personal development plans or personal performance plans or

Freedom of Information Request Reference No: I note you seek access to the following information: Personal Development Plans (PDP) sometimes called Personal Performance Plans (PPP) and more commonly called Appraisal System(AS). QUESTION 1 - Assuming your police force operates a similar appraisal system as described above; could you provide me with: A copy of the actual form used to conduct the appraisal on: (a) The Chief of Police (Commissioner) (b) Executive Police Officers (Assistant Commissioners, Deputy Commissioners) and other executive staff. (c) Senior Police Officers (Superintendents and Chief Superintendents) and other equivalent support. QUESTION 2 Can you provide me with your Standard Operational Procedures and Policy regarding the process used to conduct the appraisal on: (a) The Chief of Police (Commissioner). (b) Executive Police Officers (Assistant Commissioners, Deputy Commissioners) and other executive staff. (c) Senior Police Officers (Superintendents and Chief Superintendents) and other equivalent support. QUESTION 3 Can you provide me with any other guidance notes relation to the process used to conduct the appraisal on: (a) The Chief of Police (Commissioner). (b) Executive Police Officers (Assistant Commissioners, Deputy Commissioners) and other executive staff. (c) Senior Police Officers (Superintendents and Chief Superintendents) and other equivalent support. DECISION I have today decided to disclose the located information to you in full.

Q1 - Assuming your police force operates a similar appraisal system as described; could you provide me with a copy of the actual form used to conduct the appraisal on: (a) The Chief of Police (Commissioner). The Commissioner is held to account by the Deputy Mayor through regular discussion of performance against the Police and Crime Plan. (b) Executive Police Officers (Assistant Commissioners, Deputy Commissioners) and other executive staff. All Our Executive Police Officers and Staff will use the standard PDR form (please refer to the attached document) (c) Senior Police Officers (Superintendents and Chief Superintendents) and other equivalent support. Superintendents and Chief Superintendents use the PPM (Performance and Potential Matrix) appraisal system ((please refer to the attached documents for forms and guidance) Q2 - Can you provide me with your Standard Operational Procedures and Policy regarding the process used to conduct the appraisal on: (a) The Chief of Police (Commissioner). As question 1. (b) Executive Police Officers (Assistant Commissioners, Deputy Commissioners) and other executive staff. Guidance Please refer to the attached document (c) Senior Police Officers (Superintendents and Chief Superintendents) and other equivalent support. Please refer to the attached document Q3 - Can you provide me with any other guidance notes relation to the process used to conduct the appraisal on: (a) The Chief of Police (Commissioner). As question 1

(b) Executive Police Officers (Assistant Commissioners, Deputy Commissioners) and other executive staff. Please refer to the attached documents for guidance (c) Senior Police Officers (Superintendents and Chief Superintendents) and other equivalent support. Please refer to the attached documents for guidance I would like to take this opportunity to thank you for your interest in the Metropolitan Police Service. Information Rights Unit

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AC PO / D I RECTO R PERFO RMAN CE DEVELOPM E NT REVIEW (PDR)

PERSONAL DETAILS

OBJECTIVE S. . . •

Groupm

ess Objectives Evidence

• • _____________________________________ _

Evide should consider and reflect the ACPO or Director Drivers for OperationalEffectiveness, Organisational Influence and Resource Management .Full details can be found on PeoplePages - MPS Performance Framework

• . 41411r. 1! 10 -411 :4" 4 k11 :4 11 : IM1 1

Organisational

Managemen t Resource

Line Manager

Role Holders

All role holders should sign to indicate that they have read and agree the content of the PDR form .

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Guidance on Metropolitan Police Performance Framework PDR Process .

Introduction and Overview

During 2011 The MPS moved away from the Integrated Competency Framework (ICF) to a new ,more concise , bespoke , performance framework - the MPS Pe rformance Framework (MPF) .

The MPF is aligned to MPS priorities and better defines what effective pe rformance is at eachrank role . This reduces the amount of PDR evidence required and allows evidence to be structured ina way that is easier and less bureaucrati c

The MPS Performance Framework (MPF )

The MPF is available for all MPS officers and staff and focuses on three key 'Drivers' of performanceto suppo rt MPS priorities and challenges :

Operational Effectiveness

Organisational Influence

Resource Management .

Definitions of the Drivers will differ depending on the rank or band , but the following summarise thegeneral meaning of each of the three Drivers .

Operational Effectiveness is the delivery of effective outcomes that meet the needs of customersand communities, and is the demonstrable support of the MPS priorities of safety and confidence . Italso includes the recognition of risk to achieving these priorities and managing such risk wherepossible .

Organisational Influence is the provision of strong leadership (where relevant), professionalism andthe promotion of equality and diversity . This area includes the effective influence of andcommunication with appropriate stakeholders .

Resource Management is the effective management of all resources available, which may includefinancial, staff and equipment, and the on going promotion of efficient practices .

The MPF moves away from multiple lists of indicators , as stipulated by the ICF , and towards a moreoutcome-based description of e ffective pe rformance .

Please refer to the relevant rank role framework via the toolkit on the MPS PerformanceFramework webpage .

Setting objectives

All members of staff must have objectives . The setting and monitoring of objectives is a critical pa rt ofthe PDR process . However the number of required objectives has been streamlined in order to makethis element of the process more relevant and efficient .

