People Strategy - West Mercia Police Strategy Warwickshire Police and West Mercia Police 2015-2018...
Transcript of People Strategy - West Mercia Police Strategy Warwickshire Police and West Mercia Police 2015-2018...
People Strategy
Warwickshire Police and West Mercia Police
2015-2018 People Strategy
Our people are at the heart of the alliance
Chief Constables’ Foreword
Warwickshire Police and West Mercia Police have formed a ground breaking alliance, operating
as two forces with one vision in one alliance. We will continue to successfully work together to
deliver protection to our communities whilst meeting the financial challenges that we face now
and over the coming years.
The alliance has been nationally recognised for the substantial progress made with many other
forces looking at the journey, infrastructure and harmonisation supporting this innovative
operating model, which has resulted in significant savings for both forces against a backdrop of
reduced budgets.
The challenges continue for the alliance and police service as a whole, as public expectations
and the complexities of policing increase and policing budgets continue to decrease, presenting
challenges for workforce morale, motivation, capacity and capability.
In order to meet the challenges of the next few years, the StraDA programme has been set up
with a vision to:
“strengthen and deepen the alliance between Warwickshire Police and West
Mercia Police to protect people from harm“
We recognise the need for fundamental transformational change across the two forces in order
to continue to deliver policing services with a significantly reduced budget.
Our policing model and the shape and size of our organisation continues to change whilst
demands continue to increase. It is therefore vital that we shape our workforce and
environment to meet such changes.
Recruiting and retaining the right people and maximising the contribution each and everyone
makes is more critical than it has ever been to achieve the alliance vision and support the
delivery of the police service.
This People Strategy sets out the approach Warwickshire Police and West Mercia Police will
take to meet such challenges in respect of our people over the next three years. We aim to
become the consistent employer of choice for those who live within our communities.
For the strategy to work, we will need the continual commitment from our workforce to deliver a
first class service in order to protect people from harm and equally we need to provide you with
the necessary support, tools, training, technology and working environment to do so.
Martin Jelley
Chief Constable - Warwickshire Police
David Shaw
Chief Constable - West Mercia Police-1-
Introduction
Warwickshire Police and West Mercia Police recognise that our workforce is our most valuable
asset, and as such our people are crucial to our ability to be able to realise our vision.
Our people need to be competent, confident and committed to deliver a policing service that
achieves our vision, operates in line with our values in order to sustain performance and
prepares us for the challenges ahead.
We need to ensure that appropriate strategies are in place to enable our people to maximise
their individual and collective contribution.
This People Strategy underpins the forces strategic and operational priorities and focuses on
how to achieve and maintain such a workforce.
Our vision:
• Protecting people from harm
To achieve this vision, we need our people to own our values.
Our values:
• Take pride in our professionalism and standards of behaviour
• Listen and engage
• Use professional judgement and be courageous in making decisions
• Seek out better ways of working
• Lead with confidence and do the right thing
• Work in partnership to provide the best service we can
Code of Ethics:
These values are underpinned by the Code of Ethics
which details the way in which our people can deliver
the best and most professional service possible to
protect our communities.
Vision and Values
Code of Ethics
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Our Aim
To achieve the alliance vision through our people, Warwickshire Police and West Mercia Police
will create a positive working environment, promoting a culture of trust where our people work
together, feel motivated and confident to challenge and strive to be innovative.
We will recruit, develop and retain a highly effective, diverse and flexible workforce to protect the
people we serve now and in the future.
Together we will maximise deployment and skills, nurture talent, and create opportunities for
personal and professional growth for everyone.
We will promote a positive environment where Integrity & Fairness, Equality & Diversity and
Continuous Improvement underpin everything we do to ensure the delivery of an effective and
efficient policing service for the public.
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Strategic People Priorities
The strategic priorities of Warwickshire Police and West Mercia Police will be achieved by
focusing on six areas:
1. Our People
2. Organisational Development
3. Health & Wellbeing
4. Leadership Development
5. Learning Organisation
6. Employee Engagement
Inte
grity
& F
airn
ess Equality &
Diversity
Our People
Organisational Development
Health & Wellbeing
Leadership Development
Learning Organisation
Employee Engagement
Continuous
Improvement
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1. Our People
We will attract, recruit and retain committed people who are proud to work for a forward
thinking organisation which values its people.
We will strive to remain competitive and be an employer of choice by providing a working
environment which
• has a public service ethos with high values, standards and integrity
• values its people and welcomes diversity
• is forward thinking
• offers flexibility and fair conditions of employment
• is safe and supportive within a family friendly organisation
• sees everyone working together as one team
• supports a varied and challenging career
• promotes learning and development of its staff
• enables people to develop transferable skills
• has open and transparent policies and practices
Our people know what is expected of them in the delivery of our services and they will be
expected to conduct themselves in line with our values and the Code of Ethics.
