Succession Planning Policy and Procedure

Size: px
Start display at page:

Download "Succession Planning Policy and Procedure"

Transcription

1 Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy Policy Section Procedure Section Yes Yes Suitable for Publication Protective Marking Not Protectively Marked PRINTED VERSIONS SHOULD NOT BE RELIED UPON. THE MOST UP TO DATE VERSION CAN BE FOUND ON THE FORCE INTRANET POLICIES SITE.

2 Table of Contents 1. Policy Section Statement of Intent Aim and Rationale Visions and Values Securing Trust and Confidence Standards Legal Basis People, Confidence and Equality Impact Assessment Monitoring / Feedback Procedure Section Succession Planning Model Assessment Process Oversight Arrangements Selection Process Personal Development Plan Consultation and Authorisation Consultation Authorisation of this version Version Control Review Version History Related Forms Document History...9 Succession Planning Policy and Procedure P08:2012 V 1.0 2

3 1. Policy Section 1.1 Statement of Intent Aim and Rationale This policy is intended to provide a strategic framework to ensure the Force has identified its key posts and has considered issues of resilience in support of the delivery of the Dorset Police Workforce Plan. The policy details the definition of succession planning, the roles and responsibilities of those involved, how to identify successors for vacant posts and how to recruit and select successors. Succession Planning is a major aid to business continuity management and is a process by which one or more successors are identified to replace business critical and leadership roles within the organisation. The Succession Planning Model recognises future business requirements and provides development opportunities and career pathways within teams and departments to maximise learning and development investment. The policy will link workforce supply and business demand with the overall aim to ensure that the right people are in the right place at the right time with the right skills to meet the needs of the people and communities we serve. 1.2 Visions and Values Dorset Police is committed to the principles of One Team, One Vision A Safer Dorset for You Our strategic priority is to achieve two clear objectives: To Make Dorset Safer To Make Dorset Feel Safer In doing this we will act in accordance with Our Values of: Integrity Professionalism Fairness and Respect 1.3 Securing Trust and Confidence This document seeks to achieve the Priority to Make Dorset Feel Safer by Securing Trust and Confidence. Research identifies that this is achieved through delivering services which: 1. Addresses individual needs and expectations 2. Improve perceptions of order and community cohesion 3. Focus on Community Priorities 4. Demonstrate Professionalism 5. Express Force values Succession Planning Policy and Procedure P08:2012 V 1.0 3

4 6. Instil confidence in staff 2 Standards 2.1 Legal Basis The Winsor Part 2, Government commissioned report of the Review of Police and Police Staff Pay and Conditions published on 15 th March 2012 recommended that each force should establish a succession planning system which identifies projected vacancies and the people most likely to be best fitted to fill them, bearing in mind the long-term as well as the short-term needs of the individual, the Force and the police service as a whole. The primary responsibility for this lies with Business Change Managers and senior officers. 2.2 People, Confidence and Equality Impact Assessment During the creation of this document, this business area is subject to an assessment process entitled People, Confidence and Equality Impact Assessment (EIA). Its aim is to establish the impact of the business area on all people and to also ensure that it complies with the requirements imposed by a range of legislation. 2.3 Monitoring / Feedback The HR Specialist Officer, Core HR, will be responsible for overseeing this policy to ensure a consistent Force approach is maintained. Strategic oversight of Succession Planning is provided by the Workforce Planning Board on a quarterly basis. Feedback relating to this policy can be made in writing or by to: Address: HR Specialist (Core HR), LDU Department, Dorset Police, Winfrith, Dorset, DT2 8DZ Telephone: Succession Planning Policy and Procedure P08:2012 V 1.0 4

