High Potential Development Scheme (HPDS) Manual of Guidance
Page Contents 3 Introduction 4 High Potential Graduate Entry Scheme (HPGES) Programme structure 6 Eligibility and Selection Eligibility Eligible Forces 7 Selection and Assessment Process Limitation on Applications and Withdrawals 8 Appeals and Disqualifications Expenses Inter-force transfers Development of HPDS Officers 9 Personal Development Planning and Skills Audit Diagnostic Tools Study Leave 10 Performance Development Reviews HPDS Development Activities 11 Professional Consolidation Period 12
Final Year Selection for Masters Review of Scheme Membership Withdrawal Deferral: Officer Requests Consideration of Requests Implications of a Deferral Deferral: Force Requests Recommencing the Scheme following a Deferral Welfare issues Appeals Monitoring Promotion and Promotion Requirements Promotion Assessment Procedure Action by the Scheme Member Action by the Line Manager Operational Commander or equivalent or Head of Unit Force ACPO Lead HPDS Development Advisers Support Mechanisms for HPDS Members Line Manager In Force ACPO Lead
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Force Contact Officers HPDS Development Advisers College HPDS Programme and deputy Programme Lead
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This manual provides information and guidance on the revised High Potential Development Scheme (HPDS) for participating officers, candidates, forces, and stakeholders. This manual does not apply to those officers on the original (“existing”) HPDS, for which there is a separate manual of guidance.
The HPDS was established in 2002, replacing the Accelerated Promotion Scheme and Accelerated Promotion Scheme for Graduates. A revised version of the HPDS was launched in 2008, following consultation with stakeholders about how the HPDS could better select, develop, and prepare those officers with the potential to reach senior leadership positions.
The HPDS aims to identify constables and sergeants with the potential to achieve at least the rank of superintendent, and to support them in developing the skills to be highly effective in senior and executive management, command and leadership roles. The HPDS also aims to facilitate the progression of these officers at a rate that reflects their demonstrated competence and readiness for increased responsibility. The HPDS supplements, but does not replace, conventional career progression systems. Ultimately, it seeks to increase the quality and quantity of potential chief officers in the long term.
A further benefit of the HPDS is that it can and should form a key component of force talent management strategies.
To support this aim, the HPDS is managed as a national scheme with the following objectives:
Identifying candidates with high potential and developing them into high calibre future leaders.
Enhancing the capability of the police service to attract and retain high potential individuals.
Equipping scheme members with the skills to become highly effective in senior and executive management, command and leadership roles.
Challenging and supporting participants to ensure they are afforded every opportunity to develop their potential as a future leader.
The police service is committed to attracting, developing, progressing and retaining officers who are members of underrepresented groups so that the police can become reflective of the community it serves. In delivering the national elements of the HPDS, the College of Policing is committed to supporting this goal through ensuring equality on the grounds of any protected characteristics.
High Potential Graduate Entry Scheme (HPGES) 7.
A High Potential Graduate Entry Scheme (HPGES) was operated in pilot form in 2009 and implemented in 2010. The HPGES may or may not be operated in subsequent years depending on finances, force recruitment plans, and other factors. Details of the selection process and other aspects of the HPGES will be published separately. Individuals selected through the HPGES will join the mainstream HPDS following the completion of their initial training and probationary period, subject to continued endorsement by their force. Prior to this they will be provided with some initial development support by the College to ensure their readiness to join the mainstream programme.
HPDS Programme Structure 8.
Following selection, and dependent on continued demonstration of suitability as an HPDS officer, scheme members will complete a five year programme in three phases: Years 1 & 2 – Induction and Postgraduate Diploma In this phase members will participate in an induction programme which will form them as a cohort and provide a foundation for their ongoing development. The core learning activity in this phase is a Postgraduate Diploma in Police Leadership and Management, delivered in partnership with Warwick Business School (WBS). The Postgraduate Diploma comprises six modules and dissertation. Years 3 & 4 – Professional Consolidation During this period officers will consolidate and build on their learning, undertaking a development plan incorporating activities that reflect their particular needs and circumstances. This phase will also involve the College and WBS delivered learning activities which will bring members together to maintain group learning. Year 5 – Final year In their final year officers will undertake development that will prepare them to move beyond the programme. Officers will also have the opportunity of pursuing a Masters Degree at WBS building on the Postgraduate Diploma. Participation in the Masters is not automatic for scheme members, and may be determined by a selection process.
The programme is designed in this way in order to provide all delegates with high level learning and the opportunity to embed this operationally in the workplace without the added pressure of continued academic learning at every stage.