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Instead of four `Work Related ' plus four `Development Related ' objectives as was previously required ,it is now advised that a minimum of four ` Performance Objectives ' are set. This sufficiently retains thebenefits of the objective setting process and avoids the confusion that has been known to often occuraround drawing a distinction between ` work' and ` development objectives .There is no specific requirement to relate objectives to any pa rt icular MPF D river area or activitywithin the role profile , however they must be relevant to the overall role profile and the role holderagrees .

What are objectives ?

Goals or objectives describe the steps to achieving something (e . g . a target or a value) . They provideclarity around what a member of staff is employed to do . Objectives can still be linked todevelopment, i . e . what people should do and learn to improve their pe rformance , or they may berelated to a specific element of work , or may emerge from analysing and discussing the gap betweenhow a person actually performs and standards within the role .

A minimum of four performance objectives should be agreed at the beginning of the repo rt ing year(although they may change throughout the year , e . g . if operational needs change) . Objectives canalso be re-set throughout the year as required to meet new requirements or changed circumstances .

How do I set them?

All objectives must be relevant to the role and should in turn impact /contribute to team / MPS goals orvalues , e . g .

• If an objective of my OCU is to cut burglary (or any other type of crime) then what is my rolein or contribution to that ?

• A common objective for managers is to ` reduce sickness absence in my team from x to y byz' .

Objectives should relate to the role , examples ;

. Organising meetings may form part of an administrator role - a related objective could be `Toarrange all SMT meetings within the next 6 months , ensuring all pa rt ies receive timelynotification and minutes to be sent out within 2 days ' .

• Within some patrol and community police officer roles is the activity `Develop partnershipsolutions in consultation with the community and other agencies' - an example objective wouldbe to `hold a meeting with `x' and `y' community groups or partners to agree on a planby `z ' date to solve `w ' problem ' .

Investigators could use the PIP standards within their objectives, for example ,`Plan conduct and evaluate all inte rv iews with suspects in accordance with the PIP standardsduring `x' period ' .

What to consider when setting objective s

Whether there are any related defined standards or targets , e .ganswering calls .Standards within the role .Ask the role holder `what do you think you need to do to

part icular areas? '

What is a good objective?

Specific

Measurable

Precise , clear and well defined .

detection rates or targets fo r

develop your performance i n

linked to a quantifiable or qualitative pe rformance measure ; or have a


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clearly defined planned outcome .

Achievable/Agreed within a person's capabilities and agreed by the manager andindividual, the aim is that staff have ownership of objectives ratherthan have them imposed upon them .

Relevant Consistent with MPS priorities and Values and departmental /organisational objectives

Time-related achievable within a specific timescale .

How do I know when objectives have been achieved ?

Managers often ask about the measurable element within objectives, this need not necessarily besomething you can count ; a good general guide is `how will you both know when it's been achieved?'In other words, what will be the output or situation? Asking questions such as `how much', `how many'or `how often' helps .Not all aspects of work can be measured easily; it may be necessary to consider more qualitativeissues, i .e . ones that describe the end result of a person's efforts . Questions such as `how well' or inwhat way' may help .

Examples are :

• Quality of project or work plan s• Type and quality of recommendations• Quality of ideas generate d• Type of changes implemente d• Public or staff satisfaction level s• Performance in relation to standards within role profile s

A useful prompt for identifying development needs is to ask what does a person need to learn /develop to help them achieve their objectives .

Development can take many forms and does not just mean ` going on a course ' . Alternatives could bejob shadowing , visits , attachments , change of role , reading (e .g . a policy) , coaching , learning throughdoing new tasks , computer based NCALT packages , projects or working with people from otherteams .

Completing evidence using the MPS Performance Framework (MPF)

The PDR form has been redesigned in line with the new MPS Framework .Personal details, Line Manager, Countersigning Manager and Appriasee sign off sections remain,however, as above, Work and Development Objectives are replaced by Performance Objectives andthe ICF Behaviours are replaced by the 3 Driver areas .

The PDR should remain a live `document with line managers having regular performance meetingswith their staff throughout the course of the reporting year . Line Managers and individuals who wish torecord evidence on the Word form throughout the year should note that the MPF contains no positiveor negative indicators, but uses broader performance dimensions than the ICF . This allows managersand staff to interpret the Drivers in the context of their role more appropriately, and enables moremeaningful and tailored performance discussions, without the rigid constraints of the ICF indicators .Please refer to the relevant framework for the rank role from the MPS Performance Frameworkwebpage .

Should a development need be identified throughout the reporting year, measures should be put inplace to address this in a timely way, with progress monitored regularly .

At the end of the reporting year (311t March), hold a formal PDR meeting ; invite the role holder toopen the discussion by identifying the areas they would like to discuss . Tips for holding a PDRdiscussion can be found on the PDR Intranet site . It is essential that honest feedback is given,however there should be no surprises .


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By looking at the gap between the standards within the role profile and current pe rformance ,development needs may be identified . Managers should share their views with role holders on eachtopic and use specific examples to suppo rt the ratings you have chosen in each area .