5 3 Procedure Section 3.1 Succession Planning Model Succession Planning is a major aid to business continuity management and is a process by which one or more successors are identified to replace business critical and leadership roles within the organisation. Succession planning sits inside a much wider strategic framework encompassing areas such as resource management, skills analysis and career development. In very simple terms it is about ensuring we have the right people in the right place at the right time A three tier model for Succession Planning has been developed for the Force to ensure that all roles are covered. This model builds upon existing policies and procedures relating to such issues as performance appraisal, talent management, coaching and mentoring. The three tiers of the model are:- Future Leaders This tier specifically covers ACPO and Commander/ Departmental Heads. Key Teams This will cover those teams that are specifically highlighted as essential to the delivery of current Force organisational and operational priorities. These teams are identified through the setting of the Annual Policing Plan. Key People This tier will cover the remainder of the organisation and recognises that all post holders are important to the delivery of the Forces strategic objectives to: Make Dorset Safe and to Make Dorset Feel Safer. 3.2 Assessment Process A framework has been developed to ensure consistent assessment of all roles for the purposes of succession planning. This requires a review of the post and the post holder using the questions and scoring mechanism detailed below: Question 1 Is the post absolutely critical to the delivery of the current control strategy/service plan? Yes, absolutely critical (3 points); Not critical to control strategy/service plan, but key to the effectiveness of the Department (2 points); All other roles (1 point). Question 2 What is the likelihood of a vacancy occurring within the next 12 months, given the age profile(s), turnover rates and individuals stated intentions? Very likely (3 points); Likely within the next 3 years (2 points); Unlikely within the next 3 years (1 point). Question 3 - Do the skills and experience required to fulfil the role exist in the market place if a vacancy does occur? Very unlikely (3 points); Available, but only in the police service (2 points); Available within the organisation/wider market (1 point). Succession Planning Policy and Procedure P08:2012 V 1.0 5

6 3.2.2 On an annual basis, the Business Change Managers aligned to the Force Operational Command Areas will be responsible for co-ordinating the succession planning review process for their area and ensuring a complete corporate record exists The assessment can be made by any relevant manager; however, the Business Change Managers will be responsible for moderating scores to ensure consistency The Force workforce plan will provide a key reference tool when undertaking the review, as it provides context and details of likely future challenges that will impact on our workforce profile and availability of resource at a National, Regional and Local level. 3.3 Oversight Arrangements The Business Change Managers should ensure that the Operational Command Teams/Departmental Heads keep succession planning for their area under constant review It is the responsibility of the Commander/Department Head to ensure formal succession plans are in place and being progressed wherever it is deemed advantageous, however, they must ensure ALL posts, with a succession plan score of 8 or more have an active succession plan in place. A copy of the succession planning template is available on the following link: - Succession planning template The Business Change Managers will present a quarterly update to the Workforce Planning Board summarising the position with regard to succession planning in their area. This report will detail any significant changes and specifically highlight the current situation in relation to key teams and those posts with a succession planning score of 8 or more The Workforce Planning Board will maintain a corporate overview of the position as reported by the Business Change Managers and highlight key issues such as potential future skills gaps and requirement for additional funding, to the Chief Officer Group via the Director of HR The Director of HR is responsible for presenting details relating to future leaders to the Chief Officer Group. The Chief Officer Group will then ensure succession planning is considered in respect of all ACPO, Commanders and Departmental Head roles. 3.4 Selection Process Difficulties can occur when individuals perceive that selection for succession planning purposes guarantees access to a given job role in the future. To reinforce that this is not the case, the Force will operate a succession planning selection process separate from its recruitment mechanisms Operational Command Teams/Departmental Heads will decide whether it is necessary to commence a succession planning selection process. Succession Planning Policy and Procedure P08:2012 V 1.0 6

7 3.4.3 If the development opportunity is freely available to a range of individuals, for example, using local coaching/mentoring, access to projects, etc. then the Command Area/Department do not need to advertise. Similarly, if support is being provided to an individual as part of normal development through the PDR process, then there is no requirement to advertise Where, however, there is an organisational need to develop an individual(s) for the purposes of formal succession planning, and that development opportunity is limited, then there should be an open selection process. In such cases, an internal advert will be placed, outlining the role and range of support to be put in place to develop the individual s potential The selection process itself will seek to measure potential not existing ability, but in all other senses, will follow normal recruitment processes Commanders/Heads of Department must ensure that disabled members of staff are not disadvantaged and have the same access to training and career development opportunities as other employees A fair and consistent approach must be adopted to consider requests from all staff who work on a flexible basis to assist individuals balance their working life with other commitments The successful candidate will be provided with a Personal Development Plan, not a new contract. The plan will set out what support is to be provided and detail the commitment expected of the individual. At any stage, management or the individual selected are entitled to bring the Personal Development Plan to an end as there is no actual or intended contractual commitment involved It should be noted that selection under succession planning arrangements does not automatically provide a guarantee of any form of release from the individual s substantive role. Whilst it may be necessary to seek temporary release to complete a project or undertake specialist training, this is not available as a right and would require support of the existing line manager. If an individual is refused release from their local line manager, the matter will be referred to the Director of HR or their chosen representative, who will then determine whether release is in the greater corporate interest, or whether an alternative development approach would be appropriate. Should it prove impossible to resolve, then the second placed candidate will be appointed or a further selection process will be undertaken. The decision of the Director of HR in such cases is final and not subject of appeal When the anticipated vacancy occurs, it is not permissible to simply select the individual who has been subject to support under the succession planning arrangements. Whilst they will hopefully be a strong candidate having undertaken role specific development, the job will be advertised under normal recruitment arrangements, with selection now being based on ability, not potential. A copy of the Police Staff Recruitment and Selection Policy is available on the Intranet or by clicking on the following link: Police Staff Recruitment and Selection Policy Succession Planning Policy and Procedure P08:2012 V 1.0 7

