each district or department from the senior leader team (SLT) who will be responsible for ensuring correct application of the elements of the scheme. The SPOC will also be responsible for selecting the individual s who are accepted onto the scheme through the appropriate process. The district or department will have responsibility for local administration of the scheme and be the point of contact.
SPOC training District or department SPOC s will be trained to ensure that: they understand the responsibility and requirements of the SPOC role; the terms of reference for the scheme are understood; they are competent at using the indicators to recognise and identify talent; and there is consistency is selection onto the scheme. Entry onto the scheme Entry onto the scheme will be through a robust and fair selection process based on you evidencing your suitability for participation in the scheme and meeting the initial criteria. WYP will decide the number of officers and staff members who will be placed on the scheme each year. If you express an interest in joining the scheme you will be expected to be able to evidence examples of those talent indicators identified by the CoP. Therefore, you will be required to provide a portfolio of relevant evidence to your district or departmental SLT SPOC. Central monitoring Although administered by the SPOC at each district or department, the scheme will be monitored by a scheme co-ordinator within the Leadership and Professional Development department. Exclusions You are not eligible for entry to the scheme if you: have breached the Attendance Standard; or are in the formal: attendance management process; stages of Police (Performance) Regulations (Police Officers); stages of the Police (Misconduct) Regulations (Police Officers); stages of the Discipline Procedure (Police Staff); or stages of the Capability Procedure Performance (Police Staff). Appointment on scheme Within two months of being appointed to the scheme you will be required to prepare a Personal Development Plan (PDP). The PDP has to be completed with the support of your district or departmental SPOC and requires their approval/feedback. The plan must include a: realistic self-appraisal; and gap analysis, together with a detailed chronological sequence of actions / activities / learning to address this gap. During the period that you are on the scheme you will be expected to maintain a personal development portfolio that evidences your
personal development, your contribution to performance improvements of your team and the overall organisational. Review While on the scheme you will be subject to a review process to ensure that your commitment and performance are consistent with the scheme s aims and your aspirations. A review will take place bi-annually with your district or departmental SLT SPOC to assess your performance and to discuss your progress. Completion of program period After three years on the talent support scheme defined development program you may remain on the scheme. However, the support will be less structured and you must evidence continued pro-active self development. You will then be required to take ownership of your future development and career aspirations. Your action plan should also include proposed actions to benefit the organisation, such as developing others, continued project work and Action Learning Set (ALS) activities. At the end of the tenure, you may remain in a pool for selection or involvement in relevant projects. As you will have benefited from the full range of development opportunities afforded to participants on the scheme you will not be able to access any further additional development interventions. Suspension from scheme If you are placed into formal performance or attendance procedures you will be suspended from the scheme until the outcome of the process. An outcome may be that you are no longer eligible to remain on the scheme. This will be the decision of the SPOC in consultation with your line manager. Removal from the scheme If your SLT SPOC, in consultation with the Leadership and Professional Development co-ordinator, believes that you are no longer maximising your opportunities of the scheme you will be invited to a meeting to discuss your future. At that meeting the reasons for your removal will be discussed and you will be given the opportunity to present any objections to your removal. Maternity or other parental leave If you go onto maternity leave, or other parental leave, while on the scheme then your maximum period may be extended.
Request to leave If you no longer wish to participate in the scheme you must submit a report outlining the reasons for wishing to leave the scheme to your SLT SPOC. If you leave the scheme at your own request, you will not be able to reenter at a later stage. Re-entry onto the scheme As some staff may have legitimate reasons for requesting to leave the scheme, if those circumstances change then you may apply to re-join at a later stage through the normal channels. Appeal Not accepted There is no appeal process if you are not accepted onto the scheme Appeal against removal If you are a participant on the scheme and are removed, you may appeal to the appropriate functional ACC. Admin Last revised: February 2014 Scheduled for review: February 2015