Having given the role holder an oppo rtunity to discuss your views , write up the PDR and select arating for each Driver area and an overall rating .Ratings are as follows :

I - Exceptional Performance consistently exceeds levels ofSignificantly above standard effective performance.

To be used in exceptional cases only .2 - Competent Performs over and above standard th eAbove standard requirements of the role in some areas ; few

development needs3 - Competent Performance consistently meets standard ;

At standard required some development needs4 - Competent Does not meet the standard required i n

At required standard in some areas ; some areas; has one or more significantdevelopment required in several areas areas for development

5 - Not yet Competent Consistently falls short of standard required ;Does not demonstrate required standard does not demonstrate effective performance

despite development in the role; major improvement is needed ;has not improved despite development

For any box 1 or box 2 marking - limited bullet point evidence is required to suppo rt the assessment .

For any marking of 3 - a tick box assessment is sufficient - there is no requirement for additionalevidence , unless the appraisee provides or requests evidence which should then be included .

For box 4 or 5 - sufficient suppo rt ing evidence must be provided .

How is 'Respect for Race and Diversity ' assessed?

The ICF competency 'Respect for Race and Diversity ' (and the PDR competency' Promoting Equalityand Valuing Diversity ' ) will no longer sit as a stand-alone measurement area within the new MPSPerformance Framework . Instead the assessment of this aspect of pe rformance will be embeddedthroughout the framework, most explicitly in the area of 'Organisational Influence . This places equalityand diversity at the heart of how we manage our relationships and how we deal with and understandour colleagues and the communities we serve . This is seen as preferable to the current stand-aloneassessment of 'Respect for Race and Diversity ' which can promulgate a 'tick in the box ' approach andfails to provide an oppo rtunity for individuals to demonstrate their understanding of Diversity at astrategic level .

The MPF has been developed and tested using appropriate consultation and representativesampling . A live Equality Impact Assessment is running which stipulates ongoing evaluation of thenew framework to identify and address any diversity related concerns .

Role of the coun tersign i ng manager

The second line manager has responsibility for quality controlling the PDR process and ensuring thatall members of their team(s) derive as much value from it as possible i .e . it improves performance .The activity `monitor and evaluate performance reviews' is contained within every senior manager'srole profile .

Countersigning managers must not add new evidence , they should just QA, agree and sign orsend back to the line manager requesting more evidence be put in to justify the rating given or thatthe rating be changed .

Appeals/disputesIf someone disagrees with the PDR assessment :

. The line manager and appraisee should meet and resolve issue s


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• If the appraisee is still unsatisfied they should submit details in writing to the line managerwithin 14 days of re ce iving the PD R

• The line manager then has 14 days to consider or to provide additional evidence . Anymeetings that take place concerning this appeal between the line manager and appraisee canbe attended by the appraisees Union Rep , Fed Rep, Staff Association Rep or MPS Colleague .

• If the appraisee is still unsatisfied they should appeal in writing to the countersigning managerwithin 14 days of the decision .

• The countersigning manager must meet with both parties , consider the evidence and make adecision within 21 days of receiving the appeal .

• Appraisees have the right to bring a Trade Union , Federation or Association representative oran MPS colleague to the appeals meeting

Both manager and role holder are encouraged to seek early advice and guidance from an appropriateTrade Union , Police Federation or other staff association representative in helping to resolvedisputes .

If the disagreement/dispute cannot be resolved it may be taken up in writing with the countersigningmanager who will have responsibility for interviewing both parties and informing them in writing of adecision . The counter signing managers decision is final .

Where it is agreed by both part ies that a PDR repo rt needs to be amended , the first PDR reportbecomes invalid and must be deleted . No reference should be made to it in the rewritten PDR report .

Storage / Submission of the form

The word document should be completed by the line manager and emailed to the counter signingmanager and employee for agreement and sign off .

Managers should then upload the completed PDR form to the employees record through self service .Please see FAQ4 on the PDR Homepage for fu rther info on this process


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AL

H I

C1 - N EW WITH LON G TERM POTENTIAL

me n t Options :T o early t o assess performance and/or

nc . Liky t o be an i ndividua l who is adapting t o a new role/

rank. Perceive d to be able to tak e o n g re ater responsibilities/rolesnc

is dnstatd. Coni : Sf-dictd gth and

nd dvnt. C ntin u e in cunt role and where a ppropriate

onsid er th e opportunity t o inc reas e responsibilities . P rovide

ttching objectives and coaching t o support development of high

erfanc . Set a solid development plan and review on a regular

asis, providing feedback . Re-assess progress in 6 - 12 months .

B1 - NEW/DEVELI GDevelop me n t Options :L ong er t erm employee - Focus on th end erperf ormanc e position of th ei r work and c onsid er actions on h ow

) i v e this . N ew in rank/post - Has th e potential f or add iti onal

vs of gth s o cha ng e th em t o d v elop this . Coni :ng rm employee - Coach th em t o ach i ev e better results . Idntify a n rol e

ssignnt or project at current level and identify a mentor t o i mprove

roficincy levs of competencies . N ew in rank/post - Lk for

C2 - GWTH EMLEElop nt Op tions:Si mi la r development t o C3 . Focus more on

that cyill move th em f rom 2 t o 3 (good t o great performance) .