10. Undertaking the Masters element of the scheme in the final year is not a requirement to remain on the scheme. It is a development opportunity which will be appropriate for some scheme members. It is recognised that by this stage in the scheme further study would not be
suitable for all members. However, it is anticipated that many scheme members may wish to undertake the Master’s degree. 11. In line with the challenging ethos of the HPDS, there will be a limited number of opportunities to undertake the Masters degree, and specific criteria will apply. Due to the time commitment that can be involved in studying towards a Masters Degree, HPDS members selected to undertake the Masters may not complete that course of study until after their fifth and final year on the HPDS concludes. 12. Membership of the HPDS is considered in terms of calendar years, with each Cohort commencing the five year programme in the year following selection. A member of Cohort 1 (selected in 2008), is therefore regarded as commencing their first year on the HPDS programme on 1 January 2009. The broad timetable for each cohort is set out below: Cohort 1
Induction PG Diploma
2010 2011 2012 2013 2014 2015 2016 2017 2018
Professional Consolidation Final Year
Selection Induction PG Diploma Professional Consolidation Final Year
Selection Induction PG Diploma Professional Consolidation Final Year
Selection Induction PG Diploma Professional Consolidation Final Year
Selection Induction PG Diploma Professional Consolidation Final Year
Selection Induction PG Diploma Professional Consolidation Final Year
13. This timetable will be applied irrespective of graduation dates set by Warwick Business School. Graduation often lags behind completion of the academic course for marking and quality assurance reasons. 14. For the purpose of HPDS promotion regulations and other policies, officers are considered to be scheme members from the point they are informed of their success in the selection process until they are either removed from the scheme or complete their final year. 15. All officers on the HPDS have demonstrated the potential to progress to senior rank, and will have been endorsed by their forces as such. While all officers selected will be on the scheme for a period of up to five years, all will return to normal career paths at some point. Due to the high expectations of HPDS officers and individual circumstances, it
is anticipated that not all officers will remain on the scheme for the full five year period. 16. Whenever they exit the scheme, all officers should be afforded a managed return to mainstream career paths to ensure that both they and the police service derive the maximum benefit from the development opportunities they have received. It may be that Forces consider additional development post exit to ensure they gain optimum return on the investment they have made in their officers but, if done, this will lie outside the mainstream HPDS programme. Eligibility and Selection 17. This section sets out high level eligibility and selection policy for the HPDS. The detail of eligibility and selection policies will be set out in guidance and application forms for each HPDS selection process. Candidates and managers should refer to the supporting documentation published at the launch of each selection process. Eligibility 18. Serving constables and sergeants are eligible to apply for a place on the HPDS. This includes student officers in their probationary period. However, sergeants who have been selected for promotion to inspector prior to their HPDS application being submitted by their force are not eligible to apply. The intention of this policy is to exclude inspectors – who have other development opportunities, particularly within forces, and are more responsible for their own learning – from eligibility. A sergeant whose promotion to inspector has been confirmed and will be implemented by their force is therefore ineligible to apply for the HPDS, as they are effectively an inspector in waiting.1 19. There will also be specific criteria, such as those relating to disciplinary sanctions, which will be set out in the documentation published at the launch of each HPDS selection process. Eligible Forces 20. All Home Office forces in England and Wales are eligible to take part in the HPDS. Other recognised forces can also take part in the scheme, subject to agreement with the College about the service to be provided and payment in line with the arrangements for the HPDS determined under the College Charging Policy. All officers will be required to comply with any HPDS guidance and policies, irrespective of force. 1
Some forces and officers have faced difficulties in interpreting this policy due to changes in force promotion opportunities and policies. In all situations however, the issue is whether the officer in question has, as a result of a process, been deemed ready for promotion to inspector and that promotion will be implemented. In situations where, for example, promotion processes have taken place, but the results will not be implemented, an officer would be eligible to apply for the scheme. 6
Selection and Assessment Process 21. It is anticipated that one selection process will be held annually. Exact details and guidance will be published at the launch of each process, and may change from year to year. However, it is a key principle of the revised HPDS that forces determine which officers they support as HPDS candidates. This ensures that only officers endorsed by their force can become an HPDS member. The later stage or stages of the HPDS process will be delivered nationally, and will provide assurance that all HPDS officers meet a national minimum standard. Limitation on Applications and Withdrawals 22. An eligible officer may submit one application for the HPDS in any given year. Eligible officers are allowed a total of two separate attempts at the national selection process. This provision is intended to discourage repeated speculative applications for the HPDS. 23. For the sake of clarity, where the national selection process involves multiple stages, and where an officer is unsuccessful at any stage of the national (not local) process as so does not progress to any later stage, they are considered to be unsuccessful in the entire process. 24. Officers who were previously a member of any version of the HPDS are not permitted to apply to become a member of the scheme. 25. The HPDS selection processes run in 2008 and subsequent years are the only ones that count for the purposes of this section. Attempts at earlier versions of the selection process are not counted as part of the maximum number of attempts permitted. 26. If a candidate withdraws from any stage of the selection process they will normally be treated as having been unsuccessful. They must submit a new application at a future selection process should they wish to attempt the process again. 27. Where a candidate is unable to complete the selection process due to unforeseen and compelling circumstances such as serious illness or unavoidable operational requirements, their application can be carried forward to the selection process in the following year. This is subject to support from their force, which will be required to resubmit their application. Where this occurs and the officer has already passed an element of the national selection process, their results may be carried forward to the next process. This will depend on factors such as the consistency of the selection process year-on-year. Each case must be submitted to the responsible College manager, whose decision will be final.
