Job title: Head of Operational HR Grade: Grade K Role code: SHR057 Status: Police Staff Home Office code: Organisational Support
Main purpose of the role:
Direct and lead the provision of proactive and strategically aligned Human Resources (HR) services to both Essex Police and Kent Police, leading the provision of Operational Human Resources, Occupational Health, Wellbeing and Health and Safety. Lead the provision of enabling teams who partner with the business aligning activity to both organisations strategic plans and the overarching joint People and Learning Strategy. Ensure the provision of intelligent HR service which includes leadership of the development of HR strategies, policy and operational services which directly contribute to improving public services through people. Act as the Senior HR Lead for all operational HR matters participating in strategic leadership activity conduce with the level of the role.
oversee, lead and co-ordinate the provision of embedded Human Resources, Wellbeing, Health & Safety, Occupational health, Employee relations and Reward services (referred to as HR here on in). Lead the provision of a proactive provision through the delivery model, building and maintaining a working knowledge and understanding of policing activities, and support requirements relevant to the assigned local business environment, in order to select and implement strategies and practices that are most appropriate for the delivery of business strategy in a timely, cost effective and high-quality service to both forces within budget constraints and to agreed performance standards.
define the HR requirements needed to support the delivery of both forces plans and the people and learning strategy, both to take care of local day to day policing activity and to address the short, medium and long term HR needs across both organisations. This will include balancing resource availability and predicting and scoping future needs by proactively reviewing working practices and procedures and moving resources to deliver the most appropriate service at any one time, in order to ensure the availability of the most appropriate HR resources in support of operational policing.
lead and motivate teams and individual performance, providing direction and leadership, participating in recruitment and selection, undertaking staff appraisals, addressing welfare, capability and discipline issues, advising on personal development, training and coaching, including the quality assurance, dip testing, assessment, allocation and throughput of work to enhance individual and team competencies, in order to maximise performance from individuals, enable a consistent high quality performance and ensure that a professional and efficient service is provided at all times.
identify areas for development in HR practices and products, working in collaboration with other senior leaders to develop new and innovative initiatives to support force plans, providing feedback on the effectiveness of the HR interventions that are implemented, in order to maintain the availability of a full range of HR services to both forces.
develop appropriate strategies and policies for operational HR, ensuring they are co-ordinated with other HR specialisms to provide a united and professional service, to provide seamless transition to improved working practices, procedures and force policies, including harmonisation of approach to HR service delivery wherever possible, in order to continue to provide robust local HR interventions and support across both counties.
develop effective working relationships with Chief Officers, senior managers and stakeholders within and outside the organisations, identifying and implementing best practice in respect of HR service delivery, in order to deliver a cost effective and streamlined service that meets the aims, objectives and operational requirements of both forces. This will include chairing key meetings as required and participating as a decision maker on significant and complex people related issues.
act as a Senior Leader within the HR Directorate ensuring the team are contributing fully to the people and learning strategy and that activity is focussed on supporting the delivery of core operational policing priorities, in order to ensure the availability and delivery of HR services that are most appropriate for delivery of business strategy in accordance with the aims and objectives of both forces.
manage and co-ordinate the implementation and delivery of complex change programmes, including identifying improved service delivery options, utilising HR solutions that can maximise service provision and providing support for HR business case creation, development and implementation and HR organisational/ structural changes, attending and chairing board meetings with other senior managers, enabling both forces to maximise the contribution of the HR Directorate and efficiency against key aims and performance objectives.
act as a full deputy to the Director of Human Resources in both counties, attending key meetings and resolving high level matters, ensuring that effective responses and continuity of service are available in the absence of the Head of People.
May 2012, Amended February 2023
Management Vetting (MV)
The Head of Operational HR will be a Chartered Member of the CIPD or will hold an equivalent level HR qualification/experience (equivalent to Level 7). This will be backed by a proven track record in generalist or specialist human resources at a senior level. Ideally this will include familiarity with leading complex people related services across a large and geographically diverse organisation. The post holder will lead a team of staff providing expert advisory support to managers and staff, ensuring that the provision of a professional, efficient and cost- effective service is maintained at all times. They will be required to lead a department to deliver the agreed people and learning strategy.
The post holder will hold corporate responsibility for the advice provided and have impact over the broad range of locally delivered HR activities including HR business partnering, advisory services, wellbeing, health & safety, occupational health, employee relations and reward. It is essential that the post holder has a proven ability to lead teams who have expert knowledge and understanding of people related policies, processes, police regulations, staff terms and conditions of service and practical experience of advising on HR issues at a senior level. The post holder will also need a sound understanding of the policing environment and hold the credibility and confidence of senior police management, in order to tailor service delivery to support operational policing needs.
The post holder must be innovative, flexible, self-motivated, organised, have the capacity to manage a substantial and varied workload, be able to meet challenging business targets including all change management requirements, able to work under minimal supervision, use their own initiative and possess the ability to manage multiple HR programmes and issues simultaneously. Good organisational skills are essential for the effective performance of this role.
