Information Pack Superintendent Selection Process April 2018
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Metropolitan Police Service (MPS) Information Pack Superintendent Selection Process April 2018
Transcript of Information Pack Superintendent Selection Process April 2018
Metropolitan Police Service (MPS)
Information Pack
Superintendent Selection Process
April 2018
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Section Page Number
Introduction 3
About the Met 4
Reward Package 8
The Selection Process 10
How to Prepare 17
Appendix One: Timetable 19
Appendix Two: Met Leadership Framework 20
Appendix Three: Met Values 21
Appendix Four: Assessment Matrix 25
Appendix Five: Performance and Potential Matrix 26
CONTENTS
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INTRODUCTION
Thank you for downloading this information pack and for your interest in the Superintendent role. This pack is intended for officers thinking about applying for the Superintendent promotion process.
The Met is going through the most significant period of change it has ever experienced, alongside the unique and ever evolving challenge of Policing London. Against this backdrop, the future of the Met is exciting but not without challenge. This is a really exciting opportunity to join the Met and lead people through the change we are facing, to engage and inspire communities and to build trust with partners.
We are looking to identify candidates with a proven track record, as well as the ability to work at a strategic level, and work effectively across the diverse communities of London with a range of stakeholders. We are looking for applicants who will instill confidence that they can deliver strong outcomes across their command, regardless of the context in which they are operating.
Naturally this will be an extremely competitive process where we are seeking to identify the best leaders for the Met and the communities we serve. To be successful in this process, individuals will need to demonstrate the behaviours, as set out in the Met’s Leadership Framework for Superintendents, and also have a commitment to our Met Values.
Deputy Assistant Commissioner Graham McNulty is taking the role of Assessment Director, overseeing this selection process, and is looking forward to the part he will play in ensuring the best candidates are selected:
“I am delighted to have the opportunity to lead this Superintendent Promotion Process as Assessment Director. The rank of Superintendent has always carried significant responsibility making it an extremely challenging one but I believe that the leadership qualities required of our superintendents as we move forward will be even greater. Superintendents will be key not only in leading our workforce through significant change over the coming years but also maintaining effective relationships with our partners and ensuring that we continue to provide an outstanding service to the people of London. I believe that it is vital that we select only the very best people for this rank, the process will be both highly challenging and extremely competitive but I am confident that we have the talent within policing to select some outstanding superintendents for the future.”
If this sounds like you, and you also fulfil the eligibility criteria listed on page 11, we look forward to hearing from you.
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Origins
Founded by Sir Robert Peel in 1829, the Metropolitan Police Service (MPS) is one of the oldest police services in the world. The original Metropolitan Police District (MPD) covered a seven mile radius from Charing Cross containing a population of less than two million. This was policed by 1,000 officers.
Today, the Met is made up of more than 40,000 officers, staff and volunteer police officers from the Metropolitan Special Constabulary (MSC).
The current MPD includes the whole of the Greater London Area, covering 620 square miles and over 8.5 million people.
ABOUT THE METROPOLITAN POLICE SERVICE
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ABOUT THE METROPOLITAN POLICE SERVICE
Workforce
Our current officer strength is just under 31,000. We also have just over 10,000 police staff and 2600 special constables.
The Met aspires to look and feel like London, and we are making good progress. Last year 30% of the officers we recruited were women and 28% were BME. However, there is still much more work to do and innovative routes into policing are continuously being explored to attract greater diversity.
Demand
Calls for assistance from the public to the Met in the year ending March 2016 represented 205 per 1000 population, compared to 124 calls per 1000 population nationally. We handle an average of 6,000 emergency calls every day and about 8,000 on-emergency calls. That’s around 5 million calls per head each year – and last year that figure rose by more than 200,000.
Changing crime and demand patterns are among the more pressing reasons driving our transformation agenda (see below).
Crime
London is essentially a safe city but total recorded crime in year ending March 2017 showed a rise of 4.6% to just under 775,000 offences. This included increases across violent crime categories, in particular, knife crime rose by 24% and gun crime by more than 40%. Additionally, sexual offences rose by more than 9% reflecting increased confidence in victims coming forward. Murder rates remained at their historically low levels with 102 committed during the year. Working in partnership with MOPAC, police priorities in London’s 32 boroughs have been set in response to a combination of Pan-London and local needs. Antisocial behavior and volume crime priorities have been selected by each borough on the basis of their local assessments, crime statistics and local resident’s views. Tackling high-harm crimes and protecting vulnerable people – child sexual exploitation, violence against women and girls, knife crime and gun crime will be included in all local priorities to ensure that the police and local partners in every borough remain focused on the most serious and harmful offences.
Confidence & Satisfaction
The most recent data shows 69% of Londoners thought the Met did a “good job” in their local area. This rises to 72% when asked about policing in London as a whole. However, confidence varies widely across London boroughs, age groups and ethnicity. Annual victim satisfaction within the Met area is 78% but BAME victims of crime report levels of satisfaction around 4% lower than white females.
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ABOUT THE METROPOLITAN POLICE SERVICE
OUR COMMITMENT TO CHANGE
WE HAVE A HIGHLY AMBITIOUS TRANSFORMATION AGENDA
We are creating long term capability and capacity to ensure the Met can be as successful in delivering change as it is in keeping London safe.
The nature of crime is changing – soon the majority will be committed in private against the vulnerable (such as child abuse, domestic violence) or from the keyboard (online paedophilia, exploitation and fraud).
We have significant funding pressures, with £400m to save over the next four years. We will respond to this by changing how we work and delivering a ground breaking transformation programme that will ensure we are better able to succeed against today’s challenges in securing “the safest global city”, and that we respond intelligently to the challenges posed by austerity.
