Association of Chief Police Officer (ACPO) selection framework

Report: 5
Date: 16 March 2006
By: Chief Executive and Clerk

Summary

This report is intended to provide a brief summary of the ACPO framework, which will reflect the MPA’s approach to streamline future selection exercises.

A. Recommendations

1. That the Remuneration Committee notes the information in respect of the report and agree the way forward for future ACPO recruitment processes.

B. Supporting information

1. There is a concern, based upon a number of recent ACPO selection exercises, that the Authority should be adopting a more structured approach to these processes. The Association of Police Authorities (APA) has recently been working with the Elmley Partnership to review the Chief Officer selection process nationally and a draft good practice guide has been developed (attached at Appendix 1).

2. Following discussions with John Thompson (TAL Consultants Ltd) and Bill Taylor (Elmley Partnership), it was felt the Authority should take advantage of the current hiatus in ACPO selection to review the approach being taken by the Authority in the light of this work. (This may be particularly important if the Government press ahead with shadow police authorities and regional police forces early in the new financial year, the Metropolitan Police Service (MPS) may lose a number of senior officers to these new, larger forces). These discussions identified a number of critical factors for future selection exercises.

Informed member involvement

3. The first priority is to ensure all members involved in ACPO selection are fully engaged with, and understand, the selection process. The Authority must ensure that all those taking part have the skills and knowledge to carry out this role. Training previously provided to members has not always been well attended, but the APA has taken steps to ensure that a bespoke training programme is now available. Training – or refresher training – should therefore be provided to all those members who wish to be involved in the future.

4. It might also be helpful for members and officers to attend Chief Officer selection processes run by other Authorities to see what lessons can be learned from their experiences.

Identifying key competences

5. Ideally the MPA should discuss and agree the key competencies required to carry out each ACPO rank, including experience or length of service. There are currently twelve competences for ACPO officers and it should be possible to determine the most appropriate 3-4 for each level. For each exercise, unless it is a generic selection exercise, the job description and person specification should be reviewed to ensure that is still relevant.

Deciding the tools to use

6. The MPA has increasingly tended to use the same selection tools. For recent exercise these have included:

• Presentations – topic given to candidate on the day with 30 minutes preparation
• Initial interviews with one or two members on specific competences or issues
• Selection panel interviews
• Media exercise – the use and role of a professional advisor
• Structured interviews conducted by external assessors

7. The MPA may wish to consider tools that have been found to be successful by other police authorities, these include:

• Technical interviews conducted by the chief officer with or without member involvement, to focus on professional competence
• Psychometric tests – this will provide further evidence for the selection panel to test sensitivity or memory or intelligence or aptitude or personality etc

In any event, the Authority should continually review the selection tools available. The intention would be for the Authority to have a number of ‘off the shelf’ packages utilised at short notice if the need arose.

Open / familiarisation day

8. In previous processes the MPA has discussed, but never run, a ‘familiarisation’ day for potential Chief Officer applicants. This could be open to potential internal or external candidates either as an initial part of a selection process or as a more general initiative to encourage applications. This would also be more of a level playing field for external candidates in providing an appreciation of the roles to which they may aspire. This would need commitment from both the MPA and MPS, although the MPS has an in-house events management unit that could be commissioned to run the events.

Short listing, interview and feedback

9. Ideally, each application should be independently evaluated by the selection panel for evidence and then discussed before a consensus decision is reached. A formal record should be made of the reasons for inclusion or non-inclusion of candidates on the short list and retained for record purposes. A similar process should be followed at interview. This has not always been evident when feedback has been provided to unsuccessful candidates.

10. As part of this process, candidates could also be asked to provide feedback on their experience of the process in order to inform future exercises. Similarly, candidates who applied for an information pack but chose not to apply could also be asked for feedback on their reasons.

The selection event

11. The MPA may wish to consider holding ACPO selection processes ‘off site’ as there is no purpose built accommodation for interviews and the level of activity within Authority offices is not conducive to providing an appropriate, business-like environment. There are a number of suitable, commercial premises available that could be hired for this purpose.

Evaluating the process

12. All members that have been trained or participated in each exercise could review the entire process to discuss what worked well and what didn’t. This would provide both an invaluable learning tool and enable all trained members to maintain a level and awareness of the Authority’s approach to these exercises.

C. Race and equality impact

Throughout the selection process the Authority is conscious of the need to ensure its processes and approach are transparent and fair. This paper offers the opportunity to examine the current systems and processes in place.

D. Financial implications

There is a separate budget for ACPO selection, but this remains constant, regardless of the number of selection exercises it is necessary to run.

E. Background papers

None

F. Contact details

Report author: Alan Johnson, Head of Human Resources and Pamela Standley, Senior Human Resources Manager, MPA.

