People Strategy 2014 - 2017 - Cheshire Police - People Strategy 2014 - 2017 Foreword Leading the way - being the best we can be Janette McCormick Deputy Chief Officer Cheshire Constabulary

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People Strategy2014 - 2017

2 - People Strategy 2014 - 2017

ForewordLeading the way - being the best we can be

Janette McCormick Deputy Chief Officer

Cheshire Constabulary prides itself on being a great employer where everyone feels they are treated fairly, enjoys their work in a welcoming and collaborative environment and where their contribution is valued.

Our core mission is ‘To protect individuals and property, prevent harm to communities underpinned by the ethos of public service’ and so it’s not just about what you do, it’s about how you do it, supported by the principles set out in the Code of Ethics.

All of our greatest successes in delivering our service are about the contribution you make and

the leadership behaviours you demonstrate. When we are at our peak we produce the highest-quality work and engage and work with the public and each other in more meaningful, lasting ways.

To be the best we can be we need to focus on developing our professional skills, take personal responsibility for our learning, and as supervisors and leaders in the organisation develop others, challenging standards where needed. Each one of us has a part to play in delivering the ‘We’re Here’ commitments and the priorities in this strategy.

People Strategy 2014 - 2017 - 33 - Asset Management Strategy 2015 - 2018

The Cheshire area covers a great range of diversity with a population of a million people housed in approximately 450,000 households. The geography includes a mix of large rural expanses, sections of extensive heavy industry and a number of urban localities including Chester and Warrington. In addition there are also more than 200 miles of motorway, the West Coast mainline railway running through the county and the international airports of Manchester and Liverpool within close proximity which all create a complex picture for the Constabulary to police.

In policing such diverse communities within Cheshire, we recognise that equality, diversity and human rights are a critical area of business. We aim to secure the trust and confidence of all our communities and strive to build a service which reflects the communities we serve. The Constabulary has made significant progress in delivering real improvements in equality and diversity. We remain committed to providing services that are responsive to these differing needs and to protecting, particularly the most vulnerable and deprived communities, from threat and harm.

The Constabulary has over 3900 men and women working across the force. Budgeted posts as at 31st March 2015 are 1930 police officers and 220 PCSOs. There are also 1315 police staff, 398 Special Constables and 364 volunteers.

The Constabulary has a budget of over £189 million with a multi force shared service delivered

with Northamptonshire and Nottingham Police and we are actively developing operational collaboration with surrounding forces.

Over the next four years, savings in excess of £30 million will be required from the police budget. We will continue to use methodology to take a robust look at the ways we work and examine new approaches so we can continue to keep the public of Cheshire safe and feeling safe through these times of austerity.

A new model of policing will be implemented this year developed from a wholesale rethink of the way the Constabulary operates. This is not a shift in what we want to achieve but is about considering how we work with integrity adopting and embedding the Code of Ethics and how we are structured. The new model is designed to allow us to achieve our core purpose; through the support of our working practices, our people and information

requirements and supporting infrastructure such as IT and Estates.

The Human Resources (HR) Department has already made significant changes to its operating model and will continue to review to meet the future challenges. We have moved to a multi force shared service for some HR transactional activity with a commitment to review and align further activities as the model matures. We are reviewing training delivery from first principles and building HR capability to drive performance and continuous improvement. Chief Officers have high expectations of the outcomes we will deliver and support – including improving how we recruit and bring staff into the Constabulary; how we manage performance and attendance; how we identify and develop talent; how we train and develop our people and how we recognise and reward our staff.

People Strategy 2015


People challenges• Achieving a step change in our

long term ambition of making the Constabulary look and feel more like the communities of Cheshire

• Achieving a substantial change to the rank-mix within our police officer workforce (reducing managers whilst increasing police constable numbers) and a significant downsizing of our support staff workforce

• Creating enhanced flexibility within our workforce and ensuring we continue to attract the highest quality staff whilst maximising the efficiency of our employment package and responding to the challenges laid down by the Winsor Review

• Embedding our purpose and values across our workforce in everything that we do, tackling head on the feedback from our

‘Employee Voice’ survey about our culture and changes they want to see made

• Delivering and embedding organisational change across the Constabulary getting the design right, managing the transition and developing staff to be effective in the new policing model

• Equipping our leaders and managers to lead their teams in a way that:

o Is visible, spending time and engaging with our teams o Supportive of staff, officers and volunteers to achieve the priorities set through encouraging ideas, listening and giving and receiving feedback o Sets out a clear direction and identifies priorities

• Enabling our leaders and managers to operate within a

corporate governance model and to manage effectively through flatter structures

• Think very differently about how we equip our staff with the capabilities, skills and knowledge they need to do their job, with clear pathways for lateral development, whilst driving substantial efficiency improvements across our training department

With these challenges in mind we need to be clear on our top people priorities and provide clear direction to our leaders, managers and staff on those which we will tackle together. Whilst the People Strategy will be led by HR with many of the activities specific to HR, to enable its successful delivery there needs to be a wider corporate responsibility that must be embraced.