Our Transformation Programme (One Met Model 2020) is driving and supporting 12 major programmes that together will deliver our Strategic Blueprint. Our new Transformation Directorates ensures this work is aligned with a major programme of transformation across the CT Network being delivered in the Met for the whole of the UK policing; and with wider national programmes (including national IT programmes).
Building on the achievements of the last four years, our strategy will deliver an ambitious and wide-ranging set of reforms that will better support the public, better equip our people and ensure the Met can operate through a period of austerity with confidence.
Our ambition is to secure the biggest possible benefits for public safety from investing in our digital future. We’re already building the foundations, a new platform for the public to use our services, smart devices to help officers identify and manage risk in real time, and new information systems that will be faster and more effective. Now we must unlock our thinking to achieve a transformation in the way we police, exploiting data to predict & prevent criminality, sharing it with the public so together we can be safer and be as pioneering in the digital age as we were when the Met led the world in using finger-prints and then DNA.
For London
A modern, transformed and more efficient Met will Protect London by investing more of its time on the areas of greatest threat, risk and harm;
We will make Every Community Safer through our new neighbourhood policing service and a stronger focus on safeguarding to protect the most vulnerable.
For Our People
We will provide real time information to keep them safe and manage risk, and provide professional support so they can concentrate on their job;.
We will deliver a digital service from contact to court to help meet demand, and trust in them to do their job well and have good professional judgement so their time is spent on activities that have the most impact.
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REWARD PACKAGE
Terms of Appointment
You will be appointed to the office and rank of Superintendent/Detective Superintendent.
Duties and Responsibilities
You may be posted into appropriate roles or directed or required to undertake additional or other duties by the Commissioner, appropriate to your rank, to meet the needs of the business of the Metropolitan Police Service.
Salary and Allowances
Basic Pay:
Officers newly promoted to Superintendent after 1st September 2017 will join the payscale at point 1 from the date of their promotion
Pay Point Salary (from 01-Sep-2017)
1 £65,478
2 £68,898
3 £72,498
4 £77,340
Plus:
• London weighting £2,373 per annum;
• London Allowance £1,011 per annum;
• Rent or Housing Allowance or London Allowance 2 (£3,327 p.a.), depending on personal circumstances and eligibility.
For those applying who are already Superintendents, you should seek clarification of your starting salary before applying.
Place of Work and Hours
Your normal place of work will depend upon your posting. However, you may be required to travel to such places as may be reasonably necessary for the proper performance of your duties, both inside and outside the UK.
Working hours are a notional 40 per week, but you are expected to work flexibly in order to ensure you fulfil the requirements of the post. Duties may include shift working, including weekends, as part of the on duty cadre arrangement, or managing operations or participation in an on call roster including nights and weekends.
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Annual Leave
You will be entitled to 31 days paid leave per year.
Travel
Officers are eligible for free travel on TfL services and may opt into the ATOC rail travel scheme for as long as this scheme is available and in accordance with the terms of that scheme. The current cost to the individual is £64.88 per month from April 2017.
Reasonable travel and subsistence costs necessarily incurred in the performance of duty will be reimbursed in accordance with the Regulations and Met policies.
Pension
If you are a member of the Police Pension Scheme, all matters concerning your pension will be governed by the Police Pension Regulations 1987 and any subsequent amendments to them.
Business Interests
The expectation is that you will devote your working time to your duties and office. In accordance with Regulation 7 of the Regulations as amended by the Police (Amendment) (no 2) Regulations 2006 you must obtain the written permission of the Commissioner before commencing any Business Interest.
Other Benefits
The Met provides a range of voluntary benefits through which officers can access goods and services at discounted or preferential rates.
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THE SELECTION PROCESS
1. ENTRY TO THE PROCESS
The Met uses a talent assessment tool called the Performance and Potential Matrix (PPM). The matrix comprises a nine box grid, with ‘potential’ along one scale and ‘performance’ along the other. Individuals discuss their performance and potential with their line manager to assess and discuss where they fall in the grid. All our Chief Inspectors have a position on the PPM according to their performance and potential.
We are using the PPM as the entry into this promotion/selection process, targeting candidates who fall into the C2, C3 or B3 areas of the PPM.
MET PERFORMANCE AND POTENTIAL MATRIX (PPM)
Performance: New to role or rank. Has clear long term potential and has demonstrated a breadth of thinking, drive and a desire to learn throughout career. Has been assessed as an individual who has the potential to advance in the future but is untested in current role / rank at this stage.
Potential: Demonstrates initiative and drive to enhance success of own area, although may lack sufficient familiarity with job and its requirements. Open to learning quickly from experience and apply lessons to new, different and challenging situations.
Action: Focus on coaching and a solid development plan. Monitor regularly to evaluate for improvements and re-assess in 6-12 months.
Performance: Ready for promotion now and has demonstrated the capacity for advancement into a role at least advancement into a role at least one rank above their current position after further potential has been realised. Consistently meets expectation but does not generally exceed them on a regular basis. Seeks out new experiences, and learns quickly and applies lesson to new, tough, or unusual challenges.
Potential: To grow into a role with much broader responsibilities. Demonstrating clear evidence of ability, aspirations and engagement - a sharp mind, strong values and leadership. Stands out in the team although still has some development needs.
Action: Develop and challenge to realise their potential by focusing on specific competency or skills gaps. Prepare for future roles by providing assignments with variety, intensity and with Met wide exposure.
Performance: Exceptional performer. Demonstrates leadership skills beyond what you would expect in current role. Has experience of working across different business groups driving organisational change and demonstrating leadership.
Potential: Ready for promotion now and could achieve 2 promotions within 3-5 years if potential is realised and nurtured. Is well regarded, respected and highly valued across the business and has proven ability to make difficult decisions and take people with them. Has widespread influence and has multiple endorsements of readiness for promotion. We would only expect to see very exceptional people in this box.
