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
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
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
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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
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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
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