People Strategy 2014 - 2017 - 5

1. Maximise the capability and capacity of the organisation through the management and reduction of sickness

2. Improve the representation of protected characteristics across the police force, maximising the opportunities of positive action to recruit and develop a workforce more representative of the community

3. Support our leaders to be successful and help them to improve force morale and focus on improving performance against force priorities underpinned by the Code of Ethics

4. Enable the successful implementation of organisational change programmes, through effective work force planning, matching resources with finances

5. Build professionalism and equip our officers and staff with the skills and knowledge they need to be successful in their roles and realise our ‘We’re Here’ commitments and vision for the future

6. Enable all our staff to realise their potential, through a clear framework for lateral development and progression

People priorities

Purpose of the People StrategyTo develop people with the skills and abilities to provide excellent policing services that meet the needs of the community, the organisation and the individual.

People strategy time lineThe People Strategy is a three year document, as successful outcomes for some of the people priorities will take longer than one year to realise. However, the environment within which the Constabulary operates during this period will change and for this reason the objectives are set annually, cognisant of the factors that influence successful delivery.

Each year will see the development of delivery plans, based against our position in achieving the priorities and the external determining influences. Throughout this time there will be engagement with the business through governance groups and through our partnering style and approach which will ensure we remain in tune with developments and that we are responsive to the organisational needs.

Most of our HR team have professional membership with the Chartered Institute of Personnel and Development (CIPD) and are professionally qualified. We are also corporate members of the North West Employers Organisation and Chartered Institute of Management. We have close links with the College of Policing and academic institutions such as the University of Chester and with national and regional police groups all of which enable us to draw upon knowledge and experience in supporting Cheshire Constabulary in its delivery of policing services and to be a high performing organisation.

2014People Strategy Foundation

2015

People Strategy Consolidation

2016 People Strategy Progression

2017People Strategy Year three Transformation and Refresh


Priority 1Maximise the capability and capacity of the organisation through the management and reduction of sickness.

What is the issue (as is situation)Given the reductions in the workforce, the role of supervision and management is ever more important. Line managers have a significant impact on whether staff feel engaged and motivated, something some line managers do not realise the extent of their influence. The ‘what works’ programme showed that frontline managers spend a considerable amount of time on incident management when compared with people management. This was compounded with less emphasis being placed on the development of first line managers training, leaving a gap in the skills and confidence to address some of the key issues.

In addition, whilst Performance Development Review (PDR) completions have improved, evidence gained from the staff survey continues to shows more time is needed to use PDR as a tool to engage with staff. The influence of the line manager cannot be underestimated in encouraging staff and providing them with the environment to work productively in and feel confident to return to work after periods of sickness absence.

What will we do to address the issueWe want to enable managers to feel more confident and for them to build good relationships based on honesty and trust with their staff, with core values and behaviours recognised and role modelled across the organisation. Successful managers will develop and coach all of their staff, increase performance and productivity and manage the under performers and attendance effectively. They will create opportunities for learning in line with organisational needs and know their staff well, recognising changes when motivation has dipped or resilience is low.

We want managers to regularly use data available to understand the performance of their staff and monitor attendance and activity. This will be supported by effective occupational health and welfare services. Managers will use their findings to hold coaching for performance discussions and feedback on areas going well or that require more work.

How will we know it has workedIn order to support managers we will continue to look for well-being initiatives and simplify our processes. We will continue to offer ‘bite size’ sessions to improve understanding of the procedures and learning around sickness management. We will engage with managers, staff associations and staff networks on any key policy changes and ensure effective communications with managers so they are empowered to make decisions.

We will continue to review manager’s needs around the PDR and ensure guidance is available and that links to the Code of Ethics and leadership behaviours are clear. PDR will be a key link in improving our capability through an effective understanding of attendance management, recognising the link with good leadership and honest performance assessment. For all supervisors and managers a leadership and management programme will be established, which all newly promoted officers and staff will attend within their first 6 months of promotion, to provide them with the skills and tools for their role and help nurture a supportive and high performing environment. There will be an emphasis

on ‘coaching for performance’ to assist with giving feedback, having difficult conversations and dealing with poor attenders and performers.

We will make it clear what the standards are for good management and ensure we recruit and assess against these through PDR. In addition, a pathway for continuous professional development will be provided and managers encouraged seek feedback and learning to develop in line with the organisational needs.

MeasuresThere are existing measures of sickness that are reported on locally and nationally. Capability and capacity reporting will be developed for managers and HR to see patterns of sickness, identifying where there may be areas for concern regarding the working environment or the adequacy of the local and area management. Staff survey results will be used to monitor levels of well-being and morale, measures that will indicate whether Cheshire Constabulary is a place where employees want to work.

Where there are concerns and poor attendance the proportionate use of support plans and the escalation to Unsatisfactory Performance Procedures (UPP) and Managing Performance Procedures (MPP) should be used. New managers will receive training and evaluations will be conducted to help us check that learning is effective.

Within 3/5 years we will have...• Streamlined HR policies to reduce ambiguity and bureaucracy• HR working with managers to advise on how to identify

disengagement and resilience issues and advising on best practice to minimise attendance cases

• Planned and regular policy and guidance reviews with changes systematically implemented

• Ensure supervisors and managers have clear access to development for their role and understand the impact of their role in the achievement of low levels of sickness and high levels of engagement

• Made it easier for managers to recognise good leadership behaviour and performance and develop staff against leadership behaviours of the Constabulary and in addition manage those not performing to the required standards

• Managers who have the skills and knowledge to work with data, systems and policies and confidently implement key people procedures

• Fewer complex cases, as roles and responsibilities are clear and managers deal with issues quicker and more confidently

• Occupational Health Services that are assessed and monitored and provide effective support/referral systems and triage services

• Accessible health, well-being and resilience initiatives • A programme of review for those on moderated duties in line with

policy and recommendations• Industry standard benchmarks (Investor in People) are used to monitor

performance and identify best practice


Priority 2Improve the representation of protected characteristics across the force, maximising the opportunities of positive action to recruit and develop a workforce more representative of the community.