Ensu re a high d g ree of cha lleng e as likely t o d ev elop quickly . Vary

angs, roles, opportunitis, locatin and line management t o

uid breadth and perspective . C onsid er development in preparation for

nger t erm opportunities . As appropriate, support exposure t o s ni or

takhds . Assign t o lead/support key cross functional/strategic projects from

catch. F or example, developing and launching a n ew initiativ e or heading u p a

ew ta . Sut in preparation f or future promotin procsss .

B2 - CE EMLEEDevelopment Op tions:May not be eager or a ble t o advance; don't push th,Ilow h th t stay ere thy a . I ndividua l is a stady and d nda ble

erf, but is likely t o be ca pa ble of more . Likely t o be focused on i d iat e

roblems/issus . Regularly check in with th em regarding willingness t o d v elop

urther. Cons ide r : P rovid e occasional opportunities t 'tst' th . P videttchssignnts which should hav e very c lea r objectives and a re of a short duration .

P vid e caching and taining . D v elop plan t o move th em f rom good to

C3 - ECETIAL TALE Telop me n t Options: Stretch assignments, things they don't kn ow how t o

gnnts that tak e th em beyond th ei r current role; high profi, wh ere

ks a re high . Give them a 'stat u' assignnt, sthing n o o ne has

e. A n ew proce ss, territo ry e tc . Give them a 'fix it' assign ment, a chance

st ep i nt o th e Mt which is experiencing difficulties or challenges .

oni :b chang, rotations, job swaps - an opportunity t o experience a brand n ew

e, which is short or long term . H elp th em build c ss-functi na l

atinshiith other high performers . Find th em a mentor and giv e th em

css to taining opportuniti es. P rovid e access to mee tings, committeesc. B3 - TETCH

ree of readinss f or larger roles . Is exceeding performance expectations

d cand idat e f or gth and dvnt . Coni : Tagt learning and

elopment activitis on specific competencies f or future, target

vide key . roject assignments with Met wide exposure, high visiiity and

inificant responsibility which offer th e individua l th e chanc e to practice

etd problem sving and work in a cross fu ncti ona l team . Engag e the

pportunitis t o cha lleng e th em and t o i nc reas e responsibilities . Seek exceptional performance . I nf orm th e person that they a re valued . Listen t o th ei r i ndividua l in mentoring others t o d ev elop talent building skis . Fcus

evelopment of specialist knowledge/thinking . M onit or regularly t o ideas and provide praise f or th ei r accomplishments . Trust th em t o deliver. activities on specific gaps - i .e . what is needed t o broaden or t o move t o th e

valuate f or performance improvements and re-assess potential .C onsid er relocation if it will support development . next level of responsibility .

A1 - PERFORMAN CE BELOW EXPECTATIONS A2 - EFFECTIVE EMPLOYEE A3 - HIGH PERFORMI NG EE TDevelop me n t Options - Set very c lea r and short t erm objectives.Developmen t Op tions - Enc ou rag e self directed growth and development. Develop me n t Options : Likely t o hav e long t en u re in th e Met . Ask what

onsid er coaching t o focus on areas of personal frustration and Likely t o d eliv er th e results and level of performance that a re expected of th, motivats th em and h ow they want t o develop . P rovide recognition, prais eneed, particularly when adversely affecting job performance . This a consistent basis. and rewards. P rovid e opportunities t o d ev elop in current role, t o g n

mean spending more ti me on issues of mindset or scific skis . J ob orientation, relationship building . P rovid e a peer mentor and broad er caaiitis and kndg . P vid e hnst fdack au t

: Caify expectations . P rovid e development . Identify an d

remove 'blockers' t o performance . Lk at inting an actin

plan . P rovid e clearly defined goals . B e explicit about th e ways in

which th e ind ividua l must improve . P rovid e remedial caching and

feedback. S ome individuals may by una ble t o i mprove performanc e

thei r current role . C onsid er finding th em a different position wh ereth ymight be successful. As a last resort, manag e thugh UPP

1 . NOT Y .ET CORE P ERFORMANCE

t Octivs/havius an't /t incnsistnty / hasmet less challenging objectives . L ead ersh ip behaviours &MPS Values displayed t o expected standad orincnsistnty divd .

nsid er n ew leadership development on specific competency or skills gaps t o

ve f rom moderate t o high performance . Off er opportunities for enhancing

dership skills that support current role . Enc ou rag e ind ivid ua l to enhance

thugh taining . Laning can tak e many forms, including seminars by

erts in a particular field, as well as online or distanc-aning casss .

ntify a s a ller role in an assignnt or s cia l project at th e sa me level . It is

ential t o engage, focus and motivate th e individua .

2. CORE PE RFORMANCE Objectives a re consistently met/exceeded at times . P erf ormanc e is managed t o a gd standadL ead ersh i p behaviours & MPS vaus disayd t o a cnsistntygd standad.

opportunitis f or advancement . Watch f or signs of retention risk .

: Ask th em t o mentor, teach and coach others . Ask th em t o share

thy kn, presentations t o other managers/peer groups etc as th e highly

vaud expert. P lac e in th e role of knowledge/content expert in project

tas. Tust th . Sh ow th e ind ivid ua l that thy hav e y u r c nfid nc e by

aing th em t o tak e actins and mak e decisions that a re a ppropriate f or

th i r ski ll lev .

