10 recommendations looking across policing ranks, grades and roles
We have published a review with 10 recommendations on how policing needs to develop your rank or role so we can meet the challenges of the future. The Leadership Review, published by us on 30 June, identifies a need to address issues of hierarchy, culture and consistency in policing and makes 10 recommendations for change. It looked at leadership across ranks, grades and roles in policing and is applicable to both officers and staff. The recommendations include a structure of exit and re-entry of the police service, a new model of leadership and management training which is accessible to everyone in policing, advertising all vacancies for recruitment and promotion nationally, increasing flexibility in assigning powers and legal authorities to staff, and creating continuing professional development for chief officers.
Here are examples of how the review will improve ranks and roles in policing
Jane Davis enjoyed her time as a PC and when she took her police leadership qualification it stirred her interest in gaining more management experience. When a project manager role at the charity DebtFriendly was advertised she applied and was surprised to get the role. Jane spent four years with DebtFriendly and gained a huge amount of experience, both on the management and leadership side, and in understanding the issues faced by financially vulnerable people. Jane transferred to the DebtFriendly main office as a manager where she worked for two years before moving to the private sector. The drive towards affordable personal finance meant that when Jane joined one of the largest global banks, as a Senior Manager in the product development department, she felt part of the solution. "Product development, global sales, customer insight and reporting directly to the Board, were all exciting and challenging parts of my work. But I really enjoyed policing and had an inkling I would one day re-join. The Direct Entry to Superintendent gave me the chance to return with full recognition for the experience I acquired." As a Superintendent, Jane is keen to continue to develop her leadership skills and with the academic credits she gets from her professional development activities she is working towards a related Masters degree. In the future, with a cross-sector background and the appropriate qualifications she has, Jane knows that there is potential for her to return to the voluntary or private sector. For now though, she's enjoying the rewards and challenges of her policing role.
PC John Peterson believes that the 'cyber' in Cyber crime is the wrong word because of its science fiction connotations, when these days so much of our lives are lived online. It's a field that has always interested him and John has gained enhanced knowledge, expertise and training from his National Investigator's Examination and Professional Investigative Programme qualification. As a Specialist Practitioner his skills are in demand and he puts them to use on a daily basis. John has moved between forces on a number of occasions, via nationally-advertised roles, and also took the opportunity to spend some time working on a collaborative project with a police and industry partners. He knows that continued advancement such as new biological or wearable technology and the improved accuracy of geographic locators will have enormous benefits for the public and business, but also have the potential to make them vulnerable. "Cyber crime is a priority area for policing, not least because of the many different types of cyber-enabled criminality and the speed with which criminals sometimes adapt. Protecting the public against cyber crime, and investigating it, requires a high level of expertise." John gets a lot of job satisfaction from being a Constable working in such a specialist and challenging role. As a Specialist Practitioner he enjoys the tailored development opportunities this affords him and also the way he is able to develop others. John guides his colleagues through the technical environment and provides expert evidence. He feels – and indeed is – very much a vital part of his team.
Tomasz Robinson's Director of Intelligence position assigns him specific powers relating to his role in certain situations: it's the role that carries the powers. "My psychology degree dissertation was on the use of geographic and environmental markers to predict criminal behaviour. It was my dad, who was a police officer, who encouraged me to focus on the use of intelligence in policing and he also suggested the police staff route as the best option for me". Tomasz joined policing as a crime analyst, drawing on the evidence base to consider predictors of behaviour in murder. He spent several years honing his analytical skills and with this experience, was successful in applying for a nationally advertised advanced practitioner role. He remains fascinated by how a logical skill such as analysis can be combined with an understanding of human behaviour to better protect the public. A secondment to a national agency took Tomasz to a role as an International Manager overseeing the analysis of big data. When the secondment ended Tomasz was headhunted by a consultancy firm and took a position managing the development of analytical software solutions. But he never really settled in the private sector and when the Director of Intelligence role was advertised he knew his experience would make him a perfect candidate. His dad was right – he loves his new role.