1. Developing a Workforce
Using Competency-Based Management to Improve Performance in the RCMP
William Pullen

2. Organizational Context
RCMP: Canada’s national police force (about 28,000 in 2008).
Federal Roles: National Security, Drugs, Organized Crime, etc.
Provincial: Contract policing (except Ontario, Quebec and parts of Nfld.)
Municipal & Rural: Contract policing (from small to very large)
Competency-Based Management (CBM) implemented Ongoing.
Extensive employee participation in CBM Project. Support from consultants (Hay Grp & HRSG)
Organizational & Functional Competencies identified
Competency Dictionary & Profiles
CBM used to improve front-line police performance 2002 – 2010 in 300+ Dets./Units.
Today: CBM is embedded in RCMP culture
Leadership Talent Pipeline in place for Supervisors and Managers.
CBM embedded in promotional processes and police language.

3. Competency-based Management (CBM)
A way to develop a workforce by connecting strategy and behaviours.
Focus is on knowledge, skills, & abilities necessary for job success.
Establishes a common language for workforce development.
CBM Framework usually has four moving parts:
Competency Model aligned with organizational values and strategic priorities.
Interpersonal and functional competencies identified through a rigorous task analysis.
A Competency Dictionary organizes and displays competencies in terms of proficiency
Competency profiles that show a job’s required competencies and expected level of proficiency.
CBM enables talent management and change/transformation.

4. Competency-based Management (CBM)
Competency: an observable action that achieves a valued result.
Either functional (job) or interpersonal (values).
Knowledge, Skill and Attitude/Aptitude Components.
Competencies developed/validated by exemplars using a Task Analysis.
Proficiency: ability to apply a competency across a range of more complex situations. Usually measured Novice (1) – Expert (5).
Competency Model: A logical arrangement of competencies
Functional Competencies – how to do the work (job)
Interpersonal Competencies – how to work together (values)
Competency Profile: levels of proficiency in competencies required to perform a job.
Bring: Proficiency level required to be minimally effective
Learn: Proficiency level after using the competency for some time.
Expected: Proficiency level required to achieve unit objectives
8 max. functional competencies
Behaviours that lead to formation of a culture

5. Performance is about Proficiency
Who do you want on your team?
Paramedic
Police Investigator
A paramedic who says:
I know the theory and practice of cardiac resuscitation.
I can operate an automated external defibrillator.
In the last 12 months I have successfully resuscitated 8 people in full cardiac arrest.
A police officer who says:
I know the case law on search and seizure.
I can write an Information to Obtain a Search Warrant.
The last 4 Search Warrants I obtained produced evidence leading to judicial disposition of chargers.
Performance = Behaviour → Valued Results

6. Performance is about Alignment & Coherence
Foster Alignment (Legislation, Policy, Systems, Processes & Behaviours.
That produce
individual, team/watch
and unit-level
results that contribute
Detachment & Unit Commanders work with Supervisors to set and sustain conditions
So RCMP officers & PS Employees can perform competencies on the job, every day
To the policing priorities of the community, contract partner, and/or RCMP Program
And enable progress toward the RCMP’s Strategic Priorities and Government Priorities for Public Safety
Ensure Coherence between Behaviours, Policy and Legislation
Find and remove/reduce performance barriers

7. Improving Operational Performance
J DIVISION (NEW BRUNSWICK)
DISTRICT 7 (WOODSTOCK)
Detachment Cdr.
S/Sgt. NCO Ops
3 Sgt. Supervisors
32 Constables
6 PS

8. Performance Improvement Process2 1
Drill Down
connect competencies to Unit Priorities. Assess proficiency.
Alignment
Ensure RCMP, Prov. & Community Priorities are reflected in Unit Priorities
5 Step process applied at detachment/unit, team/watch and individual levels.
5 Steps = 1 Cycle (18-24 Months)
Becomes continuous improvement over time 3
Unpack
selected competencies to locate performance barriers 4
Find Solutions
Determine unit-level solutions to remove/reduce performance barriers 4 5
Evaluate
Assess performance at 12 month (Mid-Point) and months (Final) to see if performance improved
Implement Solutions
Implement and monitor solutions in day to day police work

9. Step 1: Validate Alignment & Coherence
J DIVISION (NB) DISTRICT 7 (WOODSTOCK)
Alignment
Community Policing Priorities
Provincial Policing Priorities
RCMP Strategic Priorities
Detect, disrupt and dismantle drug networks.
Reduce and prevent dangerous driving on TCH.
Reduce/prevent impaired driving.
Reduce/prevent Off Road Vehicle (ATV) infractions.
District 7 Operational Objectives
What Competencies and Proficiency Levels are needed to achieve D7 Operational Objectives?
Coherence