EFMACE 3.ECETIALt Octivs a cnsistnty t o a high standad and / or

excdd. adshihaviu s Dnstats stng & MPSvalues within th ei r role. Consistently manages performanc eexctinay .

so Po 'LlcvPages TOTAL POLICI N G

Freedom of Information Publication Schem e

P rotective Marking : Not Protectively Marked Publication (Y/N) : N

Title: Performance and Potential Matrix Flowcha rt

Summa ry: Flowchart explaining the process for the Performance and Potential Matri x

Branch / OCU : HQ Strategic Human Resource s

Date created : October 2014 Review date : August 2015 Version: 1. 2

Author : Daniel Pickett

Performance and Potential Matrix

so Po 'LlcvPagesMember of staff and line manager independently assess pe rformance andpotential and plot a position on the Performance and Potential Matrix .

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Stage I - Initial line management meeting .Line manager holds a meeting with the member of staff to discuss their positionand this is plotted on the performance and potential matrix . Line managerforwards the form to second line manager for consideration .

Stage 2 - First level reviewSecond line manager reviews the first line manager's assessment.

Does the second line manager agree with the assessment?

Yes No

Second line manager changes the position on the matrix . Within 7 daysarrangements are made to feedback their decision to the member ofstaff.

Stage 3 - Second level reviewModeration Panel convened at Business Group level to review assessment and toestablish benchmarks and consistency in assessment .

Does the Moderation Panel agree with the assessment?

Yes No

Moderation Panel changes the position on the matrix . Within 7 daysarrangements are made to feedback their decision to the member ofstaff.

Stage 5Consolidated Performance and Potential matrix used to identify talent for the Mettalent pool ; to identify leadership development for all and to support decisionmaking at corporate posting panels .

Name: Current Role :

Business Group & B /OCU : Home Town :

Individual Matrix Position: Line Manager Assessment of MatrixPosition :

Second Line Manager Final Matrix Position:

PERFORMANCE AND POTENTIAL MATRI X

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C . HIGHDefinitely has potential to domore in the nearfuture.Has the ability to achieve 2promotions within a 3-5 yearperiod .

B . M E D I U MShows some potential to domore in the near future.Potentially has the potential forthe next rank but not beyond atthis stage .

A. EFFECTIVE/LOWLikely to stay in current rolean d continue to d evelop ; orhas strength of expertise incurrent position .

C 1

B 1

Al

1 . NOT Y E T COREP ERFORMANC EObjectives/behaviours aren'tmet/met inconsistently/has metless challenging objectives .Leadership behaviours & MetValues displayed to expectedstandard or inconsistentlydelivered .

C2

B 2

A2

2 . CORE OBJECTIVESO bjectives are consistentlymeU excee d ed at times .P erformance is manage d to agoo d stan d ard. Lea d ershipbehaviours & M et Valuesd isplaye d to a consistentlygoo d stan d ard.

C3

B3

A3

3 . Except i onal PerformanceObjectives are consistently metto a high stan d ard and/orexcee d ed . D emonstratesstrong lead ership behavioursan d M et Values within theirrole . Consistently managesperformance exceptionallywell .

PERFORMANCE

Name andDate

Line Manager's rationale for pos ition (this s hould not exceed 1 A4 s ide ) :Line Manager should make reference to the following sources to consider the most appropriate PPMposition :

• Met Values .• Met Performance Framework• Met Leadership Framework

Individual 's career aspirations /comments (this must not exceed half of an A4 side ) :

Name andDate

Second Line Manager's rationale for pos ition (this must not exceed half of anA4 s ide ) :Second Line Managers should make reference to the following sources to consider the mostappropriate PPM position :

• Met Values .• Met Performance Framework• Met Leadership Framework

Once the PPM position has been agreed, line management should set objectivesto support an individual's development . Line managers should refer to theExample Development Matrix which will provide guidance on developmentoptions that should be considered for each PPM position .

I-I

PerformanceI Potential Mai

The manager should also arrange for up to three objectives to be set inconjunction with the individual .

Objectives Date to be Date Commentsachieved achievedby

Protective marking :

Publication scheme Y/N

Title :

Version :

Summa ry :

Branch / OCU :

Review date :

Notice reference/ date :

Not protectively marked

No

Performance Development Review (PDR) -Standard Operating Pro cedure (SOP)

Version 1 .4

This SOP sets out the Performan ce DevelopmentReview (PDR) process , which is used to suppo rtPerforman ce Management within the MPS .

PeopleServices , HR OrganisationalDevelopment , Human Resources Directorate

March 201 3

Item 1 , Notices10 /10 of 3 March 2010 .

Policy contact : PeopleSupport Advisory Centre on extn . 1555 (external : 0300 1231555) .

Performance Development Review (PDR )

Standard Operating Procedure (SO P )

Introduction

This Standard Operating Procedure suppo rts the MPS Pe rformance Managementof People Policy . Pe rformance Development Review (PDR) is the process used tosuppo rt performance Management within the organisation . Annual PDRs arerequ ired both by the Home Office and are a lega l requ irement under the Ra ceRelations Amendment Act .

