INTEGRATED COMPETENCY FRAMEWORK COMPETENCY BASED PERFORMANCE DEVELOPMENT REVIEW FOR

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INTEGRATED COMPETENCY FRAMEWORK

INTEGRATED COMPETENCY FRAMEWORK

COMPETENCY BASED PERFORMANCE DEVELOPMENT REVIEW FOR POLICE OFFICERS
AN INTRODUCTORY GUIDE
To be read in conjunction with Form R7A (Revised 1/03)

The Revised Performance Development Review (PDR) is designed around the Integrated Competency Framework which is almost complete in respect of police officers and much of the content of the document used in 2001/02 and 2002/03 remains. The main changes relate to the areas for assessment which are now taken from the Integrated Competency Framework.

1. AN INTRODUCTION TO THE FRAMEWORK

1.1 The Integrated Competency Framework was originally requested by Chief Constables' Council and has been funded by every force with staff seconded by various forces to carry out the work. In 2001 the Home Office further funded the work to ensure that it was implemented in all forces as soon as possible.

1.2 The Framework applies to all roles, ranks and levels of both police and support staff and has been developed using information from interviews of police officers across England, Wales and Northern Ireland.

1.3 Role holders have provided information about job content, skills and knowledge required to do the job effectively and also descriptions of what effective performance would look like in the role.

1.4 The framework is essentially in 4 parts:

	Activities library - a list of every activity (or task) currently carried out in the national police service for both officers and support staff (e.g. driving police vehicles, managing teams). It is anticipated that the Support Staff framework will be completed during April 2004.
	Knowledge and skills library - a list of knowledge and skills required to complete every activity in the above library.
	Behavioural library - a list and description of 12 behaviours that cover every police and support role (e.g. effective communication, strategic perspective). Some roles will have all 12, others will have a lesser number depending on the responsibilities and level of the role.
	Role profiles library - the combination of appropriate activities, knowledge and skills and relevant behaviours for a number of key roles common to all forces.

1.5 The information contained in the framework can be used for the following purposes:

	Initial recruitment for police officers
	Specialist recruitment for officers and support staff
	Identifying training needs for individual staff by comparing them against the agreed role profile
	Designing accurate and up-to-date training courses
	Appraisal or PDR
	Selection for promotion
	Succession planning and skills audits
	Best value by ensuring non duplication of roles and corporacy amongst forces

1.6 The development of National Occupational Standards will build on the work of the ICF with Occupational Standards underpinning the activities library. Once this work is completed, every officer, and in the future every support staff member, should have access to accurate information regarding the content, required standards and assessment levels of their particular job.

2. WHAT IS A COMPETENCY FRAMEWORK?

2.1 A competency framework is a tool that organisations use to get the best out of their people, and their people use it to get the best out of themselves and their work. Many organisations have developed their own competencies to be used throughout their organisations and to fit their own needs. Typically, organisations use competencies to:

	Align the human resource and/or people activities to the strategic objectives and operational needs. It supports a consistent approach to recruitment, selection, training, development, promotion, career mobility, review and assessment.
	Clarifying what is expected in terms that make sense in the organisation.
	Support change in culture and performance.

2.2 What does the Competency Framework look like?

It is designed to:-

	Help the Constabulary and officers in their work, and individuals with their careers.
	Be succinct, user friendly, flexible and practical.
	Facilitate an understanding of the competencies and how they fit with any national standards or accredited benchmarks.
	Provide ‘sign posts’ to root out relevant, current information to make informed decisions.

2.3 The ‘sign posts’ indicate:-

Core Responsibilities:

	These are the factors which are sub-divided into Activities and Behaviours that cause effective performance in any officer at any rank. They are supported by full explanations of what is required to achieve them including the relevant Skills and Knowledge required.
	The Generic Role Profiles are applicable to all in each rank. Profiles for specific roles are in the process of being compiled to meet the needs of the Gloucestershire Constabulary.

Skills and Knowledge:

This includes knowledge of legislation, policy and procedure and accredited courses relevant to the role.

2.4 Where can I find these competencies for my role or one I seek to aspire to?

The Core Responsibilities and Behavioural Competencies for each police officer role can be accessed via the Force Intranet in the Force Issues section. A guide to accessing and using the Framework can be found at the end of this bulletin (Appendix A).

3. HOW DO THESE COMPETENCIES RELATE TO THE ELEMENTS CONTAINED WITHIN THE NEW PERFORMANCE DEVELOPMENT REVIEW SYSTEM?

3.1 Initially, the PDR document will relate to the Generic Role Responsibilities and Behavioural Competencies for the specific ranks, i.e. there will be a different document for each rank reflecting the different competency areas. It is intended that the process will eventually be conducted electronically via the Intranet and it is likely that the PDR document will evolve further and will relate to specific roles.

