LEADERSHIP DEVELOPMENT FRAMEWORK

1. LEADERSHIP DEVELOPMENT FRAMEWORK 

2. Issue - HR Planning/Mang't Excellence in policing 2

3. �Council - value proposition� products information website as virtual library - research, tools, news training national e-learning courses - partner with CPKN - �just-in-time� training HR tools competency-based occupational standards - officer and leaders competency-based education/training - professional development social marketing campaign/e-candidate portal employee database research youth perceptions of policing national environmental scan networks - meetings/communications/workshops E&T professionals HR practitioners recruiters strategic planners researchers Strategic Leadership Advisory Group (SLAG) 3

4. Research tells us � leverage best practices and common effort develop common HR tools modernize HR planning and management improve policing performance 4

5. What the studies said � PWC - Sector Study - 2001 - Increase Sector-wide Efficiencies ��while recognizing and respecting jurisdictional differences is essential, � the sector has created barriers along these jurisdictional lines that have resulted in duplication of efforts and created some inefficiencies among the jurisdictions.� �develop competency profiles and training standards for all jobs in policing, including specialist and management functions, executives, recruits, auxiliaries and volunteers.� IBM - Policing Environment - 2005 ��policing HR planning and management practices have evolved only modestly since 2000. Individual services continue investing but working independently. There is some urgency to act.� build a common integrated and implemented competency framework identify common foundation of skills and competencies across jurisdictions there should be no �have not� police services - citizens expect service standards/quality Hay - Diagnostic 2007 �� the investments are typically not utilized to the full potential � smaller services have been unable to take advantage of these methodologies.� ��. a sector-wide, shared competency regime that all organizations can use � HR resource management, mobility within policing, and the sharing of HR tools � 5

6.  COMPETENCY - BASED MANAGEMENT 6

7. Competency-Based Management �framework� April 2010 - successfully completed a multi-year project delivering a competency based framework to support HR management Results: materials to support HR at no cost CBM Framework CBM Guide CBM Toolkit Built for policing by policing - all materials developed with extensive input and involvement from police professionals to leverage existing best practices, research and expertise 35 member project team (HR professionals) 400+ subject matter experts 50+ policing organizations National and international perspectives and research 7

8. CBM Framework � Project � collected & analyzed all existing competency based materials conducted job analysis for: Constable Sergeant Staff Sergeant Inspector validated all resulting documentation nationally produced in-depth guide(s) and toolkit Provides policing with a common language and understanding of: �work/tasks� associated with general policing underlying competency requirements Framework includes: competency dictionary task lists by rank competency profiles by rank 8

9. CBM tools � CBM Guide describes competency based management and explores the benefits of CBM implementations offers information and tools to support competency based management for four key Human Resource areas: recruitment, selection and promotion learning and development performance management succession management includes: information theory step-by-step instructions practical tips relevant research describes use of Toolkit items 9

10. CBM tools � CBM Toolkit includes over 30 tools and templates that police services can use and customize according to their needs. includes (sample): competency resources by rank interview guides by rank reference check guides by rank learning plan template performance management template succession management template recommended additional readings reference 10

11. CBM tools � Reference information & tools materials developed through this project are not meant to replace the practices already in use by policing organizations reference materials are meant to either: inform or supplement existing practices and tools assist those organizations who do not have Competency Based Management in implementing a new methodology AND, just out this Spring - a new GUIDE 11

12. Bottom line Policing now has rigorously developed and nationally validated CBM Materials, available at NO cost Work underway on Leadership Competency Framework will build on the developed CBM materials will include a full analysis and articulation of the more senior policing ranks will document reference materials, tools and templates to support leadership development and succession planning for 12

13. LF - Steering Committee launch Jan 28 2010 - orientation current research and practices workshop�on leadership competencies, succession planning, training and development needs and options 13

14. Leadership framework - Activities project steering committee develop project, communications and evaluation plans fair process to contract the consultant HRSG consultants conduct research/consultation, develop competency framework and supporting tool, validate, test and refine research literatur, focus groups, surveys, key information interviews, etc build on existing frameworks/ best practices -nationally and internationally analyze industry best practices, assess existing leadership competencies, leadership development programs and curricula, and identify gaps/overlaps develop: common competency profiles for senior leadership roles link to leadership competencies for junior to mid-management roles a framework for a leadership development program competencies, development plans, curriculum requirements, training and development options, early identification programs 14

15. LF - Project plan research best practices - development programs, training curricula, and leadership profiles� nationally and internationally collect/analyze existing leadership programs, training curricula collect/analyze relevant competency materials conduct interviews to gain understanding and identify gaps in existing leadership competencies and training requirements identify curriculum requirements by �roles� and map to training/development �deliver a competency framework for leadership in policing architecture, common language, profile template, support tools, and methodology for occupational standards/profiles for senior ranks and leadership roles document experience and qualifications commonly required by services draft description of senior rank duties and responsibilities develop dictionary and other support tools - occupational standards including technical / behavioural competencies, essential skills, occupational requirements, experience best practices guide to leadership development in policing validate implement - leadership framework/ succession management - nationally - 2011 15

16. Leadership framework - Outputs Leadership Framework detailed national competency based program for the identification, development, and management of leadership roles/ranks Supporting tools work architecture, updated Shared Competency Dictionary, a profile template(s), assessment tools, and resource guides with instructions, validated competency profiles - knowledge, technical and behavioural competencies, and experience Professional development program options competencies by role, early talent identification, qualification/development plan by role, curriculum requirements by role, training/development sources, and tools Evaluation process evaluation/assessment of existing selection, development, succession planning processes - detailing methods, rationale, assessments and recommendations 16

17. Leadership framework - Outcome/results Encourage sector horizontality, integration, and improvement in HR planning and management for policing leaders CBM foundation - for more efficient, effective, and consistent succession planning selection training and education performance management for leadership roles sector acceptance - of occupational standards increasing use - competency profiles/occupational standards for HR plan/mng�t efficiencies - identification, training and development, performance management and succession planning for police leaders improved mobility �as a result of common occupational competency profiles/ occupational standards underlying the recruitment and training practices consistency - use of quality, evidence-based best practices resulting in effective leadership and leader management 17