Application

All police officers and police staff, including the extended police family and thoseworking voluntarily or under contract to the Mayor's Office for Policing and Crime(MOPAC) or the Commissioner must be aware of, and are required to comply with,all relevant Metropolitan Police Service (MPS) policy and associated procedures .

However this SOP applies in particular to all managers of both police and policestaff, all police officers, including MSCs except those on Work Based Assessment(formerly TOWBAR), those on the High Potential Development Scheme, policeProbationers, and ACPO Ranks . It also applies to all Police Staff except those of

Management Board grade and those on probation . It does not apply to tempora rystaff or those on fixed term contracts of a year or less .

Opening a PDR Form

From April 2011 all PDRs should be opened and measured against the MPFDrivers .

A PDR form should be opened and objectives set in the following circumstances ;

For all substantive staff between March 31st and May 31st of each yearfollowing the completion of the previous years PDR .Upon the return from maternity leave , career break or a period of sicknessof more than 6 months , provided a full 3 months are left of the repo rt ingyear , i . e . December 31st would be the latest a PDR should be open .Similarly anyone coming off Probation or Towbar before December 31st ofthe repo rt ing year would also need a sho rt PDR to cover the final qua rter ofthe repo rt ing period .Upon someone coming off probation , Work based assessment or the highpotential development scheme , providing there are a full 3 months of therepo rting year remaining .When someone has changed units or depa rtments which render the oldobjectives obsolete . For example a PC changing Boroughs should have theold PDR completed , and a new one with new objectives opened , providedagain there are a full 3 months left of the repo rt ing year. This does not needto be done if someone has been promoted within their depa rtment , as thenthey can be set new objectives only if relevant .

Setting Objectives & Mandatory Objectives

All members of staff must have Objectives as the setting and monitoring ofobjectives is a critical part of performance management .

A minimum of Four Performance Objectives must be set . All objectives should beSMART, relevant to the role and can linked to the MPF drivers .

Some B/OCUs will set their own mandatory objectives .

Upon opening a new PDR Line managers must ask both Police Staff and Officerswhether they are interested in promotion in the coming year. The response mustbe recorded . This is solely for monitoring purposes and the appraisee is entitled tochange their response at any time over the year . Police Officers must also beasked whether they intend to apply for specialist roles over the coming year andthe response also recorded .

Recording Evidence and Mid Year Reviews

Evidence should be gathered in line with the MPF 3 Drivers : OperationalEffectiveness , Organisational Influence and Resource Management .

Both line managers and individuals should note examples of evidence in summa ryformat throughout the year .

Objectives should be reviewed and written up by the line manager if completedalready , or early and then new ones set . It may be necessa ry to change objectiveseven if they have not been completed .

From April 2011 there is no longer a requirement to complete a mid year review,however it is best practise for Line Managers and their staff to conduct regularperformance meetings and review objectives .

Completing the end of year PDR

A meeting should be held promptly at the end of the repo rting year after March31st between the line manager and the individual members of staff they arereport ing on . This should be a two way discussion and the appraisee should beinvited to open it by identifying areas they would like to discuss . By looking at thegaps between the standards within the role profile and current pe rformance ,development needs can be identified . Line Managers should share their views withthe role holder on each topic and use specific examples to suppo rt the ratingchosen .

The 3 Drivers, Operational Effectiveness, Organisational Influence and ResourceManagement must be reported on . Please refer to the toolkit on the MPSPerformance Framework webpage for the appropriate rank/role framework for theappraisee .

Having concluded the meeting with the role holder, the line manager should thencomplete the PDR and select a rating for each core area (see below), and anoverall rating .

The PDR form is then sent to the countersigning manager whose role is to qualityassure the evidence included and the box marking given . The countersigningmanager should not add to the evidence or include a lengthy commentary on it, butmerely agree and sign, or send back for review .

The role holder then completes the form and the process if complete, except in thecase of appeals (see below).

Guidance for end of year submissions should be sought from the PDR webpage onPeoplePages .

Ratings within PDRs

• Box 1 is only to be used in exceptional circumstances , for the ve ry highestperformers . It is not expected that more than 5% of the organisation shouldfit into this catego ry . Those awarded Box 1 will consistently excee dall levels of effective pe rformance detailed in the role profile . Al lareas repo rted on would be mostly box 1 and 2 . All objectives will havebeen achieved and frequently exceeded and the individual will havedemonstrated competence of a higher rank or band . Because someone isgood at their job and does everything within the role profile to a goodstandard does not justify a Box 1 .

• Box 2 should be given to those who exceed the requirements of effectiveperformance as detailed in the role profile , and the individual has ve ry few ifany development needs . Objectives should have been achieved , with someexceeded .

• Box 3 should be given to competent individuals who constantly meet therequired standard and who have a few , but not significant , developmentneeds . Objectives should have been achieved .

• Box 4 should be given to those who are pe rforming at the required standardof effective pe rformance , but have significant areas of development . It istherefore suitable for those who are new to the role (i . e . first 3 months) .

• Box 5 should be given when an individual has not evidenced clear orconsistently effective pe rformance against the role profile . This box markingcannot be given unless a development plan has already been issued and noimprovement seen .