What is the issue (as is situation)Cheshire’s population has become increasingly diverse; however the recorded number of people from protected characteristics remains low, e.g. black and minority ethnic (BME) representation is at 3.15% compared nationally to 14%. The force currently has less than 1% of its officers who are from a BME background compared to 5% nationally - we recognise this as a key priority. We believe that we need a workforce that reflects the diversity of Cheshire across all levels, benefiting from skills, creativity and understanding that mix brings.

The Equality Act 2010 introduced the opportunity for employers to use positive action in recruitment and promotion of staff with effect from April 2011. Positive action is a range of lawful actions that seek to overcome or minimise disadvantage that people who share a protected characteristic have experienced, or to meet their different needs. (Equalities and Human Rights Commission glossary).

The latest 2014 survey clearly shows that staff do not feel that the current promotion procedures are fair. Any action therefore to apply positive action needs to be introduced in a manner which is transparent and has an understanding across the organisation, as part of a fair system of selection and promotion.

What we will do to address the issueWe want to recruit and promote people with the right skills and behaviours to meet immediate and future demand in order to maintain a fair, respectful, diverse and high performing organisation.

To do this we want to increase the proportion of protected characteristics joining the Constabulary. With less promotion opportunities we want to support our under represented groups with action plans and opportunities to develop and provide them with the best opportunity for promotion based on merit.

We will also continue to support the High Potential Development Scheme officers and continue to promote Fast Track entry routes as methods to improve our under represented groups. We will continue to recruit over the next three years and work to attract talent into the organisation.

We also aim to have a Police Community Support Officer for every ward throughout Cheshire and aim to increase our volunteers and Special Constables.

We want to develop leadership pathways for all members of staff that support lateral development, but also support those who seek promotion. These will support individual development plans and facilitate proportionate positive action to improve representation across all ranks.

How will we do itFrom 2014 to 2017 we will focus our efforts on promoting Cheshire Constabulary as an employer of choice where people from under represented groups will want to join and increase our pool of potential

applicants for roles as police officers, PCSOs, Special Constables and volunteers. Through this promotion we will redress the balance in under representation and build on skills and experience for those groups and improve the opportunities to progress across the force. At the same time we will deliver against our positive action plan and the force diversity objectives to help us focus our efforts and we will consult with independent partners to monitor and review and make this a rich source of ideas. Our plan will take 3 parts:Join us - we will strive to recruit a workforce which represents the diverse communities of Cheshire.Stay with us – we will build a working environment where all staff are supported.Develop with us – we will empower individuals to develop and ensure that we have the mechanisms in place which allow all staff from any protected characteristic group to develop to the best of their capability.

Through the introduction and growth of lay assessors, community members, young people and key stakeholders in our selection and assessment processes, we will gain a rich picture of views to assist in achieving a more representative workforce. This process will be used to develop future policies, promoting fairness and equality, with opportunities for all staff to achieve their potential and the public of Cheshire to have a police service which understands their concerns. We will develop a programme of familiarisation events and briefings which will help to support potential applicants through the recruitment and development processes, ensuring that staff associations, unions and lay assessors ensure that all our processes are fair and transparent. These will include:

• Dedicated events for our education partners which will help to create a pipeline of applicants and build future recruitment pools

• On-going support will continue to be provided for candidates through a range of methods including dedicated ‘live’ Q&A sessions plus specific mailbox’s managed daily for candidates to access expert support with application processes and eligibility

• Support events with representatives from our staff networks who will be used as critical friends, supporting candidates as ‘buddies’ through the process if required

MeasuresWe will measure success through monitoring proportionate recruitment target levels for protected characteristics, monitoring attrition, exit rates and responses from the employee survey. This will capture the development and representation of under represented groups at every level and specialism across the organisation, identifying areas where positive action may be needed to support a more representative balance. We will also monitor the time and costs to hire and seek efficiencies in process. In addition we will monitor progress against the force equality and diversity objectives laid out in the diversity strategy.


Within 3/5 years we will have...• Recruited over 300 police officers with greater representation from

minority groups particularly females and applicants from a BME background

• A police recruitment process that commands confidence internally and externally in terms of our ability to recruit talent from the communities of Cheshire

• Ensured that our benefits package attracts the right talent from those that live in Cheshire and wish to serve their local community

• Clearly identified entry routes into the Constabulary from community to constable

• Strong relationships with Certificate in Knowledge of Policing (CKP) providers working with us to provide BME, female and lesbian, gay, bisexual and transgender (LGBT) qualified applicants

• On-boarding events for future applicants with emphasis on encouraging BME and female applicants to attend

• A buddy system throughout the application process and/or upon joining through the early stages with mentoring opportunities in place once more established

• An established ‘Insight’ leadership programme where working with communities potential BME applicants are encouraged to engage with the Constabulary

• Established a strong and overt positive action strategy, including talent management practices and associated development programmes to ensure that we can quickly identify officers and staff from under represented groups who have the capability to progress through the organisation

• Identified the barriers to female progression and ensured personal development plans are in place for every officer

• Female development opportunities in place with partner organisations making use of the North West Employers ‘Interchange’ programme and action learning sets

• Increased the proportion of protected characteristic officers promoted by rank and introduce a force-wide mentoring scheme utilising internal and external partners

• Ensured our induction processes for new staff joining the Constabulary are fit for purpose

• Implemented new development programmes for first and second line managers to ensure they are more confident and competent leaders that can manage difference

• Be an employer of choice with the recognised disability √√ symbol • Improve Cheshire Constabulary scoring in terms of the Stonewall

workplace equality index by identifying LGBT senior progression and accessing leadership programmes that include LGBT progression

Priority 3Enable the successful implementation of organisational change programmes through effective work force planning matching resources with finances.

