ESSEX POLICE
Essex Police
People Strategy
HR Mission Statement
Leading per formance through people by developing
our people in policing our communities.
This People Strategy demonstrates the commitment of Essex Police to
its staff to deliver the best employee proposition through accurate
people investment, change management and organisational human
resource efficiencies.
In order to provide a first class service to our community we need to ensure
that the people we employ are skilled, trained and motivated and are able
to meet the changing needs of the police service. The aim is to attract,
develop and retain the best people and enable them to deliver:
Outstanding customer service
G Quality detections
G Compassionate understanding of the public
G Partnership working
G Prompt response
G
The People Strategy is a means to describe the forces vision towards its
current and future employees and will ensure the organisation is prepared
to meet any challenge and deliver against the force strategic goals.
Essex Police People Strategy
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Championing
Equality and
Diversity
Change
Management
Resource,
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and talent
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The People Strategy is based on eight key themes
which are the building blocks of the strategy;
Learning and
Development
HR
Community
Delivering
client value
People
Management
best practice /
performance
management
Employee
Relations
Le
ad
ing
perf
or
Health,
welfare
and safety
Workforce
Planning
g
mance throu
le
p
eo
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h
Each theme has been allocated its own section in the People Strategy and includes the
broad aims of how each theme will be achieved. In practice, underpinning the People
Strategy, there are two comprehensive work plans; the HR Plan and the Learning and
Development Plan. These plans are agreed and monitored by the Police Authority and set
out the key objectives, milestones and measures in order to achieve the People Strategy.
The HR Project Team provides an oversight for the overall management of the HR Plan and
ad-hoc projects within the HR community and regularly report on objective progress to
the Head of HR.
What does the People Strategy mean for you?
As your employer Essex police aims to deliver on the following which is a commitment and
investment in you during your employment;
You will:
have a corporate induction.
have an annual PDR.
have a development plan.
be regularly team briefed and encouraged to provide feedback on areas for improvement.
have access to an HR Team that will assist you with any HR problem that you face.
have access to policies and initiatives that support a balance between work and home life.
be able to contribute to an annual ACTION/Employee Attitude Survey.
have access to Occupational Health and Welfare services.
have access to a range of learning and development opportunities.
have access to a range of benefits via the Essex Police Sports and Social Club.
As an employee of Essex Police we expect that you will:
Be focused on providing an excellent service to all our customers (internal and external).
Look for ways to improve the services we provide.
Be respectful of the differences of those who work with us or for whom we provide a service
irrespective of their ethnic origin, their religion, sexual orientation, their gender, age or whether
they have a disability.
Ensure your behaviour complies with organisational values and organise your own work effectively
to meet the demands of your role.
Identify, implement and monitor development activities to enhance your own performance.
Build and maintain community relations by providing a service that is responsive to the needs of
all communities and by ensuring that those affected by crime receive a fair and non-discriminatory
service.
Work co-operatively with team members and colleagues, contributing positively and
constructively to the achievement of team and organisational objectives.
Aim to fulfil to the best of your ability your contract of employment with Essex Police.
Championing Equality and Diversity
Our aim is to value and embrace the creativity and diversity of all
employees to ensure equality of opportunity and an integrated workforce.
We will achieve this by:
• Maintaining support for all specialist groups.
• Learning from all experiences, including post grievance/disciplinary reviews.
• Reinforcing through learning and development.
• Ensuring all staff are working towards a Performance and Development. Review (PDR)
objective based on Race and Diversity.
• Continuing to monitor the Dignity at Work policies and outcomes.
• Ensuring grievances are acted upon and learned from.
Measures of success:
• Annual EO Staff Survey.
• Race and Diversity Training Evaluation.
• Reduced turnover.
• Reduced sickness absence.
• Reduction in grievances.
• Reduction in complaints.
• Workforce profile.
Learning and Development
Our aim is to develop and train staff to meet the organisational need and ensure
they have the skills and values to meet the needs and expectations of the community.
We will encourage staff to develop their potential and enhance their own personal
development and service delivery.
We will achieve this by:
• Ensuring all learning and development is reviewed in line with PDR.
• Implementing regular review meetings between Essex Police College and HR Managers.
• Reviewing bespoke learning and development.
• Encouraging lifelong learning and development as opposed to training.
• Developing force wide mentoring schemes.
• Ensuring learning and development is ACTION orientated.
Measures of success:
• Level of internal promotions.
• Reduced turnover.
• Vacancy levels.
• Exit interviews.
• Improved performance evidenced through PDR.
• Increase in detection per capita.
• Training evaluation.
Health, Welfare and Safety
Our aim is to review and continue to promote a healthy and safe environment for all staff.
And to ensure all staff have the support they require in terms of health, welfare and safety.
We will achieve this by:
• Developing a health and safety input into local policing plans
• Developing our safety culture to ensure the health, safety and welfare of our staff
• Developing a comprehensive and effective health and safety monitoring system
• Enhanced management of absence through the Sickness Management Group
• Considering a force wide stress survey
• Continually monitoring the occupational health and welfare provision
Measures of success:
• Reduced sickness absence.
• Level of ill health retirements
• Level of restricted and recuperative duties
• Injury on duty figures
• ROI on health interventions.
• Level of Occupational Health referrals.
• Reduced number of injuries on duty
• Reduced number of civil claims
People Management Best Practice
and Performance Management.