8 3.5 Personal Development Plan Not Protected Individual selected to receive support as part of formal succession planning, should be provided with a tailored Personal Development Plan The Personal Development Plan will, by its very nature, support development of the individual, but there is no guarantee that any activity that requires Force funding will be provided. Such requests will be subject to the normal prioritisation process for dealing with training requirements. A Personal Development Plan Template can be accessed via the -following link:- Personal Development Plan Various Force policies, processes and schemes are in place that support succession planning and inform Personal Development Plans, these include: Professional and Personal Portfolio; Protected learning time; Mentoring/coaching; Career development attachments; E-learning; Provision of training When preparing a Personal Development Plan, the relevant manager should ensure that they consider development in its widest sense and look for a suitably blended programme to develop both knowledge and experience. 4 Consultation and Authorisation 4.1 Consultation Version No: 1.0 Name Rank/Role Date Police & Crime Commissioner Mr C Chamberlain 07/02/2013 Police Federation Superintendents Association UNISON Other Relevant Partners (if applicable) Superintendent M Cooper 07/02/2013 Mrs D Potter Director of Human Resources Succession Planning Policy and Procedure P08:2012 V 1.0 8

9 4.2 Authorisation of this version Version No: 1.0 Name Rank/Role Date Mrs L Tong 15/11/2012 Prepared: Quality assured: Authorised: Approved: Inspector 1810 Power 26/2/2013 Mrs N Anderson 26/2/2013 Mr G Smith 5 Version Control 5.1 Review Date of next scheduled review Date: Version History Version Date Reason for Change Created / Amended by Initial Document Mrs L Tong 5.3 Related Forms Force Ref. No. Title / Name Version No. Review Date 5.4 Document History Present Portfolio Holder Mr G Smith Present Document Owner Mrs N Anderson Present Owning Department Organisational Development Unit Details only required for version 1.0 and any major amendment ie 2.0 or 3.0: Name of Board: Workforce Planning Board Date Approved: Chief Officer Approving: Template version January 2013 Succession Planning Policy and Procedure P08:2012 V 1.0 9

Relief (Casual) Workers Policy and Procedure

Relief (Casual) Workers Policy and Procedure Relief (Casual) Workers Policy and Procedure Reference No. P13:2009 Implementation date 22112012 Version Number V1.2 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection

More information

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY AGENDA ITEM: REPORT TO: POLICY & FINANCE COMMITTEE DATE: 19 TH OCTOBER, 2006 REPORT NO. REPORTING OFFICER: CONTACT OFFICER: OFFICERS CONSULTED: SUBJECT: CFO/193/06 CHIEF FIRE OFFICER DIRECTOR OF PEOPLE

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Career Development Policy

Career Development Policy 1 Career Development Policy POLICY RECORD DETAILS DATE AGREED: 24th September 2010 VERSION No. POLICY OWNER: ORGANISATION DEVELOPMENT MANAGER JOB TITLE Dept / Directorate HUMAN RESOURCES CONTRIBUTORS:

More information

EMPLOYMENT COMMITTEE 15 JUNE 2005. SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources)

EMPLOYMENT COMMITTEE 15 JUNE 2005. SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources) EMPLOYMENT COMMITTEE 15 JUNE 2005 (ITEM 8) SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources) 1 INTRODUCTION 1.1 Succession planning is increasingly gaining acceptance

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

Business Continuity Management Policy

Business Continuity Management Policy Governance: Business Committee Policy Owner: Chief Superintendent, Corporate Services Department: Corporate Services Policy Number: 002 Version: 3.0 Policy Writer: Business Continuity Co-ordinator Effective

More information

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:

More information

Consultation on the Implementation of Direct Entry in the Police

Consultation on the Implementation of Direct Entry in the Police Consultation on the Implementation of Direct Entry in the Police Contents Consultation summary... 3 Current situation... 5 The future... 6 Independent Review of Police Officer and Staff Remuneration and