Appeals and Disqualifications 28. Rules relating to appeals and disqualifications will be published for each selection process. Expenses 29. Accommodation is provided to candidates should they be required to attend any selection process requiring an overnight stay. 30. Police forces are to meet the expenses of candidates attending any part of the selection process. Inter-force Transfers 31. An officer who is in the process of transferring forces during the selection process and wishes to apply for the HPDS requires the endorsement of their force as of the date of application. They will also have to seek the continued endorsement of their receiving force in order to remain a HPDS candidate. 32. HPDS members who transfer forces will retain their HPDS status subject to the agreement of the receiving force. HPDS officers who transfer to a Scottish force, or Scottish officers who are members of the Accelerated Career Development Programme (ACDP), may be able to transfer to the equivalent scheme if they wish. This is subject to the decision of the receiving force. The point at which the officer joins either the ACDP or HPDS will be dependent on their rank and other factors and will be managed on a case by case basis by the responsible agency in consultation with the officer and the receiving force. Development of HPDS Officers 33. All HPDS members are required to:
Participate in and successfully complete the academic requirements of the programme delivered in partnership with WBS.
Participate in any HPDS courses delivered by the College.
Undertake other development activities such as diagnostics, action learning, and working with HPDS Development Advisers.
34. Exact details of the academic and professional development programme are published separately for each HPDS cohort. 35. Particular development activities and policies are set out below. These apply throughout a scheme member’s time on the HPDS. The consolidation period is also dealt with in more detail below.
Personal Development Planning and Skills Audit 36. Scheme members will be provided with a Continuous Personal Development (CPD) tool and other personal and professional development support. They are expected to produce and regularly review a Personal Development Plan (PDP), incorporating a skills audit and clear action plan. In devising their action plan, participants will need to regularly ask themselves “where am I now?”, “where am I going?”, and “what do I need to get there?” This should be accompanied by the scheme member reviewing “what skills and experience do I have?” and “what skills and experience do I need?” 37. This process will involve the officer, their line manager and other appropriate personnel in their force, and the HPDS Development Adviser. It is vital that scheme members have a PDP which reflects their current development needs, sets specific goals, and establishes the level of support from their force to undertake relevant development activities. A crucial component of these activities is the opportunity to undertake challenging and stretching postings and attachments. 38. As part of this planning officers and forces should have particular regard to their operational experience and performance. While HPDS officers are often drawn into, or deployed in, project and other corporate roles, it is vital that they acquire sufficient breadth and depth in operational roles. As part of this, the HPDS supports the concept of career pathways. Those scheme members who wish to pursue a particular specialism will be supported, to the extent that this does not impede the development of sufficient breadth of experience required to underpin the officer’s vertical progression. 39. Personal Development Planning is particularly important in the Consolidation Phase, as set out later in this document. Diagnostic Tools 40. Scheme members will receive feedback on their performance in the HPDS selection process, including any psychometric tests and diagnostics used for developmental purposes. These can provide valuable insight into their personality and personal style, strengths, preferences and weaknesses. They should incorporate the results of these, and their reflection on their implications, into their PDP. Other tools will be used throughout the programme and should be considered and incorporated as part of keeping their PDP current. Study Leave 41. HPDS members are required to attend formal events for academic and other development and this should be considered as duty time. Membership of the HPDS does not automatically provide entitlement to additional periods of study leave. The decision to grant study leave to support academic development rests with the scheme member’s home
force and local arrangements. However, the College recommends that in view of the heavy academic workload between 5 and 10 days a year would be reasonable for each year where study is undertaken, subject to operational commitments. Development Advisers can be contacted where difficulties arise. Performance Development Reviews 42. All HPDS members are expected to actively participate in their force Performance Development Review (PDR) process. They should ensure that their PDR remains current. 43. For the PDR to be appropriate, participants must ensure that they have SMART (i.e. Specific, Measurable, Agreed, Realistic, Time bound) business and development related objectives and are able to provide evidence about their achievements and competence in their current rank and role. The PDR may be reviewed by the Development Adviser or force managers at any time. 44. The revised HPDS aims to equip scheme members for the most senior roles. It is therefore vital that scheme members consistently demonstrate operational and managerial competence. The PDR process is an important, but not the only, means of recording evidence of this. 45. Student officers should continue to be assessed according to the Learning and Development Review or equivalent process in their force. HPDS Development Activities 46. In addition to demonstrating competence in their current rank, HPDS officers will be expected to undertake developmental activities appropriate to officers of higher ranks. These activities may be provided by the College, the academic partner, forces, or through the initiative of the officer. 47. HPDS officers are expected to demonstrate their commitment to their own development through their participation in and effective use of these activities to expand their capabilities. While any abstraction related to this development must be balanced against work and personal demands, and a flexible approach will be taken in regard to individual circumstances, officers who are unable to make a sufficient commitment to the HPDS will be unable to make the most out of the opportunity it offers. Similarly, forces must be prepared to support and make appropriate provision for the development of HPDS members. 48. The combination of an HPDS officer’s operational competence in their current rank, together with development activities aimed at preparing them for future roles, should ensure that the individual is able to