Our aim is to ensure managers know what is expected of them in terms of people
management. They will be provided with professional advice and support enabling
them to manage and develop their staff. We aim to improve individual, team and organisational
performance by strengthening the Performance and Development Review (PDR) process and
obtaining commitment to performance management across the force.
We will achieve this by:
• Developing strong leaders.
• Improving provision of information for people management.
• Providing bespoke learning and development.
• Ensuring regular people management reviews.
• Reviewing the PDR processes and tools.
• Recognising excellent performance.
• Dealing with conflict learning interventions.
• Reviewing disciplinary processes.
• Ensuring all staff have objectives and targets which are aligned to force or local strategy.
Measures of success:
• Reduced turnover.
• Reduced sickness absence.
• Improved performance evidenced through PDR.
• Number of PDR's completed.
• Increase In detections per capita.
• Management ratios's.
• 360 degree feedback
Workforce Planning
Our aim is to ensure that workforce planning meets operational commitments,
is focused on front line policing and provides flexibility.
We will achieve this by:
• Developing practices to support retention.
• Reviewing exit interviews to determine common themes.
• Meaningful staff development based on PDR requirements.
• Developing the systems to support duty management processes.
• Supporting flexible working; in departments, roles and contracts.
• Implementing an organisational development process that calculates the workforce needs in advance.
• Further developing the Strategic Human Resource Process (SHARP).
• Developing ORIGIN (HR system) to introduce the workforce to portal and
workflow technology, enhancing the self service concept and providing
management information direct to managers via the intranet
Measures of success:
• Vacancy levels.
• Exit interviews.
• Reduced turnover.
• Increase in detections per capita.
• Improved access to workforce information
Employee Relations
Our aim is to improve communication and co-operation with staff, their representatives
and the public. Improved internal communication will ensure that staff have the awareness,
direction and knowledge necessary for them to perform effectively and to ensure their
motivation and commitment to the aims and values of Essex Police.
We will achieve this by:
• Embedding customer service ethos in all learning and development.
• Ensuring communication is based on change management principles.
• Ensuring all projects commence with a communications strategy.
• Consistently review and learn from all local recognition and collective bargaining arrangements.
• Implementing HR community branding.
• Implementing training interventions branding.
• Improving access to our services through a service directory.
Measures of success:
• Number of grievances and level of resolution.
• Reduced turnover.
• Reduced sickness absence.
• Workforce profile
Resource, Succession and Talent Management
Our aim is to attract, recruit and retain to meet organisational need and develop
our internal talent to make Essex Police an employer of choice.
We will achieve this by:
• Continuing to develop the recruitment tools and assessments force wide.
• Integrating all resourcing; Specials, PCSO's, Probationers, Staff and volunteers into one area of business.
• Reviewing of Recruitment and Retention Policy.
• Developing the succession model and strategy.
• Developing succession based on PDR.
• Developing Neighbourhood Policing to form the basis of succession.
• Defining tenure in Neighbourhood Policing Teams and schemes.
Measures of success:
• Level of internal promotions.
• Length of time posts are vacant.
• Reduced turnover.
• Vacancy levels.
• Exit interviews.
• Workforce profile
Change Management
Our aim is to continuously influence the success of organisational change by involving
staff and empowering them to contribute to change within their area and recognise the
importance of engaging staff in organisational change are the earliest opportunity to
ensure effective culture change.
We will achieve this by:
• Embedding change management principles in all learning and development.
• Developing communication strategies based on managing change.
• Developing fit for purpose structure changes.
• Maximising opportunities to collaborate with other public service providers to reduce
costs and improve service delivery.
• Ensuring all leaders receive specific learning, communications and the business ethos.
Measures of success:
• Improved performance evidenced through PDR.
• Number of grievances and level of resolution.
• Reduced turnover.
• Training evaluation.
• Reduced sickness absence.
• Reduced costs.
What you can expect from the HR Community:
Make it easy to contact us
Provide a professional and high quality service
Be polite, helpful and friendly and take your concerns seriously
Keep you informed
Explain decisions and the reasons for them
Make every effort to deal with your query without passing you onto someone else
If we need to pass you on we will identify the best department or individual to speak to
Listen to what you have to say in order for us to continually improve our service
Publish regular updates about what we are doing to improve our services as a result of views received
Consult you when developing our services and policies
Ensure our website is easy to use and has the up to date HR and Learning and Development policies
Make sure all our teams work together, and with other departments, to help you get the service you need
Acknowledge your calls courteously and provide you with the information required or if we
promise to come back to you with further information do so with an agreed timescale
Acknowledge all your e-mails requests and letters, explain
how we are going to help you and within an agreed timescale
Help us to help you
Involve us as early as possible.
Provide us with clear details of your needs and supporting
information that we will need to carry out the work required.
Keep us advised of relevant developments/projects that have an HR impact.
Respond within agreed timescales
HR Community Partnership Aspiration
Deal with personal
issues face-to-face
Use common
language
Do what you said
you'd do
Listen, listen,
listen
Show genuine
concern and
interest
Acknowledge
efforts of
colleagues
Great
Communication
Use appropriate
approach when
challenging each
other
Don't promote
criticism of
colleagues
HR Business
Partnership
Style
Respect for
People
No 'killer' statements
be supportive
Respect our
diversity
Shared
Team Goals
Share timely
knowledge
Save the project
not your face