Evidence Requiremen t

o For any box 1 or 2 marking - only limited bullet point evidence i srequired to support the assessment .

o For any marking of 3 - a tick box assessment is sufficient - there is norequirement for additional evidence , unless the appraisee provides o rrequests evidence which should then be included .

o For box 4 or 5 - sufficient suppo rting evidence must be provided .

Appeals Procedure

In the event an appraisee disagrees with the comments of their line manager withinthe PDR ;

• The line manager and appraisee should meet and attempt to resolve issuesby discussion .

• If the appraisee is still dissatisfied and the PDR stands in writing , theyshould submit details to the Line Manager in writing within 14 days .

• The Line Manager then has 14 days to consider changing their content , toprovide more evidence to justify it , or leave it to stand .

• If the appraisee is still unhappy after this they then have 14 days to submitan appeal in writing to the countersigning manager .

• The Countersigning manager then meets with both pa rt ies , considers theevidence and makes a decision within 28 days of receiving the appeal .

• Appraisees have the right to bring a trade union , Federation or Associationrepresentative or an MPS colleague to the appeals meeting .

• The Counter Signing manager's decision is final and they should update thePDR accordingly .

Countersigning Managers Comments

It should be remembered that the role of the countersigning manager is to provideQuality Assurance to the completed PDR, they must not add new evidence, butcan request the line manager includes further evidence on their behalf .

General Disputes

All steps should be taken throughout the process to ensure the welfare ofindividuals, particularly those not meeting PDR standards .

In rare instances a line manager has been over-ruled in their comments, ordisagrees with the comments of a countersigning manager on a PDR they havewritten for their staff, or has been requested to change the content in a way they donot agree with . In the first instance the manages should attempt to resolve thedisagreement through informal discussion . If this fails then the line manager hasthe right to seek advice from PeopleServices, HR Organisationa lDevelopment where it would be best practise for both parties to acceptPeopleServices, HR Organisational Development advice . Alternatively, as withappealing against a countersigning manager's comments by the appraisee, anappropriate PeopleServices, HR Organisational Development or independentperson agreed by all parties is consulted and their advice is final .

Parties should always seek to resolve disputes face to face wherever possible .

Responsibilitie s

HR Board owns this Standard Operating Procedure as pa rt of the Pe rformanceManagement of People Policy .

Implementation of this SOP rests with Line Managers and staff . Monitoring andreview resides with the relevant team within PeopleServices, HR OrganisationalDevelopment .

Associated Documents and Policies

Performance Management of People Policy

Performance Development review - Useful Guidance

Quality Assurance Processes for PDRs guidance

Ratings within PDRs guidance

For further enquiries on this Standard Operating Procedure please contact IanGriffiths, Policy Manager, PeopleServices on extension 780545 .

Ratings within PDRs (Not for Probationers )

Box 1 - Exceptional - Significantly Above Standard

The Box 1 rating is only to be used in exceptional cases .Performance of individuals receiving this rating will consistentlyexceed levels of effective performance . The individual will havedemonstrated potential and possible competence of a more seniorrank/grade , they may be seen as a role model . For an individual tobe placed in this catego ry, a line manager must be able to clearlyevidence why the individual is exceptional . There will be no Box4/5 ratings within the body of the PDR .

Objectives should be assessed as at least achieved , andpreferably some exceeded . Equally the individual 's attendancerecord should be satisfacto ry, without long periods of absence .

Box 2 - Competent - Above Standard

Performance of individuals receiving a Box 2 rating is over andabove the requirements of effective performance . There will beve ry few if any areas of development . Performance is regularlyabove the required standard and the individual may demonstratepotential competence of a more senior rank/grade . Objectivesshould have been achieved and some will have been exceeded .Attendance should be satisfacto ry without long periods of absence .

Box 3 - Competent - At Required Standard

Box 3 rating should be used where individuals can be described ascompetent and consistently meet required standards . There maybe some areas of development but these will not be significant orbe in major areas . Objectives should have been achieved and theattendance record be satisfacto ry.

Box 4 - Competent - At Required Standard in some areas ;development required in several area s

The Box 4 marking can be used for those individuals who aregenerally performing to the required standard of effectiveperformance in some areas , but who have some significant areaswhere development is required . Therefore it may be suitable forthose individuals who are "new to role " and have not yet had the

opportunity to demonstrate across the board competence . Workrelated objectives should on the whole be achieved although theremay still be outstanding actions . A development plan should be inplace .

Box 5 - Not Yet Competent - Does not demonstrate requiredstandard despite developmen t

An individual receiving a Box 5 rating has not evidenced clear orconsistent effective performance . Development plans will havebeen put into place and despite these , there will have been nosignificant improvement in performance . Objectives would usuallynot have been completed or completed to an unacceptablestandard . The Box 5 rating should not be used if areas fordevelopment have not been previously identified , developmentplans agreed and put into action prior to the PDR meeting .

Performance and Potential Matrix

Performance and Potential matrices are used widely across many organisations . It aims to give clarity anddirection to the development of talent across all ranks and grades .

Based on our reproach the PPM has the following benefits and concerns :

Who Benefits

For the individual Gets a realistic picture of how they are seen - both If not done properly, the process may be stressful an dstrengths and areas of improvement - and is able to seen as another barrier to progression .manage their own career and development better .

