Global best practice in HR

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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Planned and Emergent Strategy

Which comes first?

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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

Policies and procedures

• Evaluation and choice Situation analysis •Environmental opportunities and threats •Organisational resources and competencies

WHY

WHAT

Strategy implementation and planning

Strategic control

HOW

GUIDELINES Source: ‘Strategic Management’ Richard D. Irwin

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Business Strategy

Reward

Relations

Learning & Development

Resources

HR Strategy

HR Practices & Policies

Source: ‘Strategic Management’ Richard D. Irwin

www.npia.police.uk

Business Strategy

Reward

Relations

Learning & Development

Resources

HR Strategy

HR Practices & Policies

Source: ‘Strategic Management’ Richard D. Irwin

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.’ www.npia.police.uk

What Does the People Strategy Allow For? • Strategic framework • Leadership agenda • Promote consistency

• Allows for local flexibility • Measurement focus

• Prioritisation www.npia.police.uk

The People Strategy is designed to… • 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

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The People Strategy

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What the People Strategy will Deliver To be honest, the police always had a poor reputation on equality. My experience has been very different. I found out about the positive action programme, applied for a civilian investigator role and was accepted onto my police officer training. I’ve made it to 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 deployment model that works according to the needs of my force. Now, I can deploy my people resource more intelligently, organising shifts according to demand. It means we’re more focused on outcomes – and the public has noticed the improvement in our service quality as well. Reducing red tape has allowed my officers and staff to concentrate on doing their jobs, with less stress, less waste and more results. Chief Constable www.npia.police.uk

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 her and then write up their experiences to put onto her blog. She’s always asking for feedback, regardless of your position in the force. And she’s done a job swap with the chief executive of the County Council. A few years ago, noone really knew what the chief did – all you knew was what they were telling you to do. Police Officer www.npia.police.uk

What the People Strategy will Deliver We’ve made a real difference to policing 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 invest resources in development to get the best returns. I feel I’m making a real difference. And he’s confident that people issues are safe in my hands. HR director www.npia.police.uk

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

www.npia.police.uk

What HR should do to help you 1. Tactical first, Strategy second 2. Compliance, governance and risk

3. Workforce strategy 4. Organisation performance

www.npia.police.uk

Evidenced Based Human Resources Balanced business scorecards

Employee opinion surveys Labour turnover Absence Completion of inductions Appraisals Days training Internal promotions

Disciplinaries / complaints Resources utilisation www.npia.police.uk