NOT PROTECTIVELY MARKED

Talent management
Policy

Policy In order for West Yorkshire Police to become a world class police
summary service, which will deliver the highest levels of performance and public
confidence, we must ensure that it is able to attract, retain, develop,
and deploy the best workforce available.

We are committed to delivering the Police and Crime plan to ensure

that the public feel safer and communities are safer. This can be
achieved through a highly motivated workforce, whose skills have
been recognised, utilised and developed to attain maximum
performance.

To enable us to achieve the cultural shift that is required a talent

management strategy has been implemented.

Talent management is concerned with identifying, releasing, and

guiding untapped potential in people. It is not limited to managers and
leaders but applies a developmental approach to all and can be
measured by both an employee’s current performance as well as their
potential to improve.

Aim The aims of the policy is to:

 encourage an active learning environment;
 support and assist self development;
 to develop careers;
 explain how to apply for inclusion on the talent management
scheme; and
 assist individuals achieve their maximum potential.

Scope This policy guidance applies to all police officers and staff.

Compliance Equality Act 2010

Police Regulations 2003

NOT PROTECTIVELY MARKED

 NOT PROTECTIVELY MARKED

Chapter 1 Definitions

Talent Talent is defined as those individuals who can make a difference to

organisational performance either through their immediate
contribution, or in the longer term by demonstrating the highest levels
of potential.

Talent The Force defines ‘Talent Management’ as the systematic attraction,

management identification, selection, progression, engagement, retention and
development of people who have the potential to make a significant
impact.

Talent The Talent Management Model is our framework that delivers a

Management structured, tiered, wholly organisational approach to assist in the
Model development of all staff.

Talent The Talent Support Scheme is our framework for supporting all staff
Support who are identified as having the potential for leadership or specialist
Scheme skills and capabilities of particular value to WYP.

Chapter 2 Principles

Introduction We will support the development of all our staff to make improvements
in organisational performance, identifying those individuals with the
highest potential to make a significant difference to the organisation
both immediately and in the future.

Talent management is more than attending formal training courses; it

encompasses a much broader spectrum of learning and development
opportunities. People develop through challenging work experiences,
sometimes outside of their normal role, being responsible and
accountable for embedding the learning from those experiences back
into the workplace.

Effective talent management involves training, developing, promoting

and retaining employees within the organisation. It is not solely
concerned with developing leadership skills but is about helping to
drive performance at an individual level and provide opportunities for
all employees to reach their potential in order to contribute to
organisational and team success.

Delivery Talent management will be delivered and administered at a district/

departmental level so there is local ownership of ‘talent’, ensuring
appropriate support can be provided when line managers/mentors/
NOT PROTECTIVELY MARKED
 NOT PROTECTIVELY MARKED

coaches identify development needs.

Employee You are required to take responsibility for your own learning and
undertaking development, with the support of your line manager and the
organisation.

Chapter 3 The Talent Management Model

Introduction To assist you in your development the Force has introduced a talent
management model that will:
 raise your awareness of what is readily and specifically available, in
terms of your rank or/and grade, to create consistency of
development; and
 promote a pro-active continuous development culture, where you
become self-directed learners, in partnership with the organisation,
through accessing alternative methods.

Model bands The WYP Talent Management Model comprises of three separate
bands which:

Band Description
1 represents an access level for everyone in the organisation,
offering a range of proposed development resources. It
covers development in role, lateral development and
promotion;
2 highlights an access level for identified under-represented
groups, offering additional resources to support
development; and
3 represents a small, select pool of officers and staff who have
been identified as ‘talented’ when measured against the
College of Policing (CoP) talent indicators.

Aims of the The main aims of the model are to:

model 1. raise awareness of available development opportunities for all
ranks and grades;
2. increase consistency of development;
3. support managers in the development of their staff; and
4. promote a culture of pro-active continuous development, where all
staff become self-directed learners, in partnership with the
organisation.

NOT PROTECTIVELY MARKED

 NOT PROTECTIVELY MARKED

Chapter 4 The Talent Support Scheme

Introduction The talent support scheme is designed and operated to deliver mutual
benefits for you and the organisation, in that you will be appreciated
for the skills you possess and we will benefit from a ‘talent pool’ at a
district/departmental and organisational level.

You will need to understand that as well as receiving development

opportunities you will need to evidence a quantifiable return for the
organisation and this will be communicated prior to the
commencement of the scheme.

Identified for Senior leaders and line managers are best placed to know their team’s
the scheme strengths and understand how to develop that potential further to
increase the efficiency and effectiveness of individual and team
performance.

If you are identified as having significant potential to help deliver a

world class police service, there may be the opportunity for you to join
the talent management scheme.

The scheme will not be available to you unless you are identified
through the relevant process.

