Interview

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• Interview Promotion Preparation
• An Organisational Level View...
• Fraser Murray
• Rock The Boat Consulting

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• How can your organisation best nurture and
  develop its talent through the provision of
  support to those preparing for interview and
  promotion, including relevant competency and
  behavioural frameworks

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• Background
• Processes differ across forces although all use
  Integrated Competency Framework as part of
  recruitment appraisal process
• Process for Officers and police staff very
  different not formal process for staff and they
  can move up a number of grades at a time
• Psychometrics used for above Inspector level
  (although not in all forces) OPQ, MBTI ,
  NEO-PI-R, Hogans Dark Side
• The selection process for transferees is
  completely different in that each force can apply
  own selection criteria and NOT bound by national
  standards

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• NPIA new work based assessment (April 2009)
• More control over number of officers in FORCE
  promotion pools
• Flexible Framework can be tailored to suit needs
  of each Force
• Candidate promoted after work-based assessment
  (Step Four)
• Feedback shows that newly promoted supervisors
  feel supported and developed during work-based
  assessment
• Officers will be supported throughout the
  process, especially during the first 12 months of
  a temporary promotion

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Research tells us...
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• Identifying High Potential
• Performance
• Input from the Individual
• Observed Behaviour
• Development Activity
• Feedback 360 degree
• Output of Assessment process

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• How Development Happens

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Challenge
Support
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• Learning from Experience
• Provide training for Assessors, Interviewers,
  Auditors (e.g. NPIA)
• Ensure feedback is also future or development
  focused, for legislative areas i.e. Diversity
  and for BEHAVIOURAL
• Align Psychometric tools to ICF (e.g. ASSESS)
• Review and refresh competency frameworks to
  emphasise modern day needs such as Partnership
  Skills, Diversity, etc

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Developing Talent

• Could we view our
• Talent Pool
• in alternative ways?

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Everyone has potential

• Can you spot Talent at an earlier age and
  investmore time and money developing people as
  they grow by ensuring Development Plans are even
  better supported and evaluated by ALL line
  managers?

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Developing Talent

• Do your policies allow anyone to make it to the
  top if they perform at the top of their game?

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Developing Talent

• Are policies applied fairly and consistently in
  all areas, at all levels. Do minority groups,
  including STAFF and SPECIALS get treated fairly?
• Do you seek feedback from majority and minority
  groups on how processes could be even better
  than they are?

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Focus on Strengths

• Every individual has strengths they can build on
  and utilise more
• Investing in top talent with high potential
  usually gives even greater value return to the
  organisation

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Developing Talent

• How do we support successful candidates when
  promoted?
• Ensure all promotees have a development plan
• Offer transition coaching support into new roles

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Developing Talent

• Do the Runners Up also get support to cope
  with their disappointment ?
• Do Line Managers and Mentors give them
  appropriate support in all cases?
• Could we do it better?

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Developing Talent

• Some people fail twice and there are perceptions
  that they fail because they dont understand the
  processe.g. That bullet point answers may be
  easier to mark than essays!

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Some are Distraught

• Some people feel very occasionally
  bitter,rejected, even angry
• Do we give them supportbeyond the feedback
  toassist them with theirdevelopment plan?
• Do they feel cared for andmotivated after
  failure?

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Support from Mentors

• Could we improve consistency of support from Line
  Manager and/or Mentor
• Mentoring very successful IF training
  matching process are effective
• Need to train sufficient mentors to cope with
  demand from Talent at all levels. Where short of
  trained mentors, training mentees is also
  effective

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Row Your Own Career Boat

• Encourage individuals to take responsibility for
  getting their own mentors and to take
  responsibility for driving their development and
  their career
• Also, ensure that they are clear on where and how
  to go about getting the support they need, if
  they are proactive

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Career Breaks
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Oversee Options
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Best Use of Budget

• Be creative when working with internal
  andexternal partners who provide Training,
  Coaching and Mentoring
• Share Best PracticeCentrally and usinglatest
  technology

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Some feedback from POLICE OFFICERS

• NPIA Processes are establishing better and more
  consistent standards. Speed of progress feels
  very slow to get all forces on board. WHY??
• Lots of information on various sites difficult
  for officers/staff to findCould information all
  be in one defined area as part of preparation?
• Support is about who you know that have been
  through process or who you know thats part of
  the process. Networking and mentoring will always
  take place... Is that a measurement of high
  potential? If not, how can we make this available
  in a consistent manner to all candidates?
• Perception amongst male officers is that females
  get recruited and promoted not just when equal to
  males, but also when rated below males. (The
  High Potential Scheme reported on NPIA website
  doesnt support this theory). What is the
  perception v reality within your Force?

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• The ICF Assessment,
• Selection Promotion processreflects our modern
  day policing needs
• DISCUSS

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• What can your Force.

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• What can your Force.

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• What can your Force.

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Thank you Rock the Boat Consulting Find out
more about how we can support you

• Fraser Murray, Managing Director
• Mobile [phone]
• Tel [phone]
• www.rocktheboatconsulting.com