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2. Organisational Development
By focusing on the people related issues of organisational change, People Services will
influence strategic decision making to ensure the workforce is fit for purpose for the future
challenges we face.
We will adopt a comprehensive and proactive workforce planning and development approach
that includes talent management and succession planning to ensure that we make best use of
the talent available in our workforce and that our vision can be realised.
We will create a flexible organisation to respond to changes in resource and skills requirements,
identifying innovative ways of working so the organisation effectively protects people from harm.
We will ensure managers and individuals embed a continuous improvement culture to
constantly seek new ways to provide the highest quality of service we can.
We will at all times minimise bureaucracy in the processes and procedures we adopt for the
management of our workforce.
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3. Health and Wellbeing
The health and wellbeing of our staff is extremely important to us.
We will ensure the workforce understands their role in maintaining a healthy and safe working
environment to protect themselves, their colleagues and the public we serve.
We will ensure the morale, motivation and resilience of our people is maintained and improved
to focus on the delivery of strategic priorities
We will promote opportunities for our people to support and develop their overall health and
wellbeing to maximise attendance and the availability of resources to deliver our services.
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4. Leadership Development
We will develop and enable our leaders to achieve the best for themselves and their people, by
recognising and nurturing talent for the future.
We will create an environment where our people feel empowered to exercise professional
judgement, utilise their emotional intelligence and feel comfortable and confident to challenge.
We will ensure our people have the confidence and capability to deliver our vision and values by
developing effective leadership qualities.
We support the National College of Policing leadership dimensions which can be instilled and
developed at every level. This encourages a collective style and model of leadership that places
the leader in the role of an enabler:
1. Individual – everyone working in policing needs leadership attributes to be successful in their
role.
2. Operational – incident management and team effectiveness are critical.
3. Senior – more strategic yet still requires elements of command.
4. Organisational – involves the governance, executive and direction of a service at a systemic
level.
Desirable attributes in all leaders:
• driven by the core values of policing
• works with passion and energy
• retains calmness and clarity under pressure
• quick to adapt and confident to lead change
• has an ability to understand and exploit the benefits of technology and good business practice
• empowers, trusts and supports individuals to succeed
• copes with the challenges of emerging crime and public safety issues
• values difference and diversity
• readily accepts personal accountability while retaining the trust of communities and those who
they lead
• demonstrates resilience in responding and adapting to high pressure and complex situations
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5. Learning Organisation
6. Employee Engagement
We will invest in our people in a variety of ways which add value in order to develop a skilled,
efficient and effective workforce that reflects the changing needs and demands of the police
service.
Our vision and values will be underpinned by a learning culture which embeds personal
responsibility and continuous improvement in our people and the service we deliver.
Operating as two forces, with one vision in one alliance, we will embed our vision and values so
that our people are fully engaged and focussed on the delivery of alliance priorities.
We will ensure fairness, consistency and integrity through the application of policy and practice
together with transparent engagement within collective consultative frameworks.
We will provide opportunities to listen and engage with the workforce to understand current
organisational health and learning to identify areas for continuous improvement.
We will equip our workforce to communicate effectively internally and externally.
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Key outcomes
The following shows the direction of travel over the next three years. We aspire to move further up the
scale and into the green. We will achieve the key outcomes as a result of a targeted focus on people,
environment and culture across the alliance. A flexible operating structure will be required to enable
the following:
Low and fear of failure Measured and innovative
Risk appetite
Limited/restricted view Doing the right things right first time / good professional judgement
Adding value
Process based and bureaucratic Outcome focussed/ effective and efficient to add value
Service Delivery
Silo working Whole system approach, public centred / business like culture
Ways of working
Low morale, high sickness, staff feel undervalued High morale, low sickness, motivated and happy workforce
Environment
Limited and reactive workforce planning Comprehensive, proactive and forward thinking workforce planning
Organisational design
Average employer Employer of choice
Reputation
Rigid/restricted Modern, flexible and agile
Reactive, unsighted/uninformed Understand, respond, anticipate demand (intelligence led)
Limited/reactive development Commitment to professionalising and developing the workforce
Learning and development
Single skill/focus Multi-skilled, blended mix of roles
Blame culture Continuous improvement ethos
Limited, ad hoc development Accessible leadership and management development
Leadership
Unclear around vision and priorities Workforce are clear on the strategic focus and direction of travel
Directional and transactional Proactive and empowered workforce
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