What is the issue (as is situation)The Constabulary has introduced Priority Based Budgeting (PBB) as part of its methodology to review its services and structures. This provides the Constabulary with the opportunity to build upon the change programmes of the past and further develop in line with policing and public needs. The Constabulary has worked hard to achieve the savings required as part of the spending review but still has a further £30 million to identify. This will require further examination of work structures, services and budgets and the on-going development of a workforce plan (with more constables, fewer managers and a reduction in police staff). The future scale of the change is yet unclear but through the PBB approach, which works on a bottom up principle, staff will be engaged in shaping future services and contributing ideas.

The introduction of the Multi Force Shared Service (MFSS) provided the Constabulary with a means to provide transactional services through an ORACLE based system. This venture was entered into with Northamptonshire and in 2015 Nottinghamshire also joined the arrangement, which will benefit the Constabulary through the sharing of costs. The Constabulary spent considerable time in the investment of the MFSS which was set up with a standard suite of processes. It is anticipated that further transactional activities can be identified through end to end process reviews and then managed in this way.

What we will do to address the issueWe will facilitate the changes proposed through the PBB approach through robust processes and communication. Keeping staff engaged during and throughout the process is of great importance to us. Also engagement with Unison, Superintendent Association and the Police Federation will ensure there is understanding of proposals for change and ensure that protecting front line services is kept at the forefront of the changes. Dedicated HR resources will be made available to support the approach from initial review to implementation.

A review of our own HR services and end to end processes will highlight transactional activities and enable us to consider best value methods of delivery.

With a new model of policing in place for the Constabulary we will ensure that short and long term planning between HR and Finance is as effective as possible. We will continue to work together to ensure that longer term financial and people succession planning and forecasting is complemented with targeted recruitment activity which results in more officers being deployed into front line policing roles.

In addition we will review our staff management ratios to move to comparable levels with other forces and best practice. With a more service-based structure we will ensure the right resources and skills are aligned to need and priorities. Processes for organisational movement and changes to posts will be reviewed to ensure they are as slick as possible.


How will we know it has workedWorkforce planning will be integral to organisation development and ensure we provide better insight to the business of how workforce changes will impact on service delivery, ensuring we have robust plans across the medium term addressing both capacity and capability gaps.

Through developed workforce and financial planning, the organisation will maxmise its workforce capability, making the most effective use of the finance/resources available. This will ultimately lead to reduced underspend in relation to vacancy costs and improved contingency planning for future recruitments.

Following the Priority Based Budgeting process we will have arrangements in place for communication and consultation on a detailed plan for future processes. Options for delivery will be developed where necessary and HR support will be provided to business areas to support and assist through this substantial change period.

We will work with senior managers to understand the remodelling and structures and align new recruits accordingly. Through a review of staff on moderated duties we will have links with attendance management, fitness testing and occupational health which enable maximum numbers on the front line.

MeasuresWe will measure against the delivery of planned recruitment to vacancies and planned structural changes within time frames. As a consequence, a measure of success will be reduced unplanned under spends, owing to staff vacancies. The implementation of change will also be monitored through

the staff survey and feedback through exit plans.

Within 3/5 years we will have...• A programme of Priority Based Budgeting supported by HR through

from planning to implementation• The production of an annual workforce development plan provided in

line with the budget in November• Recruited and trained additional Constables on the frontline• Recruitment to vacancies for Police Community Support Officers• Promotion processes held with independent input and feedback for

development • Managed headcount reductions to time and budget with maintained

confidence from Unison, Superintendent Association and the Police Federation

• Improved numbers of staff available for the front line through improved ways to assess, monitor and manage moderated duties

• Managers better equipped to understand and contribute to change• Workforce capability and capacity planning tools, implemented to

enable operational leaders to make more timely resource decisions including succession planning for business critical and pivotal roles

• Strategic succession planning reported and published in an annual cycle

• An apprenticeship scheme providing an identified route into the Constabulary

• Age initiatives developed through pension and retirement events

Priority 4Enable the successful implementation of organisational change programmes through effective work force planning matching resources with finances.

What is the issue (as is situation)The Constabulary has introduced Priority Based Budgeting (PBB) as part of its methodology to review its services and structures. This provides the Constabulary with the opportunity to build upon the change programmes of the past and further develop in line with policing and public needs. The Constabulary has worked hard to achieve the savings required as part of the spending review but still has a further £30 million to identify. This will require further examination of work structures, services and budgets and the on-going development of a workforce plan (with more constables, fewer managers and a reduction in police staff). The future scale of the change is yet unclear but through the PBB approach, which works on a bottom up principle, staff will be engaged in shaping future services and contributing ideas.

The introduction of the Multi Force Shared Service (MFSS) provided the Constabulary with a means to provide transactional services through an ORACLE based system. This venture was entered into with Northamptonshire and in 2015 Nottinghamshire also joined the arrangement, which will benefit the Constabulary through the sharing of costs. The Constabulary spent considerable time in the investment of the MFSS which was set up with a standard suite of processes. It is anticipated that further transactional activities can be identified through end to end process reviews and then managed in this way.