progress at a pace that reflects their demonstrated competence and readiness for increased responsibility. Professional consolidation period 49. The nature and extent of the activities undertaken in this period will reflect the needs of the individual. It is recognised that scheme members will have a wide range of needs at this stage of the programme. Some may still be at the rank they entered the scheme while others may have been promoted more than once. Their circumstances and development priorities will vary accordingly. 50. In the consolidation period, as at all other times on the HPDS, individual scheme members and forces retain ultimate responsibility for learning and development, supported by the College. Scheme members will be expected to devise a development plan for their consolidation period which is supported by their force. The HPDS Development Advisers will provide guidance and advice to scheme members and forces as part of the process. 51. The College will provide or facilitate a range of development activities in the consolidation period. The HPDS Development Advisers will also work with scheme members and forces to determine which, if any, of the following will be appropriate for scheme members during this period:
access to a 360 degree tool and related feedback;
utilisation of a Continuous Professional Development Diary;
HPDS-specific Masterclasses or Modules provided by the College, potentially including elements delivered in partnership with Warwick Business School;
College leadership and learning programmes such as those provided by Leadership and Talent;
Action Learning Sets; and
Attachments and Secondments.
52. Attachments and secondments may involve attachments to other departments in their force, secondments to other forces or police organisations such as HMIC, secondments to other public sector organisations such as the Home Office, or secondments to private sector organisations. The College will support Forces and individual scheme members in organising and identifying development opportunities which must have demonstrable business benefit for the individual and the Force. 53. It is anticipated that delegates may undertake one more secondments or attachments in the consolidation period depending on their situation. Abstraction from the workplace will normally be short-term. However,
each individual’s needs should be considered on a case-by-case basis and secondment will not always be appropriate, or feasible for the force or individual concerned. Final Year 54. In the final year of the programme the HPDS will aim to ensure that scheme members have the capacity and capability to manage their careers successfully as they move beyond the scheme. This will involve further development of the career management skills and self awareness established earlier in the programme, and linking scheme members with other development and training opportunities provided by the College, forces, and other partners appropriate to scheme members’ situation, such as the Senior Leadership Programme. 55. Scheme members will have the opportunity to apply to undertake study towards a Masters Degree as a development activity in their final year. This will again be delivered by Warwick Business School and will build on the Postgraduate Diploma completed in Years One and Two. Selection for Masters 56. For clarity, selection for the Masters will not determine continued membership of the scheme. Subject to continued support from their forces members of the HPDS will remain on the programme to the end of the final year. 57. Obtaining a place on the Masters programme may be competitive and places will be limited. Selection will be based on the following factors:
Continued force support as a high potential and high performing officer;
Demonstration of operational and workplace performance;
Demonstration of continued professional development;
Sponsorship from an ACPO Business Area, Chief Constable, HMI or equivalent stakeholder for proposed dissertation; and
Good academic performance in the Postgraduate Diploma (the normal requirement for admission to a Masters programme is equivalent to a minimum 60% mark or 2:1 grading)
58. The nature of the selection process will be set out in more detail in sufficient time for scheme members to prepare their applications. This is likely to be in the second half of Year Three for each Cohort.
Review of Scheme Membership 59. As befits the ethos of scheme that is “hard to get on, hard to stay on”, it is vital that HPDS officers continue to demonstrate appropriate levels of performance and ongoing potential to reach senior leadership positions throughout their membership. They should be subject to regular annual review by their force to ensure that this continues to be the case. 60. Reviews must be evidence based and follow principles of transparency, fairness and due process. Officers should be permitted to make representations as part of any process. They must be given early notification of any concerns about their performance and given a fair and reasonable opportunity to rectify the matter. 61. To remain on the scheme, officers must:
Actively and effectively participate in the scheme, through having taken part in and successfully completing the academic programme and any courses delivered by the College for scheme members.