More information

NOT PROTECTIVELY MARKED. Date: 30 JULY 2015 DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT

NOT PROTECTIVELY MARKED. Date: 30 JULY 2015 DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT Agenda Item: 13 Report To: Report No: SCOTTISH FIRE AND RESCUE SERVICE BOARD B/POD/07-15 Date: 30 JULY 2015 Report By: DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT Subject: SCOTTISH

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7. Poole, with requirement for some travel across Dorset

DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7. Poole, with requirement for some travel across Dorset DORSET CLINICAL COMMISSIONING (CCG) WORKFORCE LEAD - DEVELOPMENT BAND 7 POST DETAILS Post Title: Directorate: Work Base: Reports to: Accountable to: Workforce Lead - Development Engagement and Development

More information

Restructure, Redeployment and Redundancy

Restructure, Redeployment and Redundancy Restructure, Redeployment and Redundancy Purpose and Scope From time to time the Lake District National Park Authority will need to reorganise its services and staffing to meet changes that arise in future

More information

Employee Performance Management Policy

Employee Performance Management Policy Employee Performance Management Policy Contents 1. Policy Statement... 2 2. Scope... 2 3. Roles and Responsibilities... 3 4. Competency Based Performance Management... 4 5. Corporate and Service Priorities

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ROCKHAMPTON REGIONAL COUNCIL ENTERPRISE RISK MANAGEMENT FRAMEWORK 2013 Adopted 25 June 2013 Reviewed: October 2015 TABLE OF CONTENTS 1. Introduction... 3 1.1 Council s Mission... 3 1.2 Council s Values...

More information

COMMITTEE: HUMAN RESOURCES REF NO: HR/13/47 DATE: 12 MARCH 2014 ORGANISATIONAL CHANGE MANAGEMENT AND REDEPLOYMENT POLICY

COMMITTEE: HUMAN RESOURCES REF NO: HR/13/47 DATE: 12 MARCH 2014 ORGANISATIONAL CHANGE MANAGEMENT AND REDEPLOYMENT POLICY 10 COMMITTEE: HUMAN RESOURCES REF NO: HR/13/47 DATE: 12 MARCH 2014 SUBJECT: PORTFOLIO HOLDER: HEAD OF SERVICE: ORGANISATIONAL CHANGE MANAGEMENT AND REDEPLOYMENT POLICY CLLR MARTIN COOK DAVID FIELD Short

More information

West Midlands Police Job Description. Deputy Chief Constable

West Midlands Police Job Description. Deputy Chief Constable West Midlands Police Job Description Post title: Department: Corporate Communications Responsible to: Deputy Chief Constable Responsible for: All staff within the Corporate Communications Department Grade:

More information

Managing Change HR Policy and Procedures

Managing Change HR Policy and Procedures Managing Change HR Policy and Procedures Incorporating changes following the review process in September 2012 Issued October 2012 2 Contents Page 1. Scope 3 2. Managing Organisational Change Key Principles

More information

Workforce Planning, Succession Planning and Capability Planning. 13

Workforce Planning, Succession Planning and Capability Planning. 13 Report title Agenda item Workforce Planning, Succession Planning and Capability Planning. 13 Meeting Human Resources, Health & Safety and Equalities Panel 13 November 2008 Date Report by Document Number

More information

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached. Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

Management of Change (Police Staff)

Management of Change (Police Staff) PG 043 Type of Document: Management of Change (Police Staff) Manager s Guide Version: 1.1 Registered Owner: Author: Head of HR & OD Jill Samuels, HR Projects Effective Date: October 2014 Review Date: October

More information

Directors of Public Health in Local Government

Directors of Public Health in Local Government Directors of Public Health in Local Government i) Roles, responsibilities and context 1 DH INFORMATION READER BOX Policy Clinical Estates HR / Workforce Commissioner Development IM & T Management Provider

More information

Information Governance Policy

Information Governance Policy Information Governance Policy Version: 4 Bodies consulted: Caldicott Guardian, IM&T Directors Approved by: MT Date Approved: 27/10/2015 Lead Manager: Governance Manager Responsible Director: SIRO Date

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

CHANGE MANAGEMENT POLICY AND PROCEDURE

CHANGE MANAGEMENT POLICY AND PROCEDURE CHANGE MANAGEMENT POLICY AND PROCEDURE This Change Management Policy and Procedure contains guidance to managers and staff who are involved in the development and implementation of changes in working arrangements

More information

Clare College Cambridge

Clare College Cambridge Clare College Cambridge Staff Training and Development Policy Clare College is committed to the support of staff development for all staff. The key purpose is to facilitate personal and professional development