Action: Keep them in key roles with high visibility exposure and accountability. Retention is critical.
Performance: Achieving but below standard. Good sometimes but not always. Works at slow or steady pace without stretching self. Some missed goals/deadline. Possibly 'coasting' and lacking motivation. Individual could be new in rank/post and at the time of assessment and has not had the opportunity to demonstrate their performance and potential.
Potential: Potential to improve/develop as they may have performed well in a different rank/role. Particularly relevant for those new in rank/post. For established individuals, a different role or post could be better fit.
Action: Considered to be a transition rating with individual expected to move to a new box within 6 - 12 month period.
Performance: Good performer, consistently meets expectations. Adapts to new situations. Motivated to succeed and take on challenges but typically at the same level. Acquires new skills where necessary and can effectively apply their knowledge and experience to enhance performance. Always reliable and the backbone of the team.
Potential: Delivers on expectations consistently and has shown some ability and desire to take on greater scope of work and additional responsibility. This may not be at the next level but a broadening opportunity that will allow them to develop and demonstrate their future potential.
Action: Continue to test leadership capabilities through assignments that stretch capabilities and skills. Provide opportunities to lead cross-functional teams.
Performance: Very good or outstanding performer who may be taking on additional responsibility. Highly valued. Has critical knowledge / skills / experience - hard to replace/replicate. Accepts new challenges and new skills when the job calls for it. Seen as a "safe" pair of hands and able to "run with the ball". Has shown the potential to progress one rank now but not beyond at this point.
Potential: To take on new and different knowledge / skills / experiences across functions - versatile. Target learning and development activities on specific competencies for challenge to maintain motivation and realise their potential.
Action: Engage them in mentoring others to develop talent building skills. Put them in charge of a change management initiative.
Performance: Significantly below the required standards for current position. Having trouble keeping up with the demands of the current role. Infrequently demonstrates the behaviours of the Met Values and core competencies. Demonstrating an inability to learn from experience or change routine. Avoids having to change or learn new skills. Unwilling to take on additional responsibility and may be adversely affecting the team around them.
Potential: Not demonstrating skills or willingness to be considered for any other positions.
Action: Review position in 6 months and if no improvements are seen they may require formal performance management action.
Performance: Can be counted on to get the job done but do not aspire to go further. Delivers the results and level of performance that is expected of them on a consistent basis. Exhibits little interest in taking on greater responsibilities or higher level roles. Will learn from experiences and will look to change his/her routine to reflect this.
Potential: Individual can be assessed as a "round peg in a round hole". They are likely to be in the box because they choose to limit their ambition. They are steady and reliable and should be seen as an asset to the Met.
Action: Focus development on specific competency or skills gaps to move from core to exceptional performance. Monitor regularly to evaluate performance improvement and re-assess potential.
Performance: Very good or outstanding performer. Highly valued. Has critical knowledge / skills / experience - hard to replace / replicate. Motivated to do what is needed in current job, and aspires to maintain their current role.
Potential: Demonstrates clear thinking and values. May have reached career potential or is content at current rank. May enjoy training/developing others. Capable of assuming a new role with the same level of complexity.
Action: Individuals in this box possess highly specialised skills / experiences that are difficult to find. Consider succession planning implications. Recognise performance by providing additional learning/development opportunities. Utilise their knowledge and skills in order to assist others, reinforcing their value to the Met. Place in the role of knowledge/content expert on project teams.
1 – Not Yet Core Performance Objectives / behaviours aren’t met / met
consistently / has met less challenging objectives. Leadership behaviours and Met Values displayed to
expected standard or inconsistently delivered.
2 – Core Performance Objectives are consistently met / exceeded at times.
Performance is managed to a good standard. Leadership behaviours and Met Values displayed to
a consistently good standard.
3 – Exceptional Performance Objectives are consistently met to a high standard
and / or exceeded. Demonstrates strong leadership behaviours and Met Values within their role.
Consistently manages performance exceptionally.
C. HIGH Demonstrates many of the
skills & behaviours associated with the Met's Leadership Framework:
Sharp Mind, Leading Others, Drive and Energy and Being Yourself. Has
ability to achieve 2 promotions within a 3-5 year period if potential is
realised.
B. MEDIUM Has aspirations and ability for promotion (next rank
but not beyond at this stage) / progression or lateral development.
Individual is able to take on more challenges in
current rank in preparation for higher levels of responsibility.
A. LOW / EFFECTIVE Likely to be content at
current rank or may have reached job potential.
Has strength of expertise in the rank. Focus is on increasing breadth of
experience and/or development.
Performance
Pote
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THE SELECTION PROCESS
We are asking potential candidates from other forces to discuss with their line manager where they would position them on the PPM. A Chief Officer is also required to give their view.
Expressions of interest are invited during the period of Tuesday 3rd April to 23:55pm on Tuesday 10th April 2018. You will be able to complete your full CV application as soon as you have submitted your expression of interest. Once you have completed the eligibility section including personal details you will have expressed an interest in this process and you can continue with your application up until Sunday 22nd April 2018.
The following timeline applies in respect of the application window:
• You will need to complete your expression of interest by 23:55pm on Tuesday 10th April 2018;
• You should submit your full CV application as soon as possible after submitting your expression of interest, with the deadline being 23:55pm on Sunday 22nd April 2018;
• Your line manager and Chief Officer will be asked to complete a short questionnaire in respect of your CV application which will need to be returned to [email protected] by Friday 27th April 2018; You should therefore make them aware that you have applied for this opportunity.
On receipt of a completed online application form an initial sift will be undertaken to ensure you meet our required eligibility criteria.