What we will do to address the issueWe will facilitate the changes proposed through the PBB approach through robust processes and communication. Keeping staff engaged during and throughout the process is of great importance to us. Also engagement with Unison, Superintendent Association and the Police Federation will ensure there is understanding of proposals for change and ensure that protecting front line services is kept at the forefront of the changes. Dedicated HR resources will be made available to support the approach from initial review to implementation.

A review of our own HR services and end to end processes will highlight transactional activities and enable us to consider best value methods of delivery.

With a new model of policing in place for the Constabulary we will ensure that short and long term planning between HR and Finance is as effective as possible. We will continue to work together to ensure that longer term financial and people succession planning and forecasting is complemented with targeted recruitment activity which results in more officers being deployed into frontline policing roles.

In addition we will review our staff management ratios to move to comparable levels with other forces and best practice. With a more service-based structure we will ensure the right resources and skills are aligned to need and priorities. Processes for organisational movement and changes to posts will be reviewed to ensure they are as slick as possible.


How will we know it has workedWorkforce planning will be integral to organisation development and ensure we provide better insight to the business of how workforce changes will impact on service delivery, ensuring we have robust plans across the medium term addressing both capacity and capability gaps.

Through developed workforce and financial planning, the organisation will maxmise its workforce capability, making the most effective use of the finance/resources available. This will ultimately lead to reduced underspend in relation to vacancy costs and improved contingency planning for future recruitments.

Following the Priority Based Budgeting process we will have arrangements in place for communication and consultation on a detailed plan for future processes. Options for delivery will be developed where necessary and HR support will be provided to business areas to support and assist through this substantial change period.

We will work with senior managers to understand the remodeling and structures and align new recruits accordingly. Through a review of staff on moderated duties we will have links with attendance management, fitness testing and occupational health which enable maximum numbers on the front line.

MeasuresWe will measure against the delivery of planned recruitment to vacancies and planned structural changes within timeframes. As a consequence a measure of success will be reduced unplanned underspends, owing to staff vacancies. The implementation of change will also be monitored through

the staff survey and feedback through exit plans.

Within 3/5 years we will have...• A programme of Priority Based Budgeting supported by HR through

from planning to implementation• The production of an annual workforce development plan provided

in line with the budget in November• Recruited and trained additional Constables on the front line• Recruitment to vacancies for Police Community Support Officers• Promotion processes held with independent input and feedback for

development • Managed headcount reductions to time and budget with maintained

confidence from Unison, Superintendent Association and the Police Federation

• Improved numbers of staff available for the front line through improved ways to assess, monitor and manage moderated duties

• Managers better equipped to understand and contribute to change• Workforce capability and capacity planning tools, implemented to

enable operational leaders to make more timely resource decisions including succession planning for business critical and pivotal roles

• Strategic succession planning reported and published in an annual cycle

• An apprenticeship scheme providing an identified route into the Constabulary

• Age initiatives developed through pension and retirement events

Priority 5Build professionalism and equip our officers and staff with the skills and knowledge they need to be successful in their roles and realise our vision for the future.

What is the issue (as is situation)A high performing organisation is founded on the capabilities of those who work within it. Staff need to be appropriately trained and capable to undertake the roles asked of them now and in the future and be equipped with the necessary skills, knowledge and behaviours required. Equally we know from research that 70% of learning is achieved by on-the-job experience, 10% from formal training courses and 20% from informal or formal feedback, mentoring, coaching from others. It is with this in mind that we need to review our learning strategy to improve our training methods in order to maximise organisational learning and sharing experience far more.

Whilst we have placed great effort in establishing a technical framework for police rank and roles and introduced a training needs analysis (TNA) process to provide a more robust approach in understanding needs, our efficiency in training arrangements can still be much improved. The wastage rates on many courses are high. Managers do not reflect the cost of training in their deployment decisions thereby not securing us the return on the investment in training required. In addition training can be seen by some as an extra thing to do rather than a fundamental part of their role to retain competence and professionalism and often attendance on training

days is seen as a low priority, with the consequence that there are gaps in the knowledge of our workforce. In addition the changing landscape in policing means curriculum changes or policy changes are often frequent and sporadic and are sometimes difficult to embed and translate into training design.

We are also finding that due to previous changes in policing models some staff are missing some basic aspects of policing and are struggling to undertake parts of the role well. This issue along with the new areas of policing knowledge and training makes this area a particular challenge.

Initial training for police officers has been delivered in partnership with the University of Chester in the form of a Foundation degree in Policing. Recent changes through the College of Policing have seen a move to pre-qualification in the form of a Certificate in Knowledge of Policing (CKP). Cheshire has adopted the CKP as the minimum entry into the service and continues to work with the University of Chester to deliver highly reputable standards of training, recognised by the College of Policing as some of the best practice in the country. This is currently a 22 week accredited programme but it is expected that this will reduce in length once the CKP is more embedded and confidence has been gained in the standard of learning provided.


What we will do to address the issueWe will revise our understanding of the capabilities required for all roles in the Constabulary now and in the future and refresh the technical skills framework for each rank and role. We will seek to evidence policing against national standards wherever possible.

Importantly we will seek to understand the critical areas of policing and the number of individuals who need to be trained to maintain resilience and include this as part of the same framework and provide for national data and returns.

