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www.npia.police.uk Global Best Practice in Human Resources Angela O’Connor, Chief People Officer
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Global Best Practice in Human Resources
Angela O’Connor, Chief People Officer
www.npia.police.uk
Global Best Practice in Human Resources
Angela O’Connor, Chief People Officer
www.npia.police.uk
Why does good HR management matter?
• Human nature
• 85% of budgets spent on people related activities
• What differentiates great organisations?
• What happens when it all goes wrong?
www.npia.police.uk
Why does good HR management matter?
• Human nature
• 85% of budgets spent on people related activities
• What differentiates great organisations?
• What happens when it all goes wrong?
www.npia.police.uk
Why does good HR management matter?
• Human nature
• 85% of budgets spent on people related activities
• What differentiates great organisations?
• What happens when it all goes wrong?
www.npia.police.uk
Why does good HR management matter?
• Human nature
• 85% of budgets spent on people related activities
• What differentiates great organisations?
• What happens when it all goes wrong?
www.npia.police.uk
“It’s not the strongest species that survive, nor the most intelligent, it is the one most adaptable to change”
Charles Darwin
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Which comes first?
Planned and Emergent Strategy
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First who then what
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First who then what
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Integrated Model of Strategic Management
Vision and Values
Mission Goals/ objectives Strategy formulation
• Alternatives
• Evaluation and choice
Policies and procedures
Situation analysis
•Environmental opportunities and threats
•Organisational resources and competencies
Strategy implementation and planning
Strategic control
WHY WHAT HOW GUIDELINES
Source: ‘Strategic Management’ Richard D. Irwin
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Source: ‘Strategic Management’ Richard D. Irwin
HR Strategy
HR Practices & Policies
Business Strategy
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www.npia.police.uk
Source: ‘Strategic Management’ Richard D. Irwin
HR Strategy
HR Practices & Policies
Business Strategy
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www.npia.police.uk
Developing the People Strategy for Policing
Our vision
‘A police service where all police officers and staff have the knowledge, information and equipment to provide the best service. Where careers are developed, where good people performance is recognised and people are led well by colleagues that they and the community respect.’
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What Does the People Strategy Allow For?
• Strategic framework
• Leadership agenda
• Promote consistency
• Allows for local flexibility
• Measurement focus
• Prioritisation
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• Maximise the effectiveness of workforce• Bring standardisation, consistency and higher quality
to key processes in recruitment, selection, development, leadership, talent management and reward
• Promote good and best practice in people management and development
• Align the workforce agenda to the policing agenda
The People Strategy is designed to…
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The People Strategy
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What the People Strategy will Deliver
To be honest, the police alwayshad a poor reputation on equality.My experience has been verydifferent. I found out about thepositive action programme,applied for a civilian investigatorrole and was accepted onto mypolice officer training. I’ve made itto sergeant in less than three years with great support. Now, I’m mentoring three probationers who are from BME communities and looking to become a detective.
Police Sergeant
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What the People Strategy will Deliver
I’ve always wanted a deploymentmodel that works according to theneeds of my force. Now, I candeploy my people resource moreintelligently, organising shiftsaccording to demand. It meanswe’re more focused on outcomes – and the public has noticed theimprovement in our service qualityas well. Reducing red tape hasallowed my officers and staff toconcentrate on doing their jobs,with less stress, less waste andmore results.
Chief Constable
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What the People Strategy will Deliver
We’re definitely getting a different style of leadership and management now. Our chief is a case in point. She’s invited people to shadow herand then write up their experiences to put onto her blog. She’s always asking for feedback, regardless ofyour position in the force. Andshe’s done a job swap with the chief executive of the County Council. A few years ago, no-one really knew what the chief did – all you knew was what they were telling you to do.
Police Officer
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What the People Strategy will Deliver
We’ve made a real difference topolicing at the frontline by stripping out bureaucracy and improving the people management skills of our sergeants and first line managers. As a result, my Chief comes to me asking for advice about the people elements, wanting to know, for example, where we need to investresources in development to getthe best returns. I feel I’m makinga real difference. And he’sconfident that people issues aresafe in my hands.
HR director
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The people business is your business
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What HR should do to help you
1. Tactical first, Strategy second
2. Compliance, governance and risk
3. Workforce strategy
4. Organisation performance
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What HR should do to help you
1. Tactical first, Strategy second
2. Compliance, governance and risk
3. Workforce strategy
4. Organisation performance
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What HR should do to help you
1. Tactical first, Strategy second
2. Compliance, governance and risk
3. Workforce strategy
4. Organisation performance
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Balanced business scorecards
Employee opinion surveys
Labour turnover
Absence
Completion of inductions
Appraisals
Days training
Internal promotions
Disciplinaries / complaints
Resources utilisation
Evidenced Based Human Resources