3.2 The revised PDR contains a number of elements:-

3.2.1 Performance objectives:

This section is completed at the commencement of the PDR year i.e. April. The PDR form provides for up to five agreed performance objectives. These will form the basis of how an officer can contribute most effectively to the achievement of local policing plans in the year ahead. Objectives must be 'SMART' - Specific, Measurable, Achievable and Relevant, within given Time-scales.

Objectives may vary throughout the PDR year. It is important therefore that an ongoing review is carried out by the appraiser with the appraisee to monitor progress. A specific form is included at page 2 of the PDR to enable this to occur at least in the September of the Appraisal year. It is recommended that the supervisor should take a copy of this review sheet for each of the officers he or she is responsible for. The Performance Development Review document will then be retained by the officer as a live document in order that they may review and amend their objectives if necessary (for example if they moved department or division). It is the officer’s responsibility from then on to ensure that this document is kept safe. It is not returned to Headquarters Career Development until the end of the appraisal year.

3.2.2 Development Plan:

This section is completed at the same time as the Review of Objectives in September. It allows for the individual officer to agree areas of performance which require further development, either for the current role or for a future role (which can include promotion). The line manager is required to assess whether the training or development need is either essential or desirable.

Particular attention is drawn to Special Bulletin 21/00, dated 20 March 2000, which sets out the procedure to be adopted for applications for courses. A 'Training Needs Request' form C6 MUST be submitted in all such cases.

The detail of identified training needs, which should be agreed at the September review, should be forwarded, through Divisional Training Officers where appropriate, to HQ Training by 1 October to enable the Training Department to formulate their plan for the coming financial year.

Where training needs have been identified, the reviewing officer must comment on action taken to meet those needs.

3.2.3 Self Assessment:

This section is completed by the officer towards the end of the PDR year, i.e. in January or February. This is the officer's opportunity to comment on their own performance. It should include examples of good work and may identify areas for possible improvement, highlighting anything which may have affected the level of performance. This may include such things as change in personal circumstances or a change in the role undertaken.

3.2.4 First Line Manager’s assessment of the past 12 months:

	There are over 300 “Activities” grouped into Core Responsibility clusters; e.g. Personal Responsibility. These are supported by an explanation of what is considered to be effective performance in each activity area together with the Knowledge and Skills required.
	There are 12 Behavioural Competency areas, e.g. Resilience. Each of these has an allocated Complexity Level (A: B or C) based on the role, e.g. a Patrol Constable may need to operate with a higher level of Resilience than a Chief Officer but a Chief Officer may need a higher regard for Strategic Perspective.
	The categories A: B and C are not intended to be used as grades or scores but serve to indicate the level of complexity of each Behaviour in different roles. (This is further explained on the Force Intranet in the Force Issues section under the heading “National Competency Framework.”)
	The Behaviours are supported by Positive and Negative Indicators to assist assessors in reaching an objective assessment of performance.

One of the major changes to the PDR process is that assessors will no longer be asked to give a score or grade. Instead, a number of statements are provided, numbered 1-7. The appropriate Assessment of Performance box should be ticked. The performance standards are;

1. Consistently performs to standard - little development needed

2. Capable of performing to standard - wider development needed

3. Capable of performing to standard - previous development not undertaken

4. Area not fully undertaken - development needed

5. Not performing to standard - development needed

6. Not performing to standard despite development

7. New to role - development plan agreed

Boxes are available for written comments regarding Evidence of Performance and Development Objectives. If there is insufficient space in the boxes a continuation sheet may be added.

3.2.5 Looking ahead:

In this section, officers are given the opportunity to indicate whether they prefer to remain in their own role for the next 12 months or three years or whether they seek to move into a specialist or alternative role. There is also a section where officers can indicate whether they are qualified for promotion or not (if appropriate) and, if qualified for promotion, whether they intend competing in the next promotion process.

These sections are useful for the Career Development Department with regard to succession planning.

3.2.6 In those cases where the reviewing officer is not the Chief Inspector with the responsibility for personnel and support, the document MUST be forwarded to that officer to initial. The document is then forwarded to the Career Development Department at Headquarters. This whole process should have been completed by March or April at the end of the Performance Development Review year. At that time a new Performance Development Review document must be commenced for the following 12 months.

4. EVIDENCE LOGS

4.1 It is recommended that both line managers and individual officers retain evidence sheets to support the annual assessment of performance. It is emphasised that these evidence sheets should reflect both good work that has been identified and recognised, as well as any training and developmental areas which have been assessed and addressed by action plan if that is felt appropriate. Details should also be given of the date and the type of occurrence which relates to the evidence provided. It is also vital that such information is discussed with the officer concerned and for that reason both the individual officer and the line manager should sign and date the evidence sheet as having discussed the various aspects.