The annual training needs analysis (TNA) will be further embedded with managers to gain buy-in and develop an understanding of the requirements for planning and prioritisation and those areas of the greatest impact to operational performance. We will consider including this as part of the annual priority based budgeting exercise with managers.

All training will reinforce equality and diversity and the Code of Ethics as a golden thread throughout. Case studies will be refreshed to ensure currency and independent advice will be sought wherever possible to enhance design and delivery from staff networks, representatives from the community, partners, the Youth Ambassador, academic partners etc. wherever possible to enhance our understanding of public views and innovative developments.

Methods of delivery and how it can be delivered will be reviewed to see if local delivery, e-Learning, bite-size sessions etc. can be utilised to minimise abstraction but not affect the quality of the learning. The use of the training day will be reviewed and options for structured refresher days considered instead. In addition technology will be exploited to see if better ways can be adopted to deliver.

We want training to be made easy and booking processes simplified. We want to ensure all training is recorded and reported so we can monitor and continuously improve in line with the business. At the same time we want staff to take control of their own personal development and maintain their professionalism.

How will we know it has workedAll new recruits will have received the training required to match the policing services in Cheshire. Future staff requirements will be captured through the annual TNA process and priority based budgeting exercise and they will have a clear view on what is required of them through a published and embedded technical framework. Staff will recognise the importance of their professional development and take accountability for this.

Capability and competence in the role will be reviewed annually as part of the PDR process and it will be seen as an individual responsibility to ensure all training is maintained and kept up to date.

Professional development opportunities for police staff will be linked to performance and organisational needs.

Senior management opportunities will be progressed in line with provision

from the College of Policing and also in association with partners wherever possible to share experience, learning and costs.

MeasuresThe baseline measure will concern the capability of individuals, their team and the organisation against the agreed competencies (as directed by the TNA). Management measures that will inform the organisation around functional efficiency e.g. attendance rates on courses and course evaluation.

Evaluations from courses will be monitored and the number of staff with PDR training and development plans will be dip sampled and monitored. Consultation with senior managers at quarterly review meeting will provide feedback on gaps and emerging need.

Within 3/5 years we will have...• Skills and learning needs for each role in the Constabulary will be

published• New recruits will have been trained and inducted into the

Constabulary • The annual cycle of TNA and consultation with partners and

stakeholders will be embedded and mainstreamed into the priority based budgeting exercise for managers. Links between training and operational practice strengthened

• A published annual costed delivery plan with easy access to training and booking

• Our skills and capability data is accessible for managers through standardised reporting and ORACLE PDR is developed for use and the skills gap analysis facility in place for every role to create learning pathways

• A programme catalogue published for easy access on SharePoint and maintained with signposting to further areas of learning e.g. NCALT

• Revised format of areas training or alternatively refresher days with themes clearly published

• Continuous professional development (CPD) opportunities with academic study linked to research for policing

• Validation and quality assurance of core programmes will be published with a programme of curriculum refresh in place

• Clearly established links made to the code of ethics and between evidence based policing, research and design, input into programmes

• Where possible, joint delivery and collaboration in training will be provided

• Accreditation and funding opportunities will have been explored and maximised for all relevant programmes

• Leaders involved in delivery, sponsoring learning and continuous professional development to be as good as we can be

• Training and development is see as fundamental to the role and not an addition.


Priority 6Enable all our staff to realise their potential, through a clear framework for lateral development and progression.

What is the issue (as is situation)During periods of change, staff are vital to organisational success and need to be as good as they can be. We need our best people in the most demanding and pivotal roles and nurturing talent is essential for continued high performance and for the longer term challenges ahead.

However we do not have a meaningful way to track talent and identify potential at all levels and our talent management is confined to the high potential development scheme and fast track entry routes.

In 2015, we have undertaken a fundamental review of leadership in the Constabulary and produced a Leadership blueprint which seeks to deliver a way of considering how we develop our leaders to be equipped for the challenges ahead. Development doesn’t happen in isolation it needs to fit with new ways of working as they evolve from the new policing model and the significant change we are going through.

The leadership blueprint also highlighted engagement as integrally important for a happy and productive workforce. As opportunities for promotion shrink, lateral development will become increasing important and pathways for development will be essential for staff to identify with.

The organisation needs to create development opportunities and the identification of staff suitable for such opportunities is often perceived to be a protracted process. In addition opportunities for routes to develop are not clear to staff or visible with a strong reliance on individual line managers knowledge and personal experiences.

PDR is scored annually and confidence in the overall rating is not trusted and therefore does not provide a mechanism to meaningfully identify potential and talent. The introduction of a talent grid as part of PDR is seen as a solution and something to be further embedded.

What we will do to address the issueWe need to ensure that all staff have reached their full potential, through continuous professional development (CPD) and clear pathways. This may mean lateral development, or promotion or development to maximise performance in the role. To do this we need to track development from joining at the student phase and then through the annual PDR to record performance. The primary aim of effective development is to accelerate the progression of the individual to achieve their optimum performance in their role – in short make them competent and capable as quickly as possible.

Through a mature framework of development, this widens the opportunity to identify and nurture those with high potential through the use of a talent matrix. Through a matrix, options for progression, development, training and support are clear to individual staff members and provide an aspiration to colleagues to progress and achieve the support they need to achieve their full potential.