10. Step 2: Develop BSM & Choose a Priority Competency
Competencies used by RCMP Officers to achieve District 7 Operational Objectives
Number of RCMP Officers at Each Level of Proficiency for Each Competency
REQ. 1 2 3 4 5
Prepare and Present Testimony in Court 11 17
Obtain Judicial Authorizations 9 14 8
Investigative Interviewing Techniques 13
Conduct Investigations 16
Develop and Manage Human Sources 7 12
Concern for Officer Safety 18
Crime Scene Management
Applicable Legislation, RCMP Policies, etc. 20
Knowledge of the Intelligence Process
Required levels of proficiency set by Det Cdr.
Proficiency Self-Assessments Validated by Supervisors & Ops NCO
Greatest Performance Risk = Performance Priority

11. Step 3: Unpack the Priority Competency
Performance Priority:
Ability to Develop and Manage Human Sources
Separate and sequence all the behaviours/tasks/steps involved in Developing & Managing a Human Source
Det. Cdr./Ops NCO select competency as performance priority. Usually one per cycle.
Constables work as a team/watch to sequence tasks. Validated by Supv. and Exemplar.
Employees identify barriers – things that prevent them from performing a task . Validated.
Team discussion of causes and solutions to reduce/remove a barrier. Agree on measures.
Team commits to implement solutions. Solutions >> Det. Performance Improvement Plan

12. Step 3: Unpack competencies to locate barriers
Performance Priority: Ability to develop and manage human sources
Performance Barriers
Time, confidence and attitude in recruiting sources.
Confidence to consult with experienced members on working with sources.
Lack of coaches to give on-the-job support.
Knowledge of techniques used to recruit sources.
Skill in preparing warrants based on source information.
Time, motivation and ability to read and correctly interpret RCMP Human Source Policy
Motivation and skill in working with the proper forms.
Shift scheduling inhibits 2nd Handler rule.
No simple way to contact sources (need pagers).
Fear of getting into trouble (eg: source payments, policy, SDRs).

13. Step 4: Solutions & Commitments
Establish expectations for members to develop sources.
Coaching/mentoring by experienced members on recruiting sources.
Inexperienced members to be used as 2nd Handlers.
Plan ahead so supervisors can remove obstacles.
Complete Online Source Course. Training day on Source Policy.
Solutions were implemented over a period of 18 months

14. Step 4: Performance Plan
Priority
Goal
Measures
Commitments
Ability to develop and manage human sources
Improve the development and management of human sources leading to the detection, disruption and dismantling of drug networks in District #7
Number of active coded human sources in D7.
Number of members with active coded sources
Number of human sources recruited and coded by first-timers.
Use of human source information to advance investigative files.
Every D7 Member to complete the On-Line Human Source Course.
Every D7 Member to attempt to recruit, code and handle a source within the next 12 months.

15. Step 5 Evaluation Result: More Sources20 15 10 5

16. Step 5 Evaluation Results : Increased Proficiency
Performance
Payoff
($351,000)
Here is an example of a result

17. Step 5 Evaluation Result: Howland Ridge $33,000,000 Grow Op
Source information contributed to the Howland Ridge Grow-Op Bust

18. RCMP National Bench Strength Map
N<R=3 1 2 3 4 5
Total
Ability to Prepare & Present Testimony in Court n=1546
700
172
528
646
175 25
1546
Ability to Develop & Manage Human Sources n=1549
990
394
596
412
131 16
1549
Ability to Obtain Judicial Authorization n=1585
1007
424
583
416
139 23
1585
Knowledge of Investigative Interviewing Techniques n=1460
641
135
506
617
197
1460
Ability to Conduct Investigations n=1419
415 62
353
616
363
1419
Concern for Safety N=1043
325 30
295
504
199 15
1043
Knowledge of the Intelligence Process n=608 80 55 88 37
608
Knowledge of Applicable Legislation n=1444
706
138
568
594
193 6
1444
Knowledge of Community and Cultural Issues n=378
133 36 97 99 47 8
378
Knowledge of Physical Surveillance Techniques N=590
401 61
340
455
182 18
590
Ability to Use Office Technology, Software N=1078 74
320
351
126 11
1078
2007 Proficiency Assessment Data from 245 Sites (130 Federal & 115 Contract - about 30% of RCMP)

19. RCMP National Performance Risk Profile
Stages of the RCMP Ops Model
Functional Competencies used at each stage of the RCMP Ops Model
Required Level of Proficiency
Number of Members below Required Level
Gather Information
Develop and Manage Human Sources 3
903
Knowledge of Physical Surveillance
188
Knowledge of Community & Cultural Issues
138
Create Intelligence
Knowledge of Physical Surveillance Techniques
Knowledge of the Intelligence Process
280
Obtain Judicial Authorization
917
Set Priorities
Knowledge of Applicable Legislation, RCMP Policies, etc.
573
Plan Activities
Ability to Conduct Investigations
353
Knowledge of Applicable Legislation etc.
Act/Execute
Concern for Safety
286
Investigative Interviewing Techniques
567
Prepare & Present Testimony in Court
630
Evaluate/ Report

20. Lessons Learned
Engage people in a structured conversation about becoming better.
Faster is not better. Better is better.
HR Churn: attrition and frequent staffing actions create performance risk.
Rapid Leadership Turnover: Frequent change disconnects units and leaders.
Change Fatigue: multiple current and legacy demands on time and energy.

21. Questions or Comments?