All expressions of interest and CV applications will need to be completed and submitted online, via the Met’s recruitment system World Careers Network (WCN). You will be able to access the WCN system, and complete your CV application, via devices with an internet connection. This means that you can complete your application online at any time and place that is convenient to you, be that from the office, home or even on your smart phone as you go about your day. You will have instant access to your application, which you can save as you go, and any communications regarding the progress of your application will be available via the system.
Before applying, we recommend that you read through this pack carefully.
To view and apply for this promotion opportunity via WCN, please click here to view the Job Board. You will need to click ‘Apply’ at the bottom of the advert to complete your expression of interest. On clicking ‘Apply’, you will be prompted to register for a new user account if you haven’t already done so, and you will just need to follow the instructions.
To be eligible to apply for this process, you must also:
1. Be a current substantive Chief Inspector/Detective Chief Inspector applying on promotion, or a substantive Superintendent/Detective Superintendent applying to transfer;
2. Have a PPM rating of C2, C3 or B3 in the most recent Performance and Potential Matrix;
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THE SELECTION PROCESS
3. Meet the Met’s attendance management criteria for selection (see below for more information);
4. Be free of any bar to promotion as a result of disciplinary outcomes.
The Met’s attendance management policy requires that applications will normally be rejected where an individual has been absent from duty through sickness over the previous three years:
• For an average of more than six days per year, or;
• Where the individual has been absent from duty on eleven or more separate occasions during those three years, or;
• When the individual’s sickness record during the period displays a pattern of absence which would cause the Line Manager to feel unable to rely on a regular pattern of attendance or performance.
Disability and Health Queries
We welcome all applications to this promotion process.
If you consider yourself to have access or reasonable adjustment requirements that need to be accommodated should you be invited to an assessment centre, we would ask that you contact us at the earliest opportunity to request consideration of your needs. When submitting your application form online, you will be asked if you wish to request consideration of a reasonable adjustment or access request should you be invited to an assessment centre.
Should you indicate that you wish for us to consider a reasonable adjustment request or access request, we will contact you to discuss your request further, and will seek receipt of a medical report from you to inform the assessment of your request.
The Met Recruitment Team will work with you and your Line Manager where necessary, in consultation with a medical/specialist/professional advisor to develop suitable adjustments where appropriate, to enable equality of opportunity for success in this promotion process.
Professional advice (medical or otherwise) related to a request for access/adjustment needs will be sought in all cases. All matters will be treated in strict confidence.
To ensure that you are assessed in line with other candidates and within the assessment window we will require your medical report to be sent to us by Sunday 22nd April. If the report is received after this date there may be a delay in you being assessed.
ONLINE CV APPLICATION FORM – CANDIDATE ACTION
The online application form follows the format of a ‘structured CV’ template, asking you to provide information in respect of your experience and achievements.
You must complete all sections on the online CV application form before you are able to to submit this via the system. Please note that once you submit your online CV application you will have no further opportunity to amend your information, so it is important that you have fully checked your application before submitting it.
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THE SELECTION PROCESS
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The online CV application form won’t be scored, but will be given to the assessors at interview so that they can understand your experience.
ONLINE CV APPLICATION FORM – LINE MANAGER ACTION
On receipt of a completed application form, contact will be made with Line Managers and Chief Officers by email requesting completion of a short questionnaire. Guidance in respect of completing the questionnaire will be provided to managers at the time of contact.
Line Managers are asked to confirm that the candidate fulfils the requirements of the eligibility checklist in applying for this position, and provide some additional supporting information in respect of your application. Line Managers will be asked to provide a rationale as to why they have rated the candidate as C2, C3 or B3 in the PPM. They will also be asked about the candidate’s key strengths and areas for development; in answering these, they should think carefully and refer to the applicant’s current PDR assessment or other appraisal system as necessary. Candidates who are successful in this process should have an up-to-date Personal Development Plan (PDP) so it is important to recognise early on where these development areas lie.
APPLICATION FORM – CHIEF OFFICER ACTION
A Chief Officer is required to review the CV application form and comment on the candidate’s suitability for promotion. After reviewing the CV application form, your Chief Officer should return the line manager form advising whether it has been endorsed or not to, [email protected].
The deadline for submission of the line manager/Chief Officer eligibility form is 23:55pm on Friday 27th April.
2. ASSESSMENT STAGE
In response to the increasingly competitive nature of promotions, our promotion assessment process is more rigorous than ever, designed to measure those who demonstrate the skills and behaviours needed to be a Superintendent.
If you meet the eligibility criteria and your application is supported by your line manager/Chief Officer, you will be asked to attend a central assessment centre which will be split over 2 days.
During the assessment process, you will be observed by multiple assessors across different exercises to maximise the fairness of the process and your opportunities to demonstrate your skills and abilities. It will also provide you with a realistic preview of the types of tasks and situations which you will face in the role. Further detailed guidance and support for how to approach this assessment process will be provided in the form of candidate briefings and webinars.
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THE SELECTION PROCESS
The assessment centre for this process will comprise of 2 assessment centres, which can be sat in any order:
Assessment Centre hosted at Empress State Building from late May through to mid-July
• Interview
• InteractiveExercise(InternalScenario)
• InteractiveExercise(ExternalScenario)
Assessment Centre hosted at Hatton Gardens on the 6th or 13th June
• WrittenAnalysisExercise
In the Interview, you may be asked for a combination of previous work examples and how you would deal with some hypothetical situations. For the previous work examples, you will be asked to outline the situation you were faced with, the task you had to address, the action you took and the result.
For the hypothetical questions, you will be presented with an example situation, which you could face in the role of Superintendent. You will be asked how you would respond to the situation.
