Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 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.
Table of Contents 1. Policy Section...3 1.1 Statement of Intent Aim and Rationale...3 1.2 Visions and Values...3 1.3 Securing Trust and Confidence...3 2 Standards...4 2.1 Legal Basis...4 2.2 People, Confidence and Equality Impact Assessment...4 2.3 Monitoring / Feedback...4 3 Procedure Section...5 3.1 Succession Planning Model...5 3.2 Assessment Process...5 3.3 Oversight Arrangements...6 3.4 Selection Process...6 3.5 Personal Development Plan...8 4 Consultation and Authorisation...8 4.1 Consultation...8 4.2 Authorisation of this version...9 5 Version Control...9 5.1 Review...9 5.2 Version History...9 5.3 Related Forms...9 5.4 Document History...9 Succession Planning Policy and Procedure P08:2012 V 1.0 2
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
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 e-mail to: Address: E-mail: HR Specialist (Core HR), LDU Department, Dorset Police, Winfrith, Dorset, DT2 8DZ lynn.tong@dorset.pnn.police.uk Telephone: 01202 22376 Succession Planning Policy and Procedure P08:2012 V 1.0 4
3 Procedure Section 3.1 Succession Planning Model 3.1.1 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. 3.1.2 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 3.2.1 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
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. 3.2.3 The assessment can be made by any relevant manager; however, the Business Change Managers will be responsible for moderating scores to ensure consistency. 3.2.4 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 3.3.1 The Business Change Managers should ensure that the Operational Command Teams/Departmental Heads keep succession planning for their area under constant review. 3.3.2 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 3.3.3 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. 3.3.4 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. 3.3.5 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 3.4.1 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. 3.4.2 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
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. 3.4.4 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. 3.4.5 The selection process itself will seek to measure potential not existing ability, but in all other senses, will follow normal recruitment processes. 3.4.6 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. 3.4.7 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. 3.4.8 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. 3.4.9 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. 3.4.10 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
3.5 Personal Development Plan Not Protected 3.5.1 Individual selected to receive support as part of formal succession planning, should be provided with a tailored Personal Development Plan. 3.5.2 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 3.5.3 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. 3.5.4 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
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: 15112013 5.2 Version History Version Date Reason for Change Created / Amended by 1.0 15112012 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: 07022013 Chief Officer Approving: Template version January 2013 Succession Planning Policy and Procedure P08:2012 V 1.0 9