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Recruitment and Selection Procedure

Recruitment and Selection Procedure Recruitment and Selection Procedure INTRODUCTION The College aims to attract, select and retain the best candidate to any given vacancy within the college. The College is committed to safeguarding and

More information

JOB DESCRIPTION. 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial Teacher Education (ITE)

JOB DESCRIPTION. 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial Teacher Education (ITE) JOB DESCRIPTION 1. JOB TITLE: Senior Lecturer in Art Education 2. HRMS REFERENCE NUMBER: HR14486 3. ROLE CODE: FINSLTSR5 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

Policy Document Control Page

Policy Document Control Page Policy Document Control Page Title Title: Information Governance Policy Version: 5 Reference Number: CO44 Keywords: Information Governance Supersedes Supersedes: Version 4 Description of Amendment(s):

More information

MPS TALENT MANAGEMENT FRAMEWORK

MPS TALENT MANAGEMENT FRAMEWORK Appendix 1 MPS TALENT MANAGEMENT FRAMEWORK Introduction Talent management has been identified as an increasingly important strategic challenge for the Metropolitan Police Service (MPS). Looking across

More information

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Job title: Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Contract type: Permanent About Teach First How much you achieve in life should not be determined

More information

Human Resources and Training update

Human Resources and Training update 4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.

More information

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy Liverpool Community Health NHS Trust Recruitment & Selection Policy Version Number: Ratified by: V1 HR & OD Committee Date of Approval: November 2010 Name of originator/author: Approving Body / Committee:

More information

ACHIEVING EQUALITY, IMPROVING CONFIDENCE MPS DIVERSITY AND EQUALITY STRATEGY 2009-2013

ACHIEVING EQUALITY, IMPROVING CONFIDENCE MPS DIVERSITY AND EQUALITY STRATEGY 2009-2013 ACHIEVING EQUALITY, IMPROVING CONFIDENCE MPS DIVERSITY AND EQUALITY STRATEGY 2009-2013 1 INTRODUCTION Diversity and equality are not just words: they are critical to our ability to police London effectively

More information

HUMAN RESOURCES STRATEGY & UPDATE

HUMAN RESOURCES STRATEGY & UPDATE Item 7 REPORT TO : STRATEGIC SCRUTINY MEETING 7 TH JANUARY 2016 REPORT BY: JO KANE AND ANN MARIE BULL TITLE: HUMAN RESOURCES STRATEGY & UPDATE 1. Summary 1.1 This report updates the Commissioner on key

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

Guide to Job Sharing. Contents

Guide to Job Sharing. Contents Guide to Job Sharing Contents Introduction... 2 What is job sharing... 2 Benefits of job sharing... 2 Filling a post on a job sharing basis... 3 Successful job sharing: essentials for job sharers... 6

More information

Recruitment and Helpdesk Co-ordinator EHA3134

Recruitment and Helpdesk Co-ordinator EHA3134 It is important to note that this job description is a guide to the work you will be required to undertake. It may change from time to time to meet the needs of the service. It does not form part of your

More information

HR13: Workforce Development Policy

HR13: Workforce Development Policy Purpose This policy guides decision making in relation to recruitment and selection of staff for Jasmine Education Group. They are supported by, and linked to the company s Code of Practice, Staff Code

More information

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for

More information

Recruitment and Selection Services Centre Team Leader

Recruitment and Selection Services Centre Team Leader Job Description Recruitment and Selection Team Leader Band 5 Job Title: Band: Reports to: Recruitment and Selection Services Centre Team Leader 5 ( 21,388-27,901 per annum) Service Delivery Manager Accountable

More information

Office of Police & Crime Commissioner Devon & Cornwall Policy Cover Sheet

Office of Police & Crime Commissioner Devon & Cornwall Policy Cover Sheet Office of Police & Crime Commissioner Devon & Cornwall Policy Cover Sheet Policy Name: Version Number: V1.0 Date: 9 November 2012 Policy Author: Policy by: Authorised Disciplinary Policy Formerly Disciplinary

More information

Equality & Diversity Strategy

Equality & Diversity Strategy Equality & Diversity Strategy Last updated March 2014 1 Statement of commitment Ombudsman Services is committed to equality of opportunity and respect for diversity. As an equal opportunities employer,

More information

National succession planning framework for children s services Section two: Resources

National succession planning framework for children s services Section two: Resources National succession planning framework for children s services Section two: Resources This section provides a range of materials to support use of section one of the national succession planning framework