Work positively with their Development Adviser to plan and undertake their Continuous Professional Development, and have a sound PDR and PDP with clear objectives;
Consistently perform in the workplace at the level of their nonHPDS peers as a minimum; and
Be able to articulate and demonstrate progress in implementing a career strategy appropriate for an officer considered to have the potential to reach at least the rank of superintendent.
62. Whether at the end of the HPDS programme or earlier, all HPDS officers will at some point return to mainstream career paths. 63. Where evidence indicates that a scheme member is not demonstrating sufficient performance and ongoing potential, action should be taken to remove the officer from the HPDS. The scheme member should be returned to the normal development and promotion process in a positive manner. 64. Any decision to remove an officer from the HPDS is the responsibility of the Force ACPO Lead who is the final arbiter. College Development Advisers and other HPDS staff are available to offer advice and guidance. 65. The College must be informed of any change in HPDS status and the reasons for any removal from the scheme. An HPDS Development Adviser may conduct an exit interview with the member to capture any relevant learning and assist them in planning for the next phase of their career.
66. There may also be occasions where an officer’s continuing membership of the scheme may conflict with the overall aims of the HPDS or undermine its credibility. There may also be particular requirements, such as minimum standards of academic performance which, if not met, could lead to the removal of an officer from the scheme. In such cases the responsible College manager can, after consultation with the officer and the force as appropriate, remove the officer from the scheme. Withdrawal 67. Where an officer is considering leaving the HPDS they should inform their line manager, relevant force staff and their HPDS Development Adviser of their intentions. The officer should discuss this with their HPDS force contact, line manager, and HPDS Development Adviser if required. The aim of this discussion is to ensure that any decision to withdraw is in the best interests of the officer and the scheme, that the officer is fully aware of the consequences of withdrawal, and that alternatives, including a period of deferral, have been considered. 68. Where an officer wishes to proceed with withdrawal from the scheme they should inform their force contact and HPDS Development Adviser in writing, confirming that they wish to withdraw and setting out their reasons for doing so. The Development Adviser will ensure that scheme records are updated and appropriate HPDS staff are informed. 69. The HPDS Development Adviser may hold an exit interview with a scheme member who is withdrawing in order to explore their reasons for leaving the scheme, capture any relevant learning and assist them in planning for the next phase of their career. Deferral: Officer Requests 70. Where a HPDS officer is facing significant personal circumstances which may compromise their ability to undertake the programme successfully, and these circumstances are or are likely to be of a temporary nature, they may request that their participation in the HPDS be deferred. Personal circumstances may include, but are not limited to, the ill-health of the officer or a family member; maternity or paternity leave; or other significant personal matters. 71. Where officers are taking maternity or paternity leave, they may choose to continue with the academic/taught programme whilst on maternity leave in a private capacity. Officers are advised to speak to their development adviser to ascertain the most appropriate choice for them. 72. Where an officer is considering requesting a deferral they should inform their force and the relevant HPDS Development Adviser of their intentions. The officer should discuss this with their line manager, 14
other relevant force staff, and their HPDS Development Adviser. The aim of this discussion is to ensure that a deferral is appropriate in the circumstances, alternatives have been explored, and that the officer is fully aware of the consequences of a deferral. 73. Where an officer wishes to proceed with a request for a deferral they should make this request in writing to their HPDS ACPO Lead, having ensured that their line manager and other appropriate persons such as the HPDS force contact and HPDS Development Adviser are informed. Any request needs to be accompanied by an explanation of the circumstances warranting the deferral and evidence as appropriate. This should include a recommendation by the line manager, and other managers as appropriate, as to whether the request should be approved. Should the request be supported by the ACPO lead, it should then be forwarded to the College via the relevant HPDS Development Adviser. 74. The College will accept the recommendations of forces in regard to deferral, subject to recommendations being in accordance with this policy and the aims of the scheme. Consideration of Requests 75. When considering a potential deferral, HPDS officers, forces, and College HPDS staff should consider whether the request is a result of significant personal circumstances which may compromise the scheme member’s ability to undertake the programme successfully, and whether these circumstances are or are likely to be temporary in nature. 76. A heavy workload, whether operational or related to the HPDS, is not a sufficient reason for deferral in the absence of other factors. If an officer is having difficulty coping with workplace and HPDS requirements in the absence of significant personal circumstances, other options should be considered. 77. Deferral should, wherever possible, neither advantage nor disadvantage an officer relative to other scheme members. For example, while some deferrals will be of a minimum period of 12 months due to the structure of the academic programme, officers should not otherwise delay rejoining the scheme beyond the period dictated by the cause of their request for a deferral. 78. A retrospective deferral will not normally be considered unless there are exceptional circumstances. A clear rationale will be required as to why the request was not made earlier. Similarly, a second period of deferral will not normally be considered unless there are exceptional circumstances. A clear rationale will be required as to why a longer period is justified.