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 1

Chief officer selection - Annexe ‘D’

An analysis and commentary on The Association of Police Authorities Questionnaire

The responses were reviewed on behalf of the Association of Police Authorities by The Elmley Partnership Limited

A good practice guide

Draft document covering areas for consideration/consultation

Introduction

The following areas are those which the reviewers consider are worthy of consideration by the APA for the issue of specific guidance or incorporation into a ‘good practice guide’ in support of the Guidance document. Equally if there was to be an updated version of the Guidance then these matters might be addressed or the original positions revised. Currently, most all addressed to a lesser or greater extent in the Guidance but that fact only tends to increase the importance of giving them further consideration or attention.

As a result of the analysis of the questionnaires it might be difficult to move directly to offering a guide on ‘good practice’ without further consultation. From the responses and comments offered by members getting ownership of any change is important.

Member led and member driven

The whole process needs to be owned and driven my Members (recognising the key roles of the Clerk, Chief Constable and other advisors). Points to consider include

• Full time selection panel – meeting even in a year when no appointments known to occur
• Regular update of all key documents in use at selection processes – e.g. job roles, person specification, competency definitions, local material that is likely to populate information pack for applicants
• Clearly formalising succession planning
• Specific external (partners and community) links to ensure that local needs are addressed in specifications and requirements that are set
• Early meeting of panel when vacancy identified to plan the whole process
• Consider training or refresher training in advance of first meeting
• Responsible for monitoring and updating selection process

Advertisement

I might be worth reviewing how this is done (including the provisions of Regulation 13B of Police regulations 1995) to increase efficiency and reduce costs. There is a limited field of those eligible and it is generating their awareness that is important. The terms, conditions and information pack have to be attractive.

• APA and ACPO to create a specific a page on their websites where vacancies are advertised
• Interested parties could register in order to get an ‘automatic e-mail’ about vacancies
• A public notice in local papers – for information
• Consider the present reliance on the Police Review

Training

Completion of some form of appropriate training is a pre-requisite for being a member of the selection process. A number of issues merit consideration.

• The timing of training in relation to the process is important and a front end approach is preferred
• Should there be a pass/fail element to the training
• At what point is refresher training advisable
• Should APA set out what the minimum content of a training programme should be – to ensure that all relevant parts are covered
• How can APA monitor the quality of the training
• Merits of an internal or external provider – implications, if any, if there is an internal candidate(s)
• Whether race and diversity is dealt with as an intrinsic part of the training programme

Familiarisation (or open day)

A candidate seeking a post at the Chief Officer level can be expected to indulge in significant research and inquiry about the post and role under offer. It would be possible to hold an Open Day for serving officers who are interested in learning more about a Force and an Authority. For the Chief Officer level there is a real difficulty in officers showing a general interest and it is much more realistic that an individual can show that interest when a vacancy is announced.

A familiarisation day (usually for the shortlisted candidates) is increasingly a favoured part of the selection process. There are a number of points for consideration, including the following.

• At what point should the familiarisation day be held – before or after shortlisting. An event before applicants submit their papers might improve the quality and focus of the material
• Should all candidates attend on the same day to create a level playing field (to include any internal candidate(s))
• The date to be part of the advertisement and one or two days offered
• Should APA offer a framework of what the content might be
• Should this day be the only way in which candidates are ‘permitted’ direct access to Force and Police Authority personnel or can they show initiative (e.g. arranging personal visits to police stations or other facilities)
• Information pack to set parameters for candidate activity
• Information pack to explain that information provided at familiarisation day may be used as part of the selection process (e.g. during a media exercise)

Shortlisting

The format and nature of this event is normally influenced in two significant ways, namely the number to be considered and the approach taken by the chair of the panel. APA might consider offering some guidance – to include the following.

• Framework format to guide the process – that offered in the Guidance could be simplified
• Proforma approach to assist members score the material in advance of the meeting
• How to factor in the HMI report
• Managing information from the applicant’s Chief Constable (where applicable)
• Using the evidence gathered and the results as part of the final decision making process

Possible selection tools

A wider range of tools is used now than at any previous time and Authorities have tended to use those which they have found effective for them. APA might consider setting out a list of the tools that have been found by others to be useful and offer a view on their handling. To include:

• Candidates to be seen on at least 2 (preferably 3) separate occasions – to allow issues/queries to be pursued
• Recognising and managing the limitations of interviews as a predictor of future performance
• Presentations – advance or same warning of topic – the rationale and different evidence that might be elicited
• Consider hearing the presentations – one after each other and not back to back with plenary interview
• The importance of spontaneous supplementary questions – reacting to the candidate’s input
• Media exercises – the use and role of a professional advisor
• External support for creating and/or managing exercises
• A technical interview b y the Chief Constable to focus on professional competence
• Dividing the member selection panel into smaller groups (supported by an advisor) to tackle specific issues with each candidate in turn
• When psychometric tests might be applicable, how and at what point the results should be used to support the process

Feedback

Authorities have a responsibility to provide feedback as part of a development of the individual and to help promote improvement in the Service as a whole. Presently there is a wide variation on how and whether this is done. Points at issue include the following.