More information

Shepway District Council Risk Management Policy

Shepway District Council Risk Management Policy Shepway District Council Risk Management Policy Contents Section 1 Risk Management Policy... 3 1. Updates and amendments... 3 2. Definition... 3 3. Policy statement... 3 4. Objectives... 3 Section 2 Risk

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACT

More information

JOB DESCRIPTION. POST: Head of Housing and Security DATE: November 2015. Grade 8-38,896 to 46,414 per annum, pro rata

JOB DESCRIPTION. POST: Head of Housing and Security DATE: November 2015. Grade 8-38,896 to 46,414 per annum, pro rata JOB DESCRIPTION POST: Head of Housing and Security DATE: November 2015 DEPARTMENT: Estates and Facilities Services (EFS) POST NO: EFS-HO1M STARTING DATE: January 2016 SALARY RANGE: HOURS: Grade 8-38,896

More information

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1.

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1. OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services FACS Organisational Design Program May 2015 V1.1 Table of contents 1 Background... 3 1.1 The purpose of

More information

Confident in our Future, Risk Management Policy Statement and Strategy

Confident in our Future, Risk Management Policy Statement and Strategy Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents

More information

Retirement Policy (Police Officers and Police Staff)

Retirement Policy (Police Officers and Police Staff) Retirement Policy (Police Officers and Police Staff) Publication Scheme Y/N Department of Origin Policy Holder Author Related Documents Can be published on Force Website Personnel Head of HR Head of Employee

More information

Directors of Public Health in Local Government. Roles, Responsibilities and Context

Directors of Public Health in Local Government. Roles, Responsibilities and Context Directors of Public Health in Local Government Roles, Responsibilities and Context October 2013 You may re-use the text of this document (not including logos) free of charge in any format or medium, under

More information

Employee Performance Management Policy and Procedure

Employee Performance Management Policy and Procedure Employee Performance Management Policy and Procedure Document Control Document Ref: HREPM001 Date Created: Sept 2007 Version: 1.4 Date Modified: April 2015 Revision due Author: Jane Milone Sign & Date:

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Director of Organisational Development & Workforce DISCIPLINARY POLICY

Director of Organisational Development & Workforce DISCIPLINARY POLICY Directorate of Organisational Development & Workforce DISCIPLINARY POLICY Reference: OWP017 Version: 3.0 This version issued: 15/05/13 Result of last review: Major changes Date approved by owner (if applicable):

More information

Vale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011

Vale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011 Vale of Glamorgan Overview Report: Review of HR and Workforce Planning November 2011 Content 1 Introduction 1 2. Review Findings 3 3. The Way Forward 17 2012 Grant Thornton UK LLP. All rights reserved.

More information

Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014

Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 TFA document Supporting all NHS Trusts to achieve NHS Foundation Trust status by April 2014 Tripartite Formal Agreement between: Walsall Healthcare NHS Trust NHS West Midlands Department of Health Introduction

More information

Devon County Council. Social Work Career Structure

Devon County Council. Social Work Career Structure Devon County Council Social Work Career Structure September 2010 Introduction The Career Structure for Social Workers is intended for all qualified and Registered Social Workers employed by Devon County

More information

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework (ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people

More information

The NHS Foundation Trust Code of Governance

The NHS Foundation Trust Code of Governance The NHS Foundation Trust Code of Governance www.monitor-nhsft.gov.uk The NHS Foundation Trust Code of Governance 1 Contents 1 Introduction 4 1.1 Why is there a code of governance for NHS foundation trusts?

More information

Revised Human Resources Strategy

Revised Human Resources Strategy Background Revised Human Resources Strategy WHO is a knowledge-based organization, and depends on a highly skilled, flexible and motivated workforce 1 1. The HR strategy currently in effect, Build One

More information

Locking Stumps Community Primary School. School Business Manager Job Description

Locking Stumps Community Primary School. School Business Manager Job Description Locking Stumps Community Primary School School Business Manager Job Description JOB DESCRIPTION Job Title: School Business and Development Manager Terms and Conditions Term Time Only Annual leave Holidays

More information

1 NOT PROTECTIVELY MARKED

1 NOT PROTECTIVELY MARKED Policy Title Promotion Police Officers CCMT Sponsor Director of People Department/Area People Directorate Section/Sector People Services CONTENTS: 1.0 Rationale 2.0 Intention 3.0 General Principles 4.0