If you are selected to enter the scheme you will be expected to remain
on it for a period of three years, subject to annual reviews. Those
entering the scheme will not be guaranteed career advancement.

Phases of the The scheme has four phases:

scheme

No Phase
1 identification of ‘talent’;
2 development and support of officers and staff on the
scheme;
3 monitoring and assessing for results; and
4 scheme exit.

Scheme A Single Point of Contact (SPOC) will be identified in each district or

administration department from the senior leader team (SLT) who will be responsible
for ensuring correct application of the elements of the scheme. The
SPOC will also be responsible for selecting the individual’s who are
accepted onto the scheme through the appropriate process.

The district or department will have responsibility for local

administration of the scheme and be the point of contact.

NOT PROTECTIVELY MARKED

 NOT PROTECTIVELY MARKED

SPOC training District or department SPOC’s will be trained to ensure that:

 they understand the responsibility and requirements of the SPOC
role;
 the terms of reference for the scheme are understood;
 they are competent at using the indicators to recognise and identify
talent; and
 there is consistency is selection onto the scheme.

Entry onto the Entry onto the scheme will be through a robust and fair selection
scheme process based on you evidencing your suitability for participation in the
scheme and meeting the initial criteria.

WYP will decide the number of officers and staff members who will be
placed on the scheme each year.

If you express an interest in joining the scheme you will be expected to

be able to evidence examples of those talent indicators identified by
the CoP. Therefore, you will be required to provide a portfolio of
relevant evidence to your district or departmental SLT SPOC.

Central Although administered by the SPOC at each district or department, the

monitoring scheme will be monitored by a scheme co-ordinator within the
Leadership and Professional Development department.

Exclusions You are not eligible for entry to the scheme if you:
 have breached the Attendance Standard; or
 are in the formal:
 attendance management process;
 stages of Police (Performance) Regulations (Police Officers);
 stages of the Police (Misconduct) Regulations (Police Officers);
 stages of the Discipline Procedure (Police Staff); or
 stages of the Capability Procedure – Performance (Police Staff).

Appointment Within two months of being appointed to the scheme you will be
on scheme required to prepare a Personal Development Plan (PDP).

The PDP has to be completed with the support of your district or

departmental SPOC and requires their approval/feedback.

The plan must include a:

 realistic self-appraisal; and
 gap analysis, together with a detailed chronological sequence of
actions / activities / learning to address this gap.

During the period that you are on the scheme you will be expected to
maintain a personal development portfolio that evidences your
NOT PROTECTIVELY MARKED
 NOT PROTECTIVELY MARKED

personal development, your contribution to performance

improvements of your team and the overall organisational.

Review While on the scheme you will be subject to a review process to ensure
that your commitment and performance are consistent with the
scheme’s aims and your aspirations.

A review will take place bi-annually with your district or departmental

SLT SPOC to assess your performance and to discuss your progress.

Completion of After three years on the talent support scheme defined development
program program you may remain on the scheme. However, the support will
period be less structured and you must evidence continued pro-active self
development.

You will then be required to take ownership of your future development

and career aspirations. Your action plan should also include proposed
actions to benefit the organisation, such as developing others,
continued project work and Action Learning Set (ALS) activities.

At the end of the tenure, you may remain in a pool for selection or
involvement in relevant projects. As you will have benefited from the
full range of development opportunities afforded to participants on the
scheme you will not be able to access any further additional
development interventions.

Suspension If you are placed into formal performance or attendance procedures

from scheme you will be suspended from the scheme until the outcome of the
process.

An outcome may be that you are no longer eligible to remain on the

scheme. This will be the decision of the SPOC in consultation with
your line manager.

Removal from If your SLT SPOC, in consultation with the Leadership and
the scheme Professional Development co-ordinator, believes that you are no
longer maximising your opportunities of the scheme you will be invited
to a meeting to discuss your future.

At that meeting the reasons for your removal will be discussed and
you will be given the opportunity to present any objections to your
removal.

Maternity or If you go onto maternity leave, or other parental leave, while on the
other parental scheme then your maximum period may be extended.
leave

NOT PROTECTIVELY MARKED

 NOT PROTECTIVELY MARKED

Request to If you no longer wish to participate in the scheme you must submit a
leave report outlining the reasons for wishing to leave the scheme to your
SLT SPOC.

If you leave the scheme at your own request, you will not be able to re-
enter at a later stage.

Re-entry onto As some staff may have legitimate reasons for requesting to leave the
the scheme scheme, if those circumstances change then you may apply to re-join
at a later stage through the normal channels.

Appeal

Not accepted There is no appeal process if you are not accepted onto the scheme

Appeal If you are a participant on the scheme and are removed, you may
against appeal to the appropriate functional ACC.
removal

Admin Last revised: February 2014

Scheduled for review: February 2015

NOT PROTECTIVELY MARKED