Implications of a deferral 79. When a deferral is granted and the officer is undertaking study towards the Postgraduate Diploma element of the scheme, deferrals will usually be of a period of up to 12 months to enable the officer to recommence the academic programme at the appropriate stage. While the reasons for the deferral may be resolved in a shorter period of time, rejoining the HPDS earlier is not possible for the reasons given above, i.e. deferral should neither advantage nor disadvantage a scheme member, in this case by giving them additional time as a HPDS member without having to undertake the programme. 80. Where an officer’s membership of the HPDS is deferred, they temporarily cease to have access to all aspects of the scheme, including academic study, professional development opportunities, and HPDS promotion provisions. 81. When an officer is in the consolidation phase of the scheme deferrals need not be for a 12 month period. Deferral: Force Requests 82. A force may request deferral of an officer’s membership of the HPDS in situations where that officer is suspended from duty for disciplinary or other significant operational reasons. In these situations the provisions set out in this policy in relation to the time periods and implications for deferral will apply. Any request of this sort should be made with the approval of the ACPO Lead, and in all other respects should follow the procedure set out above. 83. For clarity, a force cannot request deferral of an officer’s membership of the HPDS while considering whether they should remain on the scheme. Where a force does not consider an officer should remain a member of the HPDS the officer should be removed from the scheme as set out above. Recommencing the Scheme following a Deferral 84. As the officer nears the end of a period of deferral forces should discuss with them whether they should recommence the scheme. Discussions should provide sufficient time for an officer to prepare to rejoin the scheme. HPDS Development Advisers will provide support to both forces and officers in having these discussions. 85. The College should be advised of plans to recommence the HPDS as soon as possible, but not less than one month of the intended recommencement date. Notice of the intended date should be provided to the College via the relevant HPDS Development Adviser in writing.
Welfare issues 86. Forces have overall responsibility for the welfare of their officers. Officers should receive appropriate support from their force in accordance with local policies. Appeals 87. A HPDS member cannot appeal to the College against the decision of their force in regard to a deferral, except where this contradicts this policy. 88. Appeals against a decision by the College HPDS Programme Lead can be made to the Head of Leadership Services. Appeals must be in writing. Monitoring 89. The College will maintain a record of deferrals and withdrawals, alongside other issues in order to monitor the operation of the scheme and, in particular, to ensure that diversity issues are identified and addressed. Promotion and Promotion Requirements 90. The promotion of HPDS officers from Home Office forces is governed by the Police (Promotion) Regulations, the OSPRE Rules and Syllabus, and the National Police Promotions Framework (NPPF) manual as appropriate to the force in question. These govern promotion up to the rank of inspector, and in the case of the Regulations, the rank of chief inspector. While forces should refer to the specific detail when making promotion decisions these provisions are summarised below. 91. The HPDS is a scheme recognised by the Secretary of State for the purposes of the regulations. This means that the provisions made in the regulations only apply to active (not deferred) members of the national scheme and not any other scheme run by forces. 92. HPDS officers are required to be appropriately qualified for promotion. In order for an HPDS officer to be promoted to sergeant or inspector they must be qualified in terms of national OSPRE or National Police Promotions Framework (NPPF) requirements. HPDS officers are therefore subject to the same standards as other officers. 93. The OSPRE part 1 for inspectors regulations have been amended for HPDS officers in NPPF forces. HPDS constables on temporary promotion to sergeant for Work Based Assessment can now sit OSPRE part 1 for inspectors without completing a year as a temporary sergeant. They must be a temporary sergeant and have commenced the Work Based Assessment at time of taking the exam.