The Interactive Exercises and the Written Analysis Exercises have been designed specifically for the Superintendent role, and they are underpinned by a thorough design process. Broadly, the first step is job analysis and stakeholder consultation, this is followed by development of potential scenarios which are signed off by the Assessment Director. The exercises are piloted by a range of officers at the target rank, and the Assessment Director signs off the final exercises. All exercises will be set in a fictitious London area, and you will take on the role of the Superintendent responsible for making decisions that are in line with the strategy locally and London-wide level, as well as for the excellent and consistent performance of operational police officers within the area.
For the Interactive Exercises you will be provided with information about a particular scenario in which you are to assume the role of a Superintendent, and will be given time to prepare before a discussion takes place. This will either be an internal or external stakeholder. At the end of each interactive exercise, you will be asked to provide a short written output relating to the discussion had, and this will also be assessed.
For the Written Analysis Exercise you will also be provided with information about a particular scenario in which you are to assume the role of a Superintendent. You will be required to analyse this information and produce a written report with your findings. This exercise will be completed on a laptop.
It is important to note that you will only be assessed during the timed portions of the exercises, each of which have set timings so as to be fair to everyone. You will be fully briefed on arrival and there will be breaks throughout the session for you to reflect upon how it is going and take a few minutes to mentally prepare yourself for the next exercise. Any other interactions with assessors will not be assessed so feel free to ask any questions you may have.
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THE SELECTION PROCESS
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What You Will be Measured Against
The basis for the assessment is the Met’s Leadership Framework, which consists of four key competencies:
1. A Sharp Mind
2. Drive and Energy
3. Being Yourself
4. Leading Others
These competencies have been broken down into 11 sub-competencies, and it is these sub-competencies that you will be measured against. Different exercises within the assessment process will focus on different sub-competencies, with each sub-competency being measured in at least two independent exercises.
Underpinning each competency and throughout all exercises, the Met values will also be considered: Compassion, Courage, Integrity and Professionalism. Appendices Two and Three provide you with the definition of what behaviours are expected for each competency within the Superintendent role, and more detail in relation to the Met Values themselves.
Appendix Four provides you with the detail as to which sub-competencies will be measured in each assessment element.
How You Will be Scored
Candidates will be assessed against the 11 sub-competencies across the assessment exercises, to support a balanced and rounded assessment of their suitability for promotion. This means that if you don’t perform at your best in one exercise, you still have the opportunity to show what you can do in another exercise.
Following conclusion of the assessment processes, your scores will be averaged to form 11 sub-competency averages, with total score used to inform candidate selection. You will need to achieve a minimum acceptable standard across the sub-competency areas to be in with a chance of being successful in this process. The minimum acceptable standard will be defined following the assessment centre, looking at performance across the cohort as a whole.
The final review panel, chaired by the Assessment Director, including representation from staff associations and the business, will be presented with options relating to the performance standard and projected vacancies to determine the promotion pass mark.
During this process, scoring results are anonymised and all outcome decisions are made in respect of performance and anticipated vacancies.
You will be provided with your scores and a summary of your performance across all exercises to help you identify your likely strengths and development areas at the Superintendent rank.
Appendix Two provides indicators as to which sub-competencies will be assessed in which exercise.
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THE SELECTION PROCESS
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3. POST PROMOTION PROCESS
If you are successful through the final assessment stage, you will be contacted by the Met Recruitment team to explain next steps. A series of pre-employment checks will commence, including a medical assessment, fitness test, substance misuse test, complaints check within your current force, referencing and vetting.
On successful completion of all required pre-employment checks, your details will be assessed through the next available posting panel so that you can be posted within the Met according to your skills and experience.
A final offer will only be made once all of our checks have been satisfactorily completed. You should not resign from your current force on the basis of a conditional offer, and instead should wait until all aspects of your pre-employment checks have concluded and you have received written confirmation of your start date and posting. Your resignation should be effective from midnight preceding your date of joining the Met. This will ensure that there is no break in service, and that your rights are continued.
Candidates unsuccessful at the final assessment stage will be advised in writing.
Thank you again for your interest in the Superintendent role. The next section provides you with some detail as to how you can best prepare yourself for assessment.
We wish you the best of luck with your application, should you choose to proceed.
Thank you, and good luck.
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HOW TO PREPARE
The process is just as much about ensuring that you feel you are ready for the promotion as measuring your potential. Please ensure that you ‘are yourself’ throughout the promotion process. You will be assessed based on how you answer and what our assessors observe; remember that credit cannot be given for things you may be thinking unless you express these. The assessment process has been designed to give everyone a fair chance to display the necessary skills and behaviours; it is not about trying to ‘catch you out’ so be yourself and be honest.
Interview
You can prepare for the interview by considering some previous examples of where you have demonstrated the key competencies and behaviours detailed in the Leadership Framework. In the interview, it is important for the observer to gain a better understanding of what you have done so be careful to choose examples where you can illustrate what you did, and not just the things you did as part of a group. Ensure you consider the situation and task you were faced with, what action you took and what the results were.
For the hypothetical questions in the interview, you should just take your time to think about what you might do if faced with such a situation. Think about what action you would take and why. Consider the competencies against which you are being measured and ensure that these come across in your responses.
Regardless of the type of question, within the interview do feel free to take a moment or two to think about which example or response you wish to give to best reflect the relevant competencies. It is in your best interests to take the time to think about what you have been asked and how you can best respond before speaking. Time will be built into the interview to allow for you to reflect and choose appropriate examples.
Interactive Exercises and Written Analysis Exercise
During the interactive exercises and written analysis exercise, you will be presented with situations which you are likely to face in the role of Superintendent. In the interactive exercises you will be assessed on the communication which takes place in the room, and also the written output that follows on from the discussions. In the written analysis exercise you will be assessed on the written output you produce.