More information

Panel Services Australian Public Service Commission. Our Vision. The Panels

Panel Services Australian Public Service Commission. Our Vision. The Panels Panel Services Australian Public Service Commission The Australian Public Service Commission (the Commission) plays a central role within the Australian Public Service (APS) in assisting to build the capability

More information

LINCOLNSHIRE POLICE Policy Document

LINCOLNSHIRE POLICE Policy Document LINCOLNSHIRE POLICE Policy Document Code of Ethics All staff involved in carrying out functions under this policy and associated procedures and appendices will do so in accordance with the principles of

More information

Scotland s public sector workforce. Good practice guide

Scotland s public sector workforce. Good practice guide Scotland s public sector workforce Good practice guide Prepared by Audit Scotland March 2014 Contents Introduction... 4 Purpose of the guide... 4 What s in the guide?... 4 Part 1. Good practice in workforce

More information

Opportunities for All. Supporting all young people to participate in post-16 learning, training or work

Opportunities for All. Supporting all young people to participate in post-16 learning, training or work Opportunities for All Supporting all young people to participate in post-16 learning, training or work SUPPORTING IMPLEMENTATION Context The Scottish Government recognises the disproportionate impact that

More information

People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO)

People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO) Position Description Manager Strategy and Capability Business unit: Responsible to: Position purpose: Direct reports: People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People

More information

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This

More information

JOB DESCRIPTION. Tatchbury Mount base and other Southern Health Sites as required

JOB DESCRIPTION. Tatchbury Mount base and other Southern Health Sites as required JOB DESCRIPTION Job Title: Band: Hours: Location: Accountable to: Lead Manager for Workforce Planning & Resourcing 8a 37.5 per week Tatchbury Mount base and other Southern Health Sites as required Deputy

More information

Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1

Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1 Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1 Previously known as Attendance Management Policy Lead executive Name / title of author: Janet Wilkinson, Director

More information

Job Description / Person Specification

Job Description / Person Specification Job Description / Person Specification Job Title: Executive Support Manager Post Number: PO 2017 Division/Department/Section: Office of the Police and Crime Commissioner Line Manager Chief Executive PO

More information

Job Description. contribute to the development and successful implementation of ATM s plans.

Job Description. contribute to the development and successful implementation of ATM s plans. Job Description Position: Curriculum and Operations Manager Salary Range: 34,295 to 38599 Reporting to: Director of Operations and Performance Responsible for: Programme Leader, Advance Teaching Practitioner,

More information

BOARD OF DIRECTORS. David Wilkinson Director of Workforce & OD. For Assurance

BOARD OF DIRECTORS. David Wilkinson Director of Workforce & OD. For Assurance BOARD OF DIRECTORS Date of Meeting: 26 March 2014 Title of Report: Status: Public Report of: David Wilkinson Director of Workforce & OD Prepared by and contact details: Purpose of the Report: Sue Smith

More information

Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust Meeting the Public Sector Equality Duties Summary Statement May 2015

Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust Meeting the Public Sector Equality Duties Summary Statement May 2015 Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust Meeting the Public Sector Equality Duties Summary Statement May 2015 1.0 Introduction 1.1 At RBCH, we recognise that equality means treating

More information

HUMAN RESOURCES STRATEGY

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGY Last Updated: February 2014 Human Resources Committee: February 2014 Corporation Approval: April 2014 Review Date: April 2017 HUMAN RESOURCES STRATEGY 1. Introduction 1.1. The

More information

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

Supervisors Guide to Induction and Onboarding

Supervisors Guide to Induction and Onboarding Supervisors Guide to Induction and Onboarding Human Resources University of Southern Queensland Document title 1 Contents... 1 Welcome... 3 What is induction and onboarding?... 3 Induction... 3 Onboarding...

More information

Organisational Development Improvement Strategy 2009-2011 Delivering results through our people

Organisational Development Improvement Strategy 2009-2011 Delivering results through our people Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change

More information

HR Business Partner Candidate Information Pack. http://www.gov.uk/environment-agency

HR Business Partner Candidate Information Pack. http://www.gov.uk/environment-agency HR Business Partner Candidate Information Pack Please consider the environment and only print this document if you really need to. Job title: HR Business Partner Job location: Bridgwater, Exeter Date:

More information

Information Commissioner's Office

Information Commissioner's Office Phil Keown Engagement Lead T: 020 7728 2394 E: philip.r.keown@uk.gt.com Will Simpson Associate Director T: 0161 953 6486 E: will.g.simpson@uk.gt.com Information Commissioner's Office Internal Audit 2015-16:

More information

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested

More information

Organisational Change Policy NO. HRP11

Organisational Change Policy NO. HRP11 DRAFT VERSION 1 Organisational Change Policy NO. HRP11 Applies to: All Staff Committee for Approval Education and Workforce Committee Date of Approval: September 2012 Review Date: September 2014 Name of

More information

APPENDIX A TRAINING AND DEVELOPMENT STRATEGY

APPENDIX A TRAINING AND DEVELOPMENT STRATEGY TRAINING AND DEVELOPMENT STRATEGY 1 CHESTER-LE-STEEET DISTRICT COUNCIL TRAINING AND DEVELOPMENT STRATEGY 1 INTRODUCTION Chester-le-Street District Council continues to change and must constantly adapt

More information

Medical leadership for better patient care: Support for healthcare organisations 2015

Medical leadership for better patient care: Support for healthcare organisations 2015 Medical leadership for better patient care: Support for healthcare organisations 2015 1 Our vision is to see and inspire excellence in medical leadership and drive continuous improvement in health and

More information

Identify your future leaders with Kallidus Talent

Identify your future leaders with Kallidus Talent Identify your future leaders with Kallidus Talent kallidus.com/ Future proof and develop your team and safeguard your organisation Kallidus Talent Talent and succession planning needn t be difficult. Kallidus

More information

Stakeholder Question 1. Strongly Disagree Disagree Don t Know Agree Strongly Agree

Stakeholder Question 1. Strongly Disagree Disagree Don t Know Agree Strongly Agree Modernising Pharmacy Careers Review of Post-Registration Career Development Discussion Paper PRO FORMA FOR CAPTURING RESPONSES TO STAKEHOLDER QUESTIONS Please complete and return to: MPCProgramme@dh.gsi.gov.uk

More information

Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report

Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report Careers in Research Online Survey (CROS) 2011 Newcastle University CROS 2011 Summary Report Introduction CROS has been important in capturing the anonymous views and experiences of Newcastle research staff

More information

HEALTH AND SOCIAL SERVICES SYSTEM EXECUTIVE LEADERSHIP DEVELOPMENT PROGRAM PROGRAM GUIDELINES

HEALTH AND SOCIAL SERVICES SYSTEM EXECUTIVE LEADERSHIP DEVELOPMENT PROGRAM PROGRAM GUIDELINES HEALTH AND SOCIAL SERVICES SYSTEM EXECUTIVE LEADERSHIP DEVELOPMENT PROGRAM PROGRAM GUIDELINES 1. Description The Executive Leadership Development Program (ELDP) targets high potential Health and Social

More information

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY

NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY Performance Management Policy and Procedure 16 March 2006 TABLE OF CONTENTS Page 1 Introduction 3 2 Ongoing performance management

More information

JOB DESCRIPTION: Senior Manager HR & Talent Management

JOB DESCRIPTION: Senior Manager HR & Talent Management JOB DESCRIPTION: Senior Manager HR & Talent Management RESPONSIBLE TO: RESPONSIBLE FOR: Group Director The overall management and development of all aspects of HR and Talent Management for the company,

More information

LONDON BOROUGH OF BEXLEY REDEPLOYMENT AND SALARY PROTECTION PROCEDURES

LONDON BOROUGH OF BEXLEY REDEPLOYMENT AND SALARY PROTECTION PROCEDURES LONDON BOROUGH OF BEXLEY REDEPLOYMENT AND SALARY PROTECTION PROCEDURES HR Service Effective from 1 April 2010 (AS AGREED BY GENERAL PURPOSES COMMITTEE JANUARY 2010) 1 REDEPLOYMENT AND SALARY PROTECTION

More information

1.1 Terms of Reference Y P N Comments/Areas for Improvement

1.1 Terms of Reference Y P N Comments/Areas for Improvement 1 Scope of Internal Audit 1.1 Terms of Reference Y P N Comments/Areas for Improvement 1.1.1 Do Terms of Reference: a) Establish the responsibilities and objectives of IA? b) Establish the organisational

More information

CIVIL SERVICE COMMISSION. RECRUITMENT PRINCIPLES: review. Consolidation of previous changes and proposed amendments to the explanatory text

CIVIL SERVICE COMMISSION. RECRUITMENT PRINCIPLES: review. Consolidation of previous changes and proposed amendments to the explanatory text CIVIL SERVICE COMMISSION RECRUITMENT PRINCIPLES: review Consolidation of previous changes and proposed amendments to the explanatory text Issue 1. The drafting of the Recruitment Principles explanatory

More information