94. Subject to being appropriately qualified as set out above, an HPDS officer shall be promoted from constable to sergeant, sergeant to inspector, or inspector to chief inspector as soon as their chief officer determines that they are competent to perform the duties of the next rank. While the College provides Promotion Assessment Review (PAR) forms to assist forces in doing so, these are not mandatory. In effect, how a force goes about reaching this judgement is at the discretion of the chief officer of each force. This can include requiring officers to undergo processes used for other officers such as promotion boards, subject to all other HPDS requirements being met. 95. The promotion of an HPDS officer is, by regulation, not subject to or affected by vacancies. The Police (Promotion) (Amendment) Regulations 2002, paragraph (4) states that promotion as set out under the regulations (that is, from constable to sergeant, sergeant to inspector, or inspector to chief inspector) – (a) shall take place whether or not there is a vacancy for the rank in question, and (b) does not affect any existing or subsequent vacancy unless the person promoted is designated to fill it. 96. The intention of these provisions is to enable scheme members who can demonstrate appropriate competence to progress at the rate their abilities allow. 97. However, the College encourages officers and forces to carefully consider the timing and nature of any promotion decision. It is very important that HPDS officers who are ready for promotion move into appropriately stretching and challenging roles. Facilitating movement into such roles can take some time. Developmental opportunities can also manage expectations around vertical progress. However, forces should not unduly delay making such moves if they are to comply with promotion regulations and act in accordance with the aims and principles of the HPDS. Promotion Assessment Procedure 98. Members of the HPDS should have their suitability for promotion assessed at least once a year. Where the PDR or other process indicates that the individual has provided clear evidence of their competence and has also evidenced their potential to fulfill the requirements for the next rank, their suitability for promotion should be considered by their force. Action by the Scheme Member 99. The scheme member will build a range of evidence relating to operational and managerial situations that they have dealt with. This is not required to be set out in a lengthy document but there should be
sufficient details available to show evidence of competence against the requirements of the next rank. The information may be drawn from the evidence provided in the PDR or any other relevant source. 100. For details on the requirements of each rank see the Policing Professional Framework personal qualities, which is available on the Skills for Justice Website or from the College. 101. The officer should complete the HPDS Promotion Assessment application form, available on the College HPDS website, following the instructions contained on the form, and submit it to their line manager. Action by the Line Manager 102. The Line Manager will provide an assessment of whether the evidence supplied accurately demonstrates the officer’s competence in their current rank. Having provided a rationale for each assessment, the Line Manager will complete the Overall Suitability for Promotion section. The Line Manager will make an assessment of the HPDS members’ overall competence in the current rank together with the ability to perform at the higher rank. The free text Rationale box should be completed in support of the assessment. 103. The Line Manager should complete the appropriate suitability statement and sign the form prior to forwarding to the Operational Commander or appropriate Head of Unit. 104. Where the scheme member is not yet considered by the Line Manager to be suitable for promotion, a full discussion must be held with the scheme member to enable areas for improvement to be identified and a development plan to be created. Operational Commander or equivalent or Head of Unit 105. The role of the Operational Commander or equivalent or head of unit in the promotion assessment process is that of confirmation or otherwise of the recommendation given by the reporting officer. The Operational Commander or Head of Unit is required to use their knowledge of the scheme member’s competence and potential, together with the evidence provided in the promotion assessment, to make a recommendation as to suitability for promotion at this time. The Operational Commander or Head of Unit will then complete the free text Rationale box to support their decision before forwarding the completed assessment to the ACPO Lead. 106. Where the recommendation made differs from the recommendation given by the Line Manager, the scheme member and the line manager will be informed of the decision and the rationale explained as soon as is practicable. The scheme member may appeal in writing to the ACPO Lead within 14 days of being informed of the decision.
Force ACPO Lead 107. The ACPO Lead should consider the recommendation based upon the evidence provided and either support or decline the Operational Commander or Head of Unit’s recommendation. The ACPO Lead can request more information to support their decision and can also consider their personal knowledge of the scheme member’s performance. Where the ACPO Lead’s decision is to endorse the promotion of the scheme member, arrangements should be made to implement the decision in a timely fashion. 108. The decision of the ACPO Lead is final. A HPDS officer may make further representations or provide additional evidence, but the decision remains with the ACPO Lead. 109. HPDS Development Advisers must be informed of decisions on promotion assessments. The HPDS Development Adviser will ensure that the scheme records are updated accordingly. HPDS Development Advisers 110. HPDS Development Advisers are available for consultation concerning all aspects of promotion assessments and provide assistance to HPDS members, their line managers and others as to the appropriateness of recommendations being made based upon the evidence provided. Support Mechanisms for HPDS Members Line Manager 111. The line manager forms part of the HPDS member’s direct chain of command and will have varying degrees of responsibility for the officer. The role will vary according to the environment and the rank of the officer’s concerned, but the support provided by line managers is crucial to the effective development of HPDS members. The responsibilities of the line manager may be broadly divided into two areas:
supervising and developing the individual member,
meeting the wider needs of the BCU or unit, and the force.
112. Line managers have an integral part to play in the effective development of HPDS members in the workplace. They should be aware that high potential officers will undergo development in different ways to other officers. Line managers have a responsibility to play a full part in providing challenging opportunities for addressing development needs. 113. Line managers perform a key role in the development and progress of participants on the scheme as they are positioned to gain the clearest 20
picture of the individual’s level of skill and achievement. The requirements of the scheme place an expectation on the line manager to:
rigorously assess the individual against the Policing Professional Framework and other relevant criteria;
identify and provide advice and support on areas of development;
complete timely PDRs and development plans;
comment on suitability for promotion; and
negotiate and facilitate appropriate opportunities for development.