You will benefit from considering how you can best manage your time for the exercises– think about the information you have and then plan your time accordingly. Also, consider what messages you are trying to convey and who the information is intended for, so you can take on an appropriate style (written and verbal). You may find that drafting a rough plan is helpful, but be sure to complete the output within the time available.
Remember that the content relates to a fictitious London area so try to only consider the factual information contained in the brief, rather than drawing upon your own knowledge and experience of real life London areas. You can, however, draw upon your policing experience and technical knowledge when role-playing as a Superintendent.
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How Will it Feel?
The purpose of the assessment centre is to see if you have the potential to perform at the level required for the Superintendent role, so the assessment exercises are designed to stretch and challenge you. As such, you may feel pressured at times, so it is important to prepare as fully as possible and plan your time accordingly. Due to the fact you are being assessed, you may be tired after the event so it is advisable to avoid booking in any other challenging meetings or events on the days of assessment if you can avoid it.
I Have a Question…
If after reviewing this external candidate pack and you have an unanswered question, please contact the Met Recruitment Team - [email protected] or 01633 632500.
We are able to support with questions in respect of the promotion process delivery, and to support you in your application journey.
Please note, whilst we want to help you prepare for your promotion journey, we cannot support any one candidate more than the other, so at times we may not be able to provide you with the information you desire. It is essential that we preserve the integrity of assessment centres, and with this being the case, the information we are able to release in respect of the assessments is published to all.
HOW TO PREPARE
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Tips for the Assessment Days
Take your time to read the brief or instructions presented to you carefully.
Think about how your experiences might help you to address the potential issues in the interactive exercises and the written analysis exercise.
Take your time to consider the best example you can use for the interview questions.
Take your time to read the information made available to you, and the questions asked of you under each behavioural heading.
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APPENDIX 1 - TIMETABLE
Activity Date
Launch Superintendent promotion process 3rd April 2018
Candidate completes the Expression of Interest via WCN By 23:55pm on Tuesday 10th April 2018
Candidate completes their full CV application via WCN By 23:55pm on Sunday 22nd April 2018
Line manager completes short questionnaire where they confirm eligibility along with rationale for PPM rating, key strength and areas for development
By 27th April 2018
Upon return of the line manager questionnaire, a review of the eligibility criteria will be conducted, determining the candidates to be invited to attend the promotion assessment centre
w/c 30th May 2018
Application outcomes confirmed to candidates via WCN w/c 7th May 2018
Invitations to assessments sent via WCN w/c 7th May 2018
Centrally management assessment centre 28th May through to mid-July with the written analysis exercise on either the 6th or 13th June.
Promotion review panel w/c 6th August 2018
Results to candidates via WCN w/c 14th August 2018
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APPENDIX TWO - MET LEADERSHIP FRAMEWORK
The assessment exercises will be assessed against the Met’s Leadership Framework for the rank of Superintendent, which is underpinned by the Met Values. More detail on the Values is included on the next page.
LeadershipSub-Competency
Key behavioursDefined at Superintendent Level
A Sharp Mind – Timely Decisions
- Accurately analyses diverse information sources.- Takes a strategic view when making decisions,
considering the long term impacts on a wide variety of stakeholders.
A Sharp Mind – New Ideas - Provides creative and innovative solutions to problems.- Takes fresh ideas and ways of working from outside
sources.
A Sharp Mind – Sound Judgment
- Has a keen awareness of strategic and operational risk.
Drive and Energy – Positive Attitude
- Projects energy and positivity in the face of challenge. - Drives successful change through positivity and
determination.
Drive and Energy – Drive and Hunger to Progress
- Shows personal flexibility and resilience in the face of change.
Drive and Energy – Willingness to Learn
- Enthusiastic about learning new skills, knowledge and ways of working.
Being Yourself – Courage - Is willing to challenge if there is a genuine belief that something is wrong.
- Demonstrates humility in their decision making.
Being Yourself – Self-Confidence
- Has a buoyant level of self-confidence.- Has the confidence to speak their mind and make
difficult and unpopular decisions where necessary.- Is aware of own strengths and weaknesses.- Is aware of own impact on others.
Leading Others – Inspiration
- Provides a clear vision and direction through visible, approachable leadership creates and maintains effective governance structures in order to realise their vision.
- Communicates clearly and inspirationally and with credibility to others in writing and verbally.
Leading Others – Inclusivity
- Values and promotes diversity and difference. - Breaks down barriers from different groups both inside
and outside the MPS.
Leading Others – Mindfulness
- Builds collaborative and empowering relationships with colleagues, local communities and partners, making it clear their input is important.
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• Takes personal pride in their work and that of the Met, acting as an advocate and always upholding the Met’s reputation.
• Seeks to embed best practice and looks for ways of making improvements.
• Seeks feedback from both within and outside the Met on service delivery and seeks to deliver an excellent service.
• Is prepared to constructively challenge where service is poor and recognises and acknowledges colleagues who have done an excellent job.
• Builds trust by taking time to understand and action to address concerns raised.
• Puts the needs of the public at the heart of what they do, above their own or those of their team.
• Builds collaborative relationships with colleagues, local communities and partners.
• Seeks to understand the needs of partners and their priorities, delivering as a team.
• Takes personal responsibility and is accountable for decisions and actions.
• Is clear about what can and can’t be done.
• Seeks feedback on behaviour, acts on it and is aware of the impact on others.
• Is not interested in improving standards or delivering a quality service.
• Acts in a way that may discredit or undermine the police service and or the reputation of the Met.
• Tries to maintain the status quo because ‘we’ve always done things this way’.
• Does not seek feedback on service delivery.
• Tolerates poor service and allows good work to go unrecognised.
• Only engages with local communities or partners when there is a problem.
• Focuses on internal issues and priorities rather than those of the public and local partners.
• Assumes that ‘they know best’.
• Takes actions without reasonable and appropriate consultation with partners.