With improved application of PDR for performance management the talent matrix can cascade through the organisation. Based on honest conversations and supported by evidence of performance the use of the talent matrix can be used to identify talent pools and also be used to

support the posting process and access to development and temporary promotion opportunities.

Also we want to ensure that clear pathways exist for all staff to reach their true potential whether that is talent, progression, continuous professional development, specialist leadership development, collaborative leadership.

How will we know it has workedPDRs will be used with confidence and the talent matrix used as part of the dialogue between manager and staff. Performance and potential information from the matrix will be used to identify talent and ensure that opportunities are aligned. To support the talent pools, mentoring and coaching will be provided from both internal and external sources. Where appropriate psychometric assessments will be used to raise self-awareness.

The information from the matrix will also be used to inform postings, access to development, temporary development, for succession planning for critical roles and to identify candidates for fast track and the Senior Police National Assessment Centre.

Leadership pathways will be in place providing a step by step view for progression or lateral development in collaborative leadership, professional development, specialist capability, talent and personal development options for continuous professional development. Through all the pathways staff must feel valued and engaged and feel they can influence the role they have in shaping Cheshire Constabulary and their personal development ambitions.

Recognising that the solutions will not always be with our current staff, and that the traditional methods of development are restrictive in bringing talent quickly to a position of influence, the Constabulary is supporting the Fast Track process. High caliber candidates, internally and externally will be supported to enter the Fast Track scheme and progress quickly to the Inspector rank.

MeasuresThe quality and quantity of PDRs will be monitored and reported on, measuring their effectiveness. From April 2015 PDR will be step one of the national Police Promotion Framework (NPPF), which will create an accredited process for development through promotion to Sergeant and Inspector levels. We will measure the performance and number of our talent pools over a 3 year period. Results for the survey will show if staff feel they have greater opportunity to contribute.

Within 3/5 years we will have...• Implemented leadership pathways providing standards and clarity

for all ranks and grades that are clear and accessible for all staff

• A programme of management bite-size sessions published and delivered by experts

• Worked with N8 and police knowledge fund partners to monitor developments in subjects relevant to policing and take the learning into operational policing through CPD, curriculum design, communications where appropriate


• Full implementation of the National Police Promotion Framework by 2017

• Critical and pivotal roles identified with skills known for future delivery with robust succession plans in place

• Aligned professional and leadership development activity to support high performance productivity

• Findings from the Define and Assessment of Competence pilot shared ahead of national implementation

• Involvement and sharing our understanding from the national direction for police professional development from the College of Policing on Define and Assessment of Competence, pay and incremental progression through PDR, national police promotion framework

• Aligned promotion processes to leadership pathways

• PDR used with confidence along with performance and potential discussion using the talent matrix

• Talent pools and regular corporate and local talent discussions to utilise skills in critical areas

• Recognised tools to support development - 360, psychometrics, coaching, mentoring

• Flexibility and movement in force, through a recognised, accepted methodology

• Implemented investor in people and commenced benchmarking assessment

Year one objectives with summaryEach objective will have a detailed plan with activities, leads and timescales to report against and be held to account for delivery. Full details will be contained in the HR Operating Plan separately to this document. The main objectives and a summary progress update for 2014/15 is shown below:

Objective 1 - Agree a framework to improve the capacity on the frontline through management of attendance and reducing sickness, ill health retirement linked to fitness testing and review of moderated duties.

Activity - Access to sickness data has been made available on a weekly basis and analysed for trends. A dedicated sickness monitoring team has been established to assist with the recording and advice on sickness management. Bite-size attendance management training has been provided for managers to improve capability for first and second line supervisors. Processes have been reviewed and streamlined where possible and centralised where appropriate to case manage more efficiently. A Wellbeing plan has been developed with a dedicated interactive web site now available, with work on-going to support staff through a salary sacrifice scheme. Resilience training has commenced for managers and staff. The occupational health contract is being re-commissioned with lessons learnt and a new Wellbeing facility at Headquarters has been approved for funding by the Commissioner.

Objective 2 - Recruit at least 100 police constables improving resilience on the frontline and develop a transition plan to ward based PCSO’s and Specials.

Activity - A strategic recruitment plan was

developed for the year incorporating training. 119 police constables have been recruited using the national police recruitment process and police community support officers have been appointed to fill vacancies in line with attrition rates. Recruitment for Specials and volunteers has been challenging mainly due to attrition levels.

Objective 3 - Implement positive action attraction, recruitment, retention and progression plans.

Activity – A positive action plan for the attraction and recruitment of females and BME has been implemented with CKP providers being targeted and national associations enlisted for support with ideas and networks. Promotion processes for senior officers external to the Constabulary, have encouraged applications from BME and female applicants. Familiarisation events have been held to encourage interest and an ‘Insight Programme’ is being developed with North West Employers to support and develop applicants from diverse communities. Materials have been rebranded and social media has been used extensively to promote the Constabulary. A buddy and a mentor scheme have been re-launched for new recruits to provide support for development. Monitoring has ensured that all BME staff and female officers have a PDR development plan in place. Leadership development has been commissioned for senior female officers.

Objective 4 - Conduct the Employee Voice survey with analysis of the result and corporate plans in place.

Activity - An employee survey was conducted in 2014 with a data handling plan to inform staff and managers of the findings. Action plans were developed following focus group work which is monitored through Quarterly Performance Review Meetings. In support of this a cultural audit on leadership will report back and will be used in developing the Leadership Action Plan. The Constabulary will conduct a further staff survey in July to monitor progress.

