performance management framework inspector christian ellis
TRANSCRIPT
Performance ManagementFramework
Inspector Christian Ellis
Why have it?
• The corporate performance review framework is the central mechanism for driving the force forward to achieve both continuous & sustainable performance improvements
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?
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
So what does this mean?
• The performance review framework covers the whole force
• It looks at achievements as well as areas for development
What does it do?
• The review framework is cohesive
• There are a number of tools that have been combined to support it’s implementation
Performance Management
• Covers performance at Force and ‘Basic Command Unit’ level
• Includes performance documents, crime & detection statistics, IQUANTA, PPAF, statutory performance indicators & NSIR
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
EPDR
• Electronic Personal Development Review
• Carried out yearly
MPR
• Monthly Performance Review
• Carried out monthly• Based on People
Professionalism Partnerships & Problem Solving
MPR
• Collects team & individual performance data
• Allows questions to be asked
Performance Management
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
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
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
Managing Performance
Performance Review Cycle
1. Results2. Analysis
3a. Other Links
3. Review
4. Improvement
5. Plan6. Resources7. Activity
8. Measurement
9. Monitoring
Role of the supervisor
• Supervisors can assist the Performance Management framework by doing meaningful MPR’s & PDR’s
Role of the supervisor
• Feedback should pass both ways
• A good performance review should be a 2 way process between PC & Sgt
Feedback
Myths
• Performance management is not a ‘Big Brother’ to keep people under the cosh
Myths
• People who work hard are recognised
• People who do not work hard are developed
Myths
• Individual targets should not normally be set
• With one exception• Continuous
Professional Development
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
Key Principles
• Planning
• Supporting
• Reviewing
Performance Review
Force
Objectives
Service Unit
Objectives
Personal
Objectives
Team
Objectives
Service
Delivery
Setting Objectives
• Based around the role profile
• Linked to policing strategies
• Set to improve & achieve
• Based on the ‘SMART’ principle
Monthly Performance Reviews
• Carried out monthly
• Set interim objectives
• Address blocks of performance
• Underpins EPDR
Lessons Learnt
• It is the supervisors responsibility to;
• Achieve objectives• Give clear instructions• Support the individual• Record accurately
Evidence
• Continuous assessments
• Personal records• Correspondence• Feedback• Reports• Certificates• PMF• EPDR’s & MPR’s
Ratings
• Achieved
• Partially Achieved
• Not Achieved
• Withdrawn
Developmental or Action Plan
• Development of individual
• Personal goals• Broaden skills• Promotion
• Action plan individual• Performance• Skills gap• Standards
Action Plan
•It is not a way of pleasing someone
•Its is a development tool
Supervisors Responsibilities
• Monitoring specific tasks
• Review and update
• Challenge and evidence
• Standard Setting
• NO WARNINGS GIVEN!
Good Practice
• Timely
• Accurate
• Evidenced
QUESTIONS