• Avoids responsibility and seeks to blame others for unpopular decisions.
• Will hold back on making a decision, in the hope that someone else will.
• Is not open to giving or receiving feedback.
APPENDIX THREE - MET VALUES
Professionalism, Integrity, Courage and Compassion
PROFESSIONALISM
Taking pride in the quality and efficiency of our service, we strive for excellence in all we do, recognising good performance and challenging poor behaviour.
We work to understand and meet the expectations and needs of the communities we serve. We collaborate and deliver as a team, whilst taking personal responsibility for our actions.
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• Does not use their position for personal advancement.
• Follows the law and organisational standards and encourages others to do the same.
• Acts as a role model in supporting, understanding and respecting the diversity of individuals.
• Sets high professional standards, acting in line with these, holding others to account if standards are compromised.
• Acts in the public interest, gains and maintains the trust of others.
• Deals with concerns and complaints quickly and objectively.
• Treats others consistently, fairly and with respect.
• Clearly explains the reasons for their decisions and gives honest explanations.
• Seeks to remain impartial and avoids pre-judging situations.
• Misuses or abuses their position for personal advantage.
• Seeks to undermine the standards of the Met by acting ‘unofficially’, or for personal interest.
• Assumes everyone is the same. Has no interest in understanding or respecting individual difference.
• Treats diversity as a something that is not part of the role and as just ‘political correctness’.
• Does not maintain high professional standards, ignoring unethical or unprofessional behaviour.
• Focuses on ‘damage limitation’ or seeks to disprove complaints.
• Shows favouritism.
• Takes decisions without explaining why.
• Jumps to conclusions without listening to all sides.
INTEGRITY
We act ethically and serve without fear or favour, respecting and valuing individuals for the diversity they bring.
We inspire trust and confidence by doing the right thing and matching our behaviours to our words, always being fair, consistent, open-minded and honest.
APPENDIX THREE - MET VALUES
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• Willing to challenge if there is a genuine and reasonable belief that something is wrong. Supports others to do the same.
• Represents the Met under difficult circumstances and does not bow to pressure.
• Willing to make difficult and unpopular decisions which are in the public interests to keep the peace.
• Makes high quality decisions, under a high degree of visibility, scrutiny and time pressure.
• Remains composed and respectful, demonstrating high levels of self control and tolerance, even in the face of moral and physical provocation.
• Will admit when they have made a mistake and will look to learn from it.
• Confronts colleagues whose performance falls below the public’s and organisation’s expectations.
• Supports and empowers others to challenge and take action where a colleague’s performance falls below required standards.
• Avoids speaking up and prefers to voice their opinion privately.
• Makes decisions which go against best practice and the available evidence when under pressure to do so.
• Avoids taking difficult decisions or tackling difficult problems.
• Avoids taking responsibility for making decisions under pressure.
• Will demonstrate behaviour that could be perceived as aggressive or abusive.
• Does not acknowledge when mistakes have been made.
• Is not open to the views or feedback of others.
• Tolerates (or ignores) inappropriate behaviour (including the use of disproportionate force) from colleagues.
• Is reluctant to tackle poor performance.
COURAGE
We stand up for what’s right, remaining resilient under moral and physical pressure, admitting and learning from our mistakes and holding others to account if we need to.
APPENDIX THREE - MET VALUES
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• Listens to others’ concerns and encourages them to express their views. Makes it clear that their views are important.
• Will treat others with respect and courtesy, devoting adequate time to all.
• Makes dealing with concerns and complaints a priority and starts from the position that people are telling the truth.
• Does not tolerate bullying or prejudice, and respects the rights of individuals.
• Is free from judgement and sensitive to the needs of others, regardless of their position, showing care and empathy to those around us.
• Breaks down the barriers between different groups both inside and out of the Met.
• Supports others and explains the reasons for decisions and actions.
• Is dismissive of others’ points of view.
• Will treat those they consider less worthy with less respect.
• Avoids dealing with complaints, tolerates lengthy delays in dealing with them, or is defensive and assumes that they need to be ‘disproved’ rather than investigated.
• Engages in or tolerates bullying and prejudice.
• Is quick to judge others as more or less worthy, allowing these judgments to influence their behaviour and response.
• Tolerates or encourages the existence of ‘them’ and ‘us’.
• Ignores the impact of change on colleagues and does not explain why it is happening.
COMPASSION
We respond to the needs of those we serve and protect, treating the public and each other with respect and dignity, being caring, friendly and engaging and taking time to clarify and explain.
APPENDIX THREE - MET VALUES
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APPENDIX FOUR - ASSESSMENT CENTRE MATRIX
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Interactive Exercise (Internal)
Interactive Exercise (External)
Interview Written Analysis Exercise
A Sharp Mind: Timely Decisions
A Sharp Mind: New Ideas
A Sharp Mind: Sound Judgement
Drive and Energy: Positive Attitude
Drive and Energy: Drive and hunger to progress
Drive and Energy: Willingness to learn
Being Yourself: Courage
Being Yourself: Self-Confidence
Leading Others: Inspiration
Leading Others: Inclusivity
Leading Others: Mindfulness
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MET PERFORMANCE AND POTENTIAL MATRIX (PPM)
Performance: New to role or rank. Has clear long term potential and has demonstrated a breadth of thinking, drive and a desire to learn throughout career. Has been assessed as an individual who has the potential to advance in the future but is untested in current role / rank at this stage.
Potential: Demonstrates initiative and drive to enhance success of own area, although may lack sufficient familiarity with job and its requirements. Open to learning quickly from experience and apply lessons to new, different and challenging situations.
Action: Focus on coaching and a solid development plan. Monitor regularly to evaluate for improvements and re-assess in 6-12 months.