Objective 5 - Support the PBB process and subsequent programmes of change by supporting managers with communications, consultations and leading on Employee Relations related matters and develop a resource allocation model.

Activity - HR resources were dedicated to the PBB project to ensure compliance with change processes and legal compliance. HR support was provided throughout the collective consultation process to budget managers by way of briefings and materials to assist in the collective consultation process. In addition guidance on role profile design and HAY evaluation panels were conducted. Following the conclusion of the PBB process the redesign of the force has been supported by the Work


Force Planning Team who are working on the organisation trees, establishment records, tracking and posting criteria for police posts. Promotion and recruitment processes have also been conducted for the senior management positions. The Training team has designed a beat management programme for the new neighbourhood teams and leadership training has been commissioned for the new teams once they are established.

Objective 6 - Embed the agreed values, behaviours and Code of Ethics into a recognisable Cheshire leadership brand.

Activity - The National Police Professional Framework personal qualities form part of every job description and are used upon appointment to post. These personal qualities have been further developed into a leadership behaviour framework which will be launched at a series of Force Conferences commencing April 2015. The format has been designed with the line manager in mind to enable the framework to be used and referenced at appraisal interviews, about not only objectives but the behaviour used to achieve the objectives. The intention is to show what good performance in behavioural terms looks like and to illustrate what will compromise performance. The Code of Ethics has been included and used as a reference in training materials, delivery and in recruitment and selection processes. The code of ethics has been adopted as the force values and is included in the leadership framework. Work on the leadership brand for Cheshire commenced with the review of leadership following the Chief Officers appointment. Feedback from the review has also informed wider research into Cheshire’s approach to leadership.

Objective 7 - Drive the use of PDR in performance management and introduce the talent matrix.

Activity - PDR has been refreshed to include operational data references and emphasis on what is working well and what can be improved. Greater use of 360 and the talent grid this year will inform staff and managers of performance. A bite size training session has been developed and is being rolled out across the force. The leadership behaviour framework will be provided for all line managers.The Constabulary is a pilot for the ‘Define and Assessment of Competence project’ being led by the College of Policing. This stems from the Winsor recommendations relating to police officers pay. The recording of competence and assessment by line managers utilising PDR is a key requirement. As such work is underway to ensure we have the appropriate system and process in place to support managers and this activity.

Objective 8 - Design and implement leadership pathways.

Activity - As part of the leadership work a number of pathways are due to be developed. The leadership promotion pathway is being developed in line with the College of Policing’s guidance on the National Police Promotion Framework and the leadership talent pathway is being developed in line with the fast track and direct entry programmes.

The Constabulary continues to roll out the Driving High Performance programme to Sergeants and Inspectors and the Chief Officers have been working with a coach to develop the organisational leadership style and behaviours, gaining personal and organisational feedback.

Objective 9 - Reshape HR and review resources in order to respond to the priorities of the Constabulary.

Activity – Extra resources were put in place earlier in the year following a review for sickness monitoring, change and recruitment activity. A three year People Strategy was developed which identified key priorities. Resources were reviewed as part of a priority based budgeting exercise. The examination of services provided a review of the HR department management structure and centralisation of HR activity. A programme of support to build managers capability is planned and a demand analysis led approach to service is being developed.

Objective 10 - Establish training priorities for 14/15 and produce capability reporting for key skills.

Activity - Training priorities for 2014/5 were established with stakeholders and a training plan put in place to build the capability of staff. This is reviewed quarterly and a technical framework of skills is being developed from the new job descriptions as part of the new policing model.

A new beat management programme has been designed to address neighbourhood policing training needs in preparation for the new policing model. Personal safety training capability has been a focus with Area Training teams ensuring dates and bookings are in place. Mandatory e-learning training packages have been identified and communicated to staff and completion is being monitored through appraisal and performance meetings.


Objective 1 On-board a new Occupational Health provider and ensure effective processes for referral are in place to manage sickness absence efficiently. Promote well-being initiatives and encourage early interventions for a healthy workforce.

Objective 2 Improve resilience on the front line through the recruitment of at least 100 officers and through promotion selection to vacancies at sergeant and inspector rank.

Objective 3 Implement positive action attraction, recruitment, retention and progression plans.

Objective 4 Enable the successful implementation of organisational change programmes through

integrated and effective workforce planning and financial alignment.

Objective 5 Conduct the pulse survey and produce a data handling plan to communicate analysis of the result. Coordinate actions plans as a result.

Objective 6 Embed the ‘We’re Here Commitments’ and leadership behaviours of driving high performance through HR practice of recruitment, selection, development and performance management, embedding the Constabulary brand.

Objective 7 Introduce the Investor in People Standards of Practice and identify gaps in action plans.

Objective 8 Drive the use of PDR in readiness for national changes to pay and competence assessment.

Objective 9 Design and develop leadership pathways, maximise the use of the talent grid and develop talent management solutions in line with organisational development.

Objective 10 Establish training priorities for 15/16 and produce capability reporting for key skills for managers and national returns.

Objective 11 Implement a rewards and recognition framework and promote the Constabulary as an employer of choice.

Year two objectivesFor each objective we will develop detailed plans with activities, leads and timescales so we can report against and be held to account for delivery. The main objectives for 2015/16 are:

Documents

People Strategy 2014 - 2017 - Cheshire Police - People Strategy 2014 - 2017 Foreword Leading the way - being the best we can be Janette McCormick Deputy Chief Officer Cheshire Constabulary