Excellent interpersonal skills are essential, both verbal and written, these will need to be applied both robustly and sympathetically whilst handling a variety of situations involving sensitive personal issues as well as providing advice and guidance to staff and senior managers. The post holder must be able to build effective working relationships with trade union and staff association representatives. In addition, they will be required to build external working relationships and represent both Essex and Kent at regional/ national meetings as required.
The post holder must possess good general project management skills and the ability to undertake basic research and analysis work in order to undertake comparison work within our group of most similar forces and against best practice guidelines.
Analyse Critically (Level 3)
I balance risks, costs and benefits associated with decisions, thinking about the wider impact and how actions are seen in that context. I think through 'what if' scenarios. I use discretion wisely in making decisions, knowing when the 'tried and tested' is not always the most appropriate and being willing to challenge the status quo when beneficial. I seek to identify the key reasons or incidents behind issues, even in ambiguous or unclear situations. I use my knowledge of the wider external environment and long-term situations to inform effective decision making. I acknowledge that some decisions may represent a significant change. I think about the best way to introduce such decisions and win support.
Collaborative (Level 3)
I am politically aware and I understand formal and informal politics at the national level and what this means for our partners. This allows me to create long-term links and work effectively within decision-making structures. I remove practical barriers to collaboration to enable others to take practical steps in building relationships outside the organisation and in other sectors (public, not for profit, and private). I take the lead in partnerships when appropriate and set the way in which partner organisations from all sectors interact with the police. This allows the police to play a major role in the delivery of services to communities. I create an environment where partnership working flourishes and creates tangible benefits for all.
Deliver, Support and Inspire (Level 3)
I challenge myself and others to bear in mind the police service's vision to provide the best possible service in every decision made. I communicate how the overall vision links to specific plans and objectives so that people are motivated and clearly understand our goals. I ensure that everyone understands their role in helping the police service to achieve this vision. I anticipate and identify organisational barriers that stop the police service from meeting its goals, by putting in place contingencies or removing these. I monitor changes in the external environment, taking actions to influence where possible to ensure positive outcomes. I demonstrate long-term strategic thinking, going beyond personal goals and considering how the police service operates in the broader societal and economic environment. I ensure that my decisions balance the needs of my own force/unit with those of the wider police service and external partners. I motivate and inspire others to deliver challenging goals.
Emotionally Aware (Level 3)
I seek to understand the longer-term reasons for organisational behaviour. This enables me to adapt and change organisational cultures when appropriate. I actively ensure a supportive organisational culture that recognises and values diversity and well being and challenges intolerance. I understand internal and external politics and I am able to wield influence effectively, tailoring my actions to achieve the impact needed. I am able to see things from a variety of perspectives and I use this knowledge to challenge my own thinking, values and assumptions. I ensure that all perspectives inform decision making and communicate the reasons behind decisions in a way that is clear and compelling.
Innovative and Open-minded (Level 3)
I implement, test and communicate new and far-reaching ways of working that can radically change our organisational cultures, attitudes and performance. I provide space and encouragement to help others stand back from day-to-day activities, in order to review their direction, approach and how they fundamentally see their role in policing. This helps them to adopt fresh perspectives and identify improvements. I work to create an innovative learning culture, recognising and promoting innovative activities. I lead, test and implement new, complex and creative initiatives that involve multiple stakeholders, create significant impact and drive innovation outside of my immediate sphere. I carry accountability for ensuring that the police service remains up to date and at the forefront of global policing.
Take Ownership (Level 3)
I act as a role model, and enable the organisation to use instances when things go wrong as an opportunity to learn rather than blame. I foster a culture of personal responsibility, encouraging and supporting others to make their own decisions and take ownership of their activities. I define and enforce the standards and processes that will help this to happen. I put in place measures that will allow others to take responsibility effectively when I delegate decision making, and at the same time I help them to improve their performance. I create the circumstances (culture and process) that will enable people to undertake development opportunities and improve their performance. I take an organisation-wide view, acknowledging where improvements can be made and taking responsibility for making these happen.
I take into account individual needs and requirements in all of my actions. I understand that treating everyone fairly does not mean everyone is treated the same. I always give people an equal opportunity to express their views. I communicate with everyone, making sure the most relevant message is provided to all. I value everyone's views and opinions by actively listening to understand their perspective. I make fair and objective decisions using the best available evidence. I enable everyone to have equal access to services and information, where appropriate.
I always act in line with the values of the police service and the Code of Ethics for the benefit of the public. I demonstrate courage in doing the right thing, even in challenging situations. I enhance the reputation of my organisation and the wider police service through my actions and behaviours. I challenge colleagues whose behaviour, attitude and language falls below the public's and the service's expectations. I am open and responsive to challenge about my actions and words. I declare any conflicts of interest at the earliest opportunity. I am respectful of the authority and influence my position gives me. I use resources effectively and efficiently and not for personal benefit.
Public service (accredited)
I act in the interest of the public, first and foremost. I am motivated by serving the public, ensuring that I provide the best service possible at all times. I seek to understand the needs of others to act in their best interests. I adapt to address the needs and concerns of different communities. I tailor my communication to be appropriate and respectful to my audience. I take into consideration how others want to be treated when interacting with them. I treat people respectfully regardless of the circumstances. I share credit with everyone involved in delivering services.