For the team manager Gives an objective framework that enables a positive If not engaged, may find it difficult to be objective an dconversation about performance and potential that is see it as labour intensive process that doesn't add an ymotivating and inspiring. value.

For the Met Can assesses the health of the talent pools, If not completed consistently, the data may beunderstand what to expect for future promotion and unreliable and skewed so that it doesn't help with ke yinvest in the right development options . decisions.

I - - - .--.-. - _______ ________

• Our definitions around performance have become familiar over the years and that is a sta rt ing point . Theproblem is that performance only measures what has already happened . By using a Performance andPotential Matrix , we are attempting to look ahead and forecast something that has not happened yet . In thatway , we can prepare our people for their next roles and offer opportunities and development that are notsimply based on what you do right now .

• We are introducing a leadership framework for potential which has been specifically developed for the Metbased on extensive research of the predictors of future potential .

A Sharp Min d

* Timely decisions

'` New idea s

* Sound judgment

A sharp aWnd

Drive and Energ y* Positive Attitude

* Drive and hunger to progress

* Willingness to lear n

~ _k ~~~ ~ •~r.

Leading Others Being Yourself

* Courageous Personal values

* Inclusive Lo "d" "~ • Self confidence

* Mindful ~~ Y~ • Personal values linked

Personal Development Plan s

May 2015

• A personal development plan is possibly the most important plan you produce in a year - easily up therewith your objectives and plans for improving work or home .

• Developing your skills based on your strengths means that you will get the most from yourself and fromyour work , its not all about what you can 't do .

• And its pretty straightforward:

+ Start with your big challenges this year at work /what do you want to achieve .

+ Think about what your are already good at - get some feedback from others to help you .

+ Do you have any gaps or things you want to get better at - more feedback helps !

+ Reflect for a while and set yourself two or three goals - write them down and keep it simple .

+ Talk to your line manager and get their view .

+ What experiences or training will help you achieve your goals .

We have included a format to help you capture your thinking . Most people stop when they haveidentified their goals but the most important bit is what you intend to do about moving towardsthem .

The main thing I intend to work on this year is . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Area Identified. What I will do differently . What will help me change How will I know I'm ge tting( In th i s section you write what (This section is to record a (Qesd be "How" you are thereyou are going to achieve i . e . brief summary of the key go ing to go about meet i ng (This is where you recordwhat was the objective act i viti es you 're going to do your Objectives) your measures of success --itself? ). to deliver your objectives). i .e . how will you know you 've

achieved your objective .Th is could be a mix ofperformance indicators ,feedback etc .

OWN

~~T~ METROPOLITA N

POLICE TOTAL POLICING

• Make sure you have sta rted with your strengths - what is it that you are good at and howcould you do more of it . Strengths give us energy and its great to use them consciously .

• Feedback tools like 360 can help to deepen our personal insight but too often , we only look atthe negatives - try switching that around and look at the positives first .

• Be specific about what you want to achieve . Look at the examples below and get clear aboutwhat you expect from yourself - small changes can make a big difference .

• Follow the 70/20/ 10 guidance . 70 % of what we learn comes from "on the job " experience ,20 % comes from other people (like coaching or mentoring) and just 10% comes from formallearning (like a course or reading a book) .

• To get the most out of your 70 % opportunity , be aware of what you are trying to change andbe honest with yourself about your opportunities and improvements .

• Ask your colleagues for support - let them know what you ' re aiming to achieve and see if youcan get some encouragement along the way .

• Make sure you have agreed your PDP with your manager to gain their commitment to yourdevelopment goals and ensure that they are the right ones for you and your role .

Th e ma i n th ing 1 intend to work on th is year is . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Mv aresence and authority in meetings with more senior colleagues

Area Identified What I will do differently What will help me change

Not speaking up when I havean idea

Fading into the backgroundso that I don't have to spea k

Getting tense and nervous

Prepare thoroughly andpractice some "entrystatements" to get mestarted . For example . . . . . . . . . ."I've been thinking about that

. .and . . . . . .

Make sure that for keymeetings, I wear somethingbrightly coloured andintroduce myself at the startof the meeting

Take a few deep breaths if Ifeel myself tensing up

Practice a few at homebeforehand and then just gofor it .

Ask XXXX)CXXX to becomemy mentor and specificallyto give me encouragementat our monthly meetings

Attend Leading for Londonand specifically attend themodule of Mindfu lLeadership

How will I know I'm gettingthere

I find it easier to spot theoppo rtunity to speak andmake suggestions .

1 am asked to attendmeeting by my linemanager/mentor and providean update on work/projectstatus

I start to enjoy opportunitiesto contribute. I have avolunteered to act as amentor for other Metcolleagues

T h e ma in thi ng I intend to work on th is year is . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

To aet promoted

Area Identified

Influencing

Get more senior sponsorship

What I will do differently

Be more forceful in myarguments

Be more visible to seniorleaders

What with help me change

Attend a course oninfluencing skills

How will 1 know 1`m gettingthere

I get my own way more often

Get a mentor The Commander and OPECpersonally acknowledge mya ttendance at managementmeetings

METROPOLITAN ~ ~ - --

Sometimes , understanding ourselves is the most difficult thingto do and we all need a little help sometimes . Luckily there i splenty available .

• Friends and colleagues at work .

• Your line manager .

• Your mentor .