4.2 The completion of evidence sheets will be beneficial in a number of ways:-

	The annual Performance Development Review will be more accurate.
	The evidence will be gathered throughout the year and the appraiser will merely transfer evidence from the sheets to the comments review section of the appraisal, thus saving time.
	Because supervisors can use evidence sheets, it would allow an input from everyone who has contact with the individual, this being particularly relevant to area policing where supervisory responsibility is split.
	In order to ensure that evidence is being correctly recorded and kept, the supervisor completing the Performance Development Review will ensure that all evidence sheets are attached to the respective document. These sheets will then remain attached until seen by the reviewing officer who will confirm the evidence recorded accurately reflects the assessments given. Once the appraisal is agreed by the appraisee, the reviewing officer will remove those evidence sheets and they will be given back to the individual officer for him or her to keep or destroy as they see fit.
	The only exception to this occurring will be if the sheets are part of an Unsatisfactory Performance Procedure. In these circumstances they should be kept and stored separately from the appraisal in line with regulations.
	Evidence sheets must be kept in a secure place where no one can gain access to them except the appropriate supervisors. An individual may wish to view their own sheets and this should of course be permitted, however, care should be taken that they only see their own sheets and are not given access to sheets that are being kept relevant to another officer.
	This system clearly outlines supervisors’ responsibilities for completing Performance Development Reviews and recording evidence. As indicated above, officers themselves should be encouraged to collect their own evidence for their supervisor to be able to verify and include within the PDR process.

5. SUMMARY OF THE RESPONSIBILITIES OF THE APPRAISEE AND THE APPRAISER AND OTHER PARTIES TO THE PDR PROCESS

5.1 Responsibilities of the appraisee:

The appraisee is responsible for ensuring that they:-

	Agree the performance objectives with the appraiser
	Contribute to the ongoing review of the objectives
	Complete the self-assessment section
	Agree Development needs
	Complete the Looking Ahead section
	Highlight any discrepancies and resolve with the appraiser or the reviewing officer
	Sign the PDR

5.2 The role of the appraiser:

The appraiser is responsible for ensuring:-

	Preparation for the appraisal interview should commence in plenty of time to enable the necessary information to be collated and consideration given to the performance of the individual officer.
	The interview should take place in a confidential environment and be free from interruptions.
	Sufficient time should also be set aside for the interview to take place.
	Agree appropriate performance objectives with the appraisee linked to local policing plans.
	Ensure the ongoing review of performance against objectives is carried out.
	Identify and agree the development needs with the appraisee, indicating how these may be met and the timescales involved.
	Assess and provide supporting comments of performance over the previous 12 months.
	Obtain the signature of the appraisee in the appropriate areas.
	In any instances where the appraisee wishes to record their disagreement to the assessment, this should be recorded on a separate sheet and attached to the PDR.
	Forward the completed PDR to the reviewing officer.

NB: Where appropriate the appraiser should discuss with other supervising officers the performance of individuals to ensure a complete picture is obtained of that officer’s contribution. This will be essential when the supervisory officer is new in post or the appraised officer has recently been appointed to a new role.

6. THE ROLE OF THE REVIEWING OFFICER

6.1 The reviewing officer should examine the information provided within the document and comment where appropriate, particularly in respect of identified training and development needs.

6.2 The reviewing officer should ensure, via the Senior Personnel Officer, or other nominated person, that the content of the PDR is recorded on the Workforce system.

7. THE ROLE OF THE CAREER DEVELOPMENT OFFICER

7.1 The Career Development Officer will review the contents of the PDR, paying particular attention to the career aspirations of the appraisee and providing relevant advice as appropriate.

8. PDR COMPLETION AND SUBMISSION

8.1 The PDR process is mandatory and all staff will be subject of appraisal. It is hoped that the value of a robust and accurate PDR process will be recognised and that all staff will take an active part in the completion of the document.

8.2 The organisation is actively pursuing a 100% submission rate in relation to PDRs and, in an effort to achieve this target the following measures have been approved.

8.3 The PDR, based on the Integrated Competency Framework, is the formal document in which an officer’s performance is assessed. It is a specific requirement within the ‘Managing and Developing People’ element of the Role Profile for Supervisors to ‘carry out performance reviews’

8.4 Where an officer wishes to apply for an advertised post or a promotion process their PDR relating to the last PDR year must have been completed and received by HQ Personnel.

8.5 This policy will include applications for formal attachments; i.e. CID, Traffic etc..

8.6 This policy will relate to all applications, and the continuation of, payments awarded for Competency Based Enhanced Payments, Special Priority Bonuses and all other performance based awards.

8.7 The following staff will be exempt from this process;

Those in their first year following probation who do not have a completed PDR;

Those who have recently returned from a long term career break or out of force secondment in which case the PDR for the last year in force or that completed during secondment (eg NCS), whichever is the most recent.

8.8 Any officer whose application is made subject of this policy may appeal to HQ Career Development dept., on the following grounds;

They have submitted a PDR to their line manager who has not completed it;

It can be evidenced that a PDR has been submitted but has been lost, (in which case a duplicate of the original will be acceptable).

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