• The collection of evidence for feedback should be an integral part of the design for the selection process
• Immediate feedback on the day is probably not helpful to candidates
• The feedback should be available in writing and normally provided as part of the formal notification of the result
• The ownership and responsibility rests with the members (chair) of the selection panel
• Advisors can be used to supplement the written feedback
• It should be provided to successful and unsuccessful candidates
• Consider including a proforma in the formal letter of result asking the candidate for feedback to the Authority on the process
• APA to offer a suggested format

Notification of results and letter of appointment

There is an understandable urgency for all parties for an early decision and notification. Increasingly candidates are not asked to wait on the final day simply to get the result. Logistics and consideration for the ‘day job’ has changed the emphasis. Should the APA issue some good practice guidance in this area which might include the following?

• Asking candidates to wait may be putting inappropriate pressure on members to reach a decision
• There may be some negotiation necessary with the preferred candidate (e.g. on terms and conditions) before an announcement can be made
• Handling the announcement (publicly and in Force) needs planning to avoid doorstep interviews and comments
• The style and content of the formal letter of appointment varies across Authorities. Is there merit in the APA offering a framework?

Fairness and equality

If the Guidance is followed and any alternative approaches are measured against the principles for a fair, equal and transparent system there should be no real difficulties. The following are possible issues for consideration.

• Should APA suggest a checklist of points to adopt to measure whether fairness and equality have been addressed
• Should APA organise a review of candidate’s opinions to test this dimension of the process
• Can candidates be sifted after one or more exercises with a lesser number going forward into the final part of a competition

References

There is genuine concern about the value of references, what to request, how to gather the information (e.g. telephone or writing) and at what point to use the results. The APA could stimulate a discussion on what the way forward should be.

• Should references be abolished (given that a great deal of information exists about candidates at this level) or is a matter for local preference
• Should the nature of the references be prescribed by an Authority (e.g. must be from a member of candidate’s existing authority, senior member of a partner agency, a community representative) or should it be left to candidates to dictate who they provide
• Should the references prescribe what is to be address (e.g. specific competencies with examples) or left to the referee
• Should the references be scored
• At what point are they to be requested and used in the selection process

Social events

While the inclusion of social events (whether as part of the process or not) is applied by a limited (and probably reducing) number of Authorities discussions within APA have recommended that they are not used at all. What advice should APA advance?

• Social events must have no part (formally or informally) in the process
• Provide a framework of how social type events should be managed to ensure fairness and equality
• Seek the views of candidates – specifically on this point
• Offer suggestions for alternative tools and exercises to manage ‘getting to know the candidates’
• Seek a change in the Guidance

Role of Senior Appointments Panel (SAP)

The role of SAP has evolved a little since its introduction but for many members its role and purpose (sometimes its existence) is somewhat unclear. How can APA assist?

• Seek a fundamental review of the role and purpose of SAP
• Provide further information on the role and purpose of SAP
• Seek more involvement for members at the SAP meetings
• Identify what added value SAP offers for the process now and seek to identify gaps

Advisors

It is clear that there are a variety of advisors involved and their roles differ. Should the APA be issuing any guidance on this front?

• Members are the decision makers and advisors have no part in the final decisions
• Should advisors ask questions at interviews or take an active part in any other exercises
• Should advisors record evidence against the competencies and provide a score which is factored into the overall marking
• At what points in the process should the advisors be asked to comment

On a related point one Authority reported on the presence of Observers and that issue might be incorporated here. (See the brief but perhaps unhelpful comments in the Guidance at Annexe A (e) paragraph 3.)

APA Guidance – Dismantling Barriers/Breaking Through

On the evidence of this review the impact of this guidance may not, as yet, have been as extensive as intended. How to improve on the present situation may be an aspect for further attention.

Some other issues not raised directly by the questionnaire and the responses but considered worthy of mention by the reviewers

Scoring mechanisms and recording of marks

The suggestions offered in the Guidance can seem overly complex and thus there is an opportunity to simplify the mechanics and ensure that the model provides for the gathering of information for the feedback as the exercises unfold. It is also important that the mechanisms allow for the way in which the scores have been built are easily open to scrutiny.

The assessment rating scale

The present scale is very often seen by members as difficult. It takes considerable reading, concentration and care to distinguish between the definitions that support the 1-5 scale and the one word descriptors of the scale can also cause problems. The net result is a tendency not to use the full scale and this hinders distinguishing between the candidates. It would merit re-visiting.

Search and headhunting

Although there is mention in the Guidance at Annexe A (a) paragraph 2 of the importance in stimulating a wide field the question of a formal search/headhunting exercise should be considered. In part HMIC has a role here but this may not be enough.

The quality of the selection event location

Good facilities for candidates and members have an important influence on the way in which the selection process is seen and operates. A venue which is fit for purpose makes the whole affair work smoothly, relaxes the candidates and helps all concerned give of their best. Contrast the cost of advertising with the monies spent on the event facilities and it raises issues worth considering.

Dress for the occasion?

At training events the question of asking candidates to appear in uniform, or not, is often raised. There can be no right or wrong answer as it is a matter for the members to decide. It is important to have a reason for the decision and one that stands up to testing against the principles.

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