1. www.npia.police.uk Global Best Practice in Human Resources Angela OConnor, Chief People Officer

2. www.npia.police.uk Global Best Practice in Human Resources Angela OConnor, Chief People Officer

3. 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?

4. 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?

5. 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?

6. 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?

7. www.npia.police.uk Its not the strongest species that survive, nor the most intelligent, it is the one most adaptable to change Charles Darwin

8. www.npia.police.uk Which comes first? Planned and Emergent Strategy

9. www.npia.police.uk First who then what

10. www.npia.police.uk First who then what

11. www.npia.police.uk Integrated Model of Strategic Management Vision and Values MissionGoals/ objectivesStrategy formulation Alternatives Evaluation and choice Policies and procedures Situation analysis Environmental opportunities and threats Organisational resources and competencies Strategy implementation and planning Strategic control WHYWHATHOWGUIDELINES Source: Strategic Management Richard D. Irwin

12. www.npia.police.uk Source: Strategic Management Richard D. Irwin HR Strategy HR Practices & Policies Business Strategy Resources Learning & DevelopmentRelations Reward

13. www.npia.police.uk Source: Strategic Management Richard D. Irwin HR Strategy HR Practices & Policies Business Strategy Resources Learning & DevelopmentRelations Reward

14. 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.

15. www.npia.police.uk What Does the People Strategy Allow For? Strategic framework Leadership agenda Promote consistency Allows for local flexibility Measurement focus Prioritisation

16. www.npia.police.uk 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…

17. www.npia.police.uk The People Strategy

18. www.npia.police.uk 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. Ive made it to sergeant in less than three years with great support. Now, Im mentoring three probationers who are from BME communities and looking to become a detective. Police Sergeant

19. www.npia.police.uk What the People Strategy will Deliver Ive 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 were 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

20. www.npia.police.uk What the People Strategy will Deliver Were denitely getting a different style of leadership and management now. Our chief is a case in point. Shes invited people to shadow her and then write up their experiences to put onto her blog. Shes always asking for feedback, regardless of your position in the force. And shes 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

21. www.npia.police.uk What the People Strategy will Deliver Weve made a real difference to policing at the frontline by stripping out bureaucracy and improving the people management skills of our sergeants and rst 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 Im making a real difference. And hes condent that people issues are safe in my hands. HR director

22. www.npia.police.uk The people business is your business

23. 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

24. 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

25. 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

26. www.npia.police.uk 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