114. Line managers are not expected to perform all these functions in isolation. Support will be provided from sources outlined within this section of the manual. 115. Historically some managers have assumed that all HPDS members are ideally suited to planning and research work, but project work is only one aspect of their development. Previous experience suggests that line managers should consider the following:
officers must establish their operational competence and credibility before moving to non operational roles, and ensure this is maintained;
officers benefit from being given challenging positions where they are responsible for achieving objectives and are accountable for their decisions:
HPDS members frequently benefit from a suitable balance of operational and support roles to give them a broader perspective and to build upon their competence. The need to regularly refresh operational experience must always be considered as part of the ongoing development process.
116. The overriding principle for developing high potential officers is that they must be stretched, challenged, and given real responsibility. In Force ACPO Lead 117. Each Force should appoint an ACPO member as lead for the HPDS. The role of the Force ACPO Lead is to:
provide support and oversight of the performance and development of scheme members in their force;
take overall responsibility for the selection of potential HPDS candidates to be put forward to the national selection process;
act as the final decision maker when an officer’s membership of the HPDS is reviewed;
act as the final decision maker on promotion decisions under the police regulations;
ensure that the HPDS is administered in accordance with the guidelines contained in this manual; and
ensure that managers identify and facilitate appropriate career opportunities to allow individuals to develop in such a way that both the individual’s needs and those of the police service are met.
Force Contact Officers 118. The Force Contact Officer has primary responsibility for managing the HPDS scheme on a day to day basis in Force. Forces should consider the most appropriate role-holder in terms of skills-set, profile and autonomy such that scheme members can be appropriately supported, guided and monitored. Suggested roles may include: career development Inspector; professional development manager or leadership manager. Specifically, the FCO is responsible for: Providing career guidance and advice for members on available development opportunities o Day-to-day management of the scheme – to include administration o Ensuring that HPDS line-managers fulfill their responsibilities and have an up-to-date awareness of the scheme o Arrange the allocation of a mentor and coach for HPDS officers o Ensure a joined-up approach to HPDS management in force connected to; marketing, selection (Stage 1 process) and links across L&D and HR functions o Ensure that HPDS members’ training needs (as defined in their CPD portfolios) are effectively realised o Work closely with College Development Advisers towards the effective operation of the scheme, to include adoption of emerging good practice and any amendments to policy o Over-seeing the annual review of scheme members membership as determined by the ACPO HPDS National Lead and HPDS Programme Lead o Promotion of the HPDS with under-represented groups within Force in line with the principles contained within the Equality Standard for the Police Service o Promotion and support of regional HPDS activities, initiatives and events wherever appropriate o Act as an internal adviser for the force HPDS ACPO Lead HPDS Development Advisers o
119. Development Advisers are geographically allocated and directly support forces and scheme members. The Development Adviser’s contact details are available via the HPDS website. 22
120. The Development Advisers are responsible for supporting the implementation and continuing development of the HPDS by forces. They will establish and maintain partnerships with all stakeholders of the scheme, developing a close working relationship between the College and the key people involved in the scheme including scheme members, line managers, career development officers and force senior managers. They will provide support and guidance on all aspects of the HPDS. 121. More specifically the Development Advisers will:
Support HPDS members by assisting them with: -
their skills audit;
issues relating to academic study or course attendance;
preparation for promotion; and
re-entering mainstream career paths where appropriate.
Support the policy of the College in relation to the HPDS by -
establishing links with stakeholders and customers of the HPDS;
providing support and advice;
advising on implementing policy and strategy at a local level,
integrating feedback into the development of the scheme; and
identifying and promulgating good practice.
Work with participants, police forces and other agencies to ensure: -
the HPDS meets customer needs;
provision of support to forces to support the successful implementation of all aspects of the scheme;
delivery of briefings and presentations as necessary; and
delivery and support of effective marketing of the scheme, both within the police service and externally as appropriate.
To market the HPDS within their region by: -
developing links with force career development departments to raise awareness of the scheme;
keeping forces up to date on scheme developments;
assisting forces to develop initiatives for marketing aimed at identifying internal applicants; and
attending careers fairs subject to availability.
College HPDS Programme and deputy Programme Lead 122. The College Programme Lead and his/her deputy have the overall responsibility for the day to day delivery and maintenance of the HPDS at the national level. They act as a central point for queries about the scheme in addition to the development advisers. 123. The Programme Lead will also be responsible for:
ensuring all aspects of the HPDS are being managed as set out in these and associated policies;
providing advice on aspects of policy as set out in this manual;
acting to remove officers from the scheme in the circumstances set out in this policy;
acting as the link with Examinations and Assessment around the design and delivery of the annual selection process;
ensuring appropriate and accurate records are maintained; and
monitoring and providing information to stakeholders on key aspects of the HPDS.