I ensure that my decision-making rationale is clear and considered so that it is easily understood by others. I am clear and comprehensive when communicating with others. I am open and honest about my areas for development and I strive to improve. I give an accurate representation of my actions and records. I recognise the value of feedback and act on it. I give constructive and accurate feedback. I represent the opinions of others accurately and consistently. I am consistent and truthful in my communications. I maintain confidentiality appropriately.
Business Planning (Level 5)
Manages the production of the Division / Department Business Plan, ensuring it supports the strategic aims of the Annual Force Policing Plan. Monitors and reviews local plans and ensures objectives and targets are achieved. Instigates remedial action where necessary. Advises Chief Officers of successes to ensure these are effectively communicated both within and outside the Force.
HR - Employee Relations (Level 6)
Possesses high level professional skills necessary to provide advice on the most complex and sensitive case work and employee relations issues. Has a sound understanding of current employment legislation and a comprehensive understanding of force policy relevant to their role. Demonstrates the ability to revise existing personnel policies and conditions of service and assist with the development of new policies, initiatives and procedures which have a significant impact on a significant part of the workforce. Skilled in resolving complex employee relations cases with trade union and staff association representatives. Usually qualified to Chartered MCIPD level.
HR - Reward Management (Level 6)
In depth knowledge and understanding of force wide recognition and reward management issues and strategies and their legislative context. Provides advice and guidance on the application and flexibility of these policies and options available to managers.Advises on current and emerging statutory and legislative requirements impacting upon recognition and reward systems and provides feedback to assist with revisions to pay, allowances and benefits policies and procedures as appropriate. Usually qualified to Chartered MCIPD level.
Health & Safety (Level 4)
Has received Supervisor training and takes responsibility for the safety of directly subordinate staff and visitors. Understands the procedures in place for the safe storage of hazardous substances, fire precautions and evacuation. Resolves hazards or problems identified within roles or work environments. Undertakes skills passport assessments for new and existing staff. Re-assesses passport as and when new equipment /technology is introduced.Completes annual reviews of skills passports, training needs analysis.
Internal Consultancy (Level 5)
Provides expert consultancy support, advice and guidance to senior managers in Departments and Areas. Understands and agrees client requirements. Agrees the level of service required after exploring all relevant options and consequences to ensure best value. Utilises appropriate techniques to gather and analyse specific, high quality data. Possesses the ability to influence others and gain commitment to action. Able to provide a seamless consultancy service.
Interviewing - General (Level 5)
Is a highly experienced interviewer (having accredited skills in recruitment, selection, appraisal, return to work, exit, and / or other managerial type interviews). Has an awareness of non-verbal communication. Provides feedback to colleagues to assist them with the development of their interview techniques. Identifies key issues for examination and maintains effective interview skills even in difficult circumstances and / or complex cases. Has a thorough knowledge of available interview techniques and their applications. Trains and develops others in these techniques.
Knowledge of Police Environment & Policy (Level 6)
Possesses a broad and wide ranging knowledge of the police service, legislation and policy which is consistent with the demand for strategic influence in respect of particular areas of activity. Will have formed a reliable network of contacts, nationally and locally, which can be used to support and enhance developmental initiatives.
Management of Police Information (MOPI) (Level 7)
If nominated as an Information Asset Owner, or employee with comparable delegated authority, leads and fosters a culture within own Department/Division that values, protects and uses information for the public good, whether for a policing purpose or internal management processes. Identify and document the scope and importance of all owned information assets; thus supporting the management and maintenance of the Force information asset register and ensure all relevant entries are current and reviewed regularly. Foster a culture of continuous improvement encouraged and exemplified by supervised managers at all levels. Ensure that relevant policies and procedures are in place to allow the retention, review and destruction of physical and digital documents and records in accordance with APP for Information Management (incorporating MOPI guidance), Data Protection Act 2018 (DPA) legislation and National Retention policies and is aware of the IAO responsibilities as specified in the NPCC Information Asset Owners Handbook.
Project Management (Level 5)
Able to initiate project plans and procure resources for projects which span Division or Departmental boundaries. Able to use estimating techniques and develop risk management approaches. Demonstrates an in depth and practical understanding of how to maximise the effectiveness of project teams. Able to prioritise activities within the project. Effectively controls costs and project budgets. Able to liaise with business sponsors and fully understands the business issues and impact on benefits management.
Risk Management (Level 6)
Able to anticipate, accurately define and establish the relative level of risk arising from events likely to affect the force and its relationship with local communities. Responsible for addressing or accepting tactical vulnerabilities in the context of achieving local Force objectives; balancing multiple, potentially competing risks; and implement changes to policies, working practices and standard operating procedures as required. Identifies and challenges risks arising from collaborative and partnership arrangements. Has an appreciation that seizing opportunities also generates risks.
National Occupational Standards:
AA1 (Level Accredited)
Promote equality and value diversity.
AA2 (Level Accredited)
Develop a culture and systems that promote equality and value diversity.