Performance: Ready for promotion now and has demonstrated the capacity for advancement into a role at least advancement into a role at least one rank above their current position after further potential has been realised. Consistently meets expectation but does not generally exceed them on a regular basis. Seeks out new experiences, and learns quickly and applies lesson to new, tough, or unusual challenges.
Potential: To grow into a role with much broader responsibilities. Demonstrating clear evidence of ability, aspirations and engagement - a sharp mind, strong values and leadership. Stands out in the team although still has some development needs.
Action: Develop and challenge to realise their potential by focusing on specific competency or skills gaps. Prepare for future roles by providing assignments with variety, intensity and with Met wide exposure.
Performance: Exceptional performer. Demonstrates leadership skills beyond what you would expect in current role. Has experience of working across different business groups driving organisational change and demonstrating leadership.
Potential: Ready for promotion now and could achieve 2 promotions within 3-5 years if potential is realised and nurtured. Is well regarded, respected and highly valued across the business and has proven ability to make difficult decisions and take people with them. Has widespread influence and has multiple endorsements of readiness for promotion. We would only expect to see very exceptional people in this box.
Action: Keep them in key roles with high visibility exposure and accountability. Retention is critical.
Performance: Achieving but below standard. Good sometimes but not always. Works at slow or steady pace without stretching self. Some missed goals/deadline. Possibly 'coasting' and lacking motivation. Individual could be new in rank/post and at the time of assessment and has not had the opportunity to demonstrate their performance and potential.
Potential: Potential to improve/develop as they may have performed well in a different rank/role. Particularly relevant for those new in rank/post. For established individuals, a different role or post could be better fit.
Action: Considered to be a transition rating with individual expected to move to a new box within 6 - 12 month period.
Performance: Good performer, consistently meets expectations. Adapts to new situations. Motivated to succeed and take on challenges but typically at the same level. Acquires new skills where necessary and can effectively apply their knowledge and experience to enhance performance. Always reliable and the backbone of the team.
Potential: Delivers on expectations consistently and has shown some ability and desire to take on greater scope of work and additional responsibility. This may not be at the next level but a broadening opportunity that will allow them to develop and demonstrate their future potential.
Action: Continue to test leadership capabilities through assignments that stretch capabilities and skills. Provide opportunities to lead cross-functional teams.
Performance: Very good or outstanding performer who may be taking on additional responsibility. Highly valued. Has critical knowledge / skills / experience - hard to replace/replicate. Accepts new challenges and new skills when the job calls for it. Seen as a "safe" pair of hands and able to "run with the ball". Has shown the potential to progress one rank now but not beyond at this point.
Potential: To take on new and different knowledge / skills / experiences across functions - versatile. Target learning and development activities on specific competencies for challenge to maintain motivation and realise their potential.
Action: Engage them in mentoring others to develop talent building skills. Put them in charge of a change management initiative.
Performance: Significantly below the required standards for current position. Having trouble keeping up with the demands of the current role. Infrequently demonstrates the behaviours of the Met Values and core competencies. Demonstrating an inability to learn from experience or change routine. Avoids having to change or learn new skills. Unwilling to take on additional responsibility and may be adversely affecting the team around them.
Potential: Not demonstrating skills or willingness to be considered for any other positions.
Action: Review position in 6 months and if no improvements are seen they may require formal performance management action.
Performance: Can be counted on to get the job done but do not aspire to go further. Delivers the results and level of performance that is expected of them on a consistent basis. Exhibits little interest in taking on greater responsibilities or higher level roles. Will learn from experiences and will look to change his/her routine to reflect this.
Potential: Individual can be assessed as a "round peg in a round hole". They are likely to be in the box because they choose to limit their ambition. They are steady and reliable and should be seen as an asset to the Met.
Action: Focus development on specific competency or skills gaps to move from core to exceptional performance. Monitor regularly to evaluate performance improvement and re-assess potential.
Performance: Very good or outstanding performer. Highly valued. Has critical knowledge / skills / experience - hard to replace / replicate. Motivated to do what is needed in current job, and aspires to maintain their current role.
Potential: Demonstrates clear thinking and values. May have reached career potential or is content at current rank. May enjoy training/developing others. Capable of assuming a new role with the same level of complexity.
Action: Individuals in this box possess highly specialised skills / experiences that are difficult to find. Consider succession planning implications. Recognise performance by providing additional learning/development opportunities. Utilise their knowledge and skills in order to assist others, reinforcing their value to the Met. Place in the role of knowledge/content expert on project teams.
1 – Not Yet Core Performance Objectives / behaviours aren’t met / met
consistently / has met less challenging objectives. Leadership behaviours and Met Values displayed to
expected standard or inconsistently delivered.
2 – Core Performance Objectives are consistently met / exceeded at times.
Performance is managed to a good standard. Leadership behaviours and Met Values displayed to
a consistently good standard.
3 – Exceptional Performance Objectives are consistently met to a high standard
and / or exceeded. Demonstrates strong leadership behaviours and Met Values within their role.
Consistently manages performance exceptionally.
C. HIGH Demonstrates many of the
skills & behaviours associated with the Met's Leadership Framework:
Sharp Mind, Leading Others, Drive and Energy and Being Yourself. Has
ability to achieve 2 promotions within a 3-5 year period if potential is
realised.
B. MEDIUM Has aspirations and ability for promotion (next rank
but not beyond at this stage) / progression or lateral development.
Individual is able to take on more challenges in
current rank in preparation for higher levels of responsibility.
A. LOW / EFFECTIVE Likely to be content at
current rank or may have reached job potential.
Has strength of expertise in the rank. Focus is on increasing breadth of
experience and/or development.
Performance
Pote
ntia
l APPENDIX FIVE - PERFORMANCE AND POTENTIAL MATRIX
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