performance management framework inspector christian ellis
TRANSCRIPT
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Performance ManagementFramework
Inspector Christian Ellis
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Why have it?
• The corporate performance review framework is the central mechanism for driving the force forward to achieve both continuous & sustainable performance improvements
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What does this mean?
• The force has a performance review framework which allows questions to be asked
• How well have we done?
• What can we do to improve?
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What does it do?
• The review framework highlights performance achievements & areas for development at all levels of the force.
• It is aligned to “Putting People First”, the Policing Plan, & the corporate policing strategy
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So what does this mean?
• The performance review framework covers the whole force
• It looks at achievements as well as areas for development
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What does it do?
• The review framework is cohesive
• There are a number of tools that have been combined to support it’s implementation
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Performance Management
• Covers performance at Force and ‘Basic Command Unit’ level
• Includes performance documents, crime & detection statistics, IQUANTA, PPAF, statutory performance indicators & NSIR
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OIC Webb
• Identifies workload & outputs throughout the Force down to team & individual level
• The majority of this data is updated on a daily basis to provide actionable data to both officers & managers
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EPDR
• Electronic Personal Development Review
• Carried out yearly
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MPR
• Monthly Performance Review
• Carried out monthly• Based on People
Professionalism Partnerships & Problem Solving
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MPR
• Collects team & individual performance data
• Allows questions to be asked
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Performance Management
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MPR Accountability StructureExecutive Performance Review
Chief Constable
ACC (Crime & Support
ACC (Territorial Ops)
ACO Finance & Commissioning
Strategic Performance Group
Acc (Crime & Support)
ACC (Territorial Ops)
ACO Finance & Commissioning
OPT
Crime Registrar
All BCU Commanders
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MPR Accountability Structure
BCU MPR
ACC (Territorial Ops)
ACC (Crime & Support)
Supt BCU Commander
Ch Insp Operations
Ch Insp Neighbourhood Policing
Ch Insp Crime
BCU Business Manager
Operations MPR
Ch Insp Ops/Neighbourhood/Crime
Relief Insp/Principle Police staff
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MPR Accountability Structure
Relief MPR
Relief Insp
Principle Police staff
Relief Sgt
Senior Police Staff
Individual MPR
Relief Sgt
Senior Police Staff
Relief PC
Police Staff
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Managing Performance
Performance Review Cycle
1. Results2. Analysis
3a. Other Links
3. Review
4. Improvement
5. Plan6. Resources7. Activity
8. Measurement
9. Monitoring
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Role of the supervisor
• Supervisors can assist the Performance Management framework by doing meaningful MPR’s & PDR’s
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Role of the supervisor
• Feedback should pass both ways
• A good performance review should be a 2 way process between PC & Sgt
Feedback
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Myths
• Performance management is not a ‘Big Brother’ to keep people under the cosh
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Myths
• People who work hard are recognised
• People who do not work hard are developed
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Myths
• Individual targets should not normally be set
• With one exception• Continuous
Professional Development
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Completing EPDR’s & MPR’s
• It is important that clear direction is given
• Individuals need to be informed what is expected of them
• Monthly reviews culminating in yearly review
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Key Principles
• Planning
• Supporting
• Reviewing
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Performance Review
Force
Objectives
Service Unit
Objectives
Personal
Objectives
Team
Objectives
Service
Delivery
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Setting Objectives
• Based around the role profile
• Linked to policing strategies
• Set to improve & achieve
• Based on the ‘SMART’ principle
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Monthly Performance Reviews
• Carried out monthly
• Set interim objectives
• Address blocks of performance
• Underpins EPDR
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Lessons Learnt
• It is the supervisors responsibility to;
• Achieve objectives• Give clear instructions• Support the individual• Record accurately
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Evidence
• Continuous assessments
• Personal records• Correspondence• Feedback• Reports• Certificates• PMF• EPDR’s & MPR’s
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Ratings
• Achieved
• Partially Achieved
• Not Achieved
• Withdrawn
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Developmental or Action Plan
• Development of individual
• Personal goals• Broaden skills• Promotion
• Action plan individual• Performance• Skills gap• Standards
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Action Plan
•It is not a way of pleasing someone
•Its is a development tool
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Supervisors Responsibilities
• Monitoring specific tasks
• Review and update
• Challenge and evidence
• Standard Setting
• NO WARNINGS GIVEN!
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Good Practice
• Timely
• Accurate
• Evidenced
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QUESTIONS