Job title: HR Delivery Manager
Grade: Grade I
Role code: SHR059
Status: Police Staff
Home Office code: Organisational Support

Main purpose of the role:

Manage the strategic direction of Kent Police and Essex Police in all aspects of employee relations ensuring the relationship between the forces and their staff are managed through transparent practices and relevant law, working proactively and holistically to ensure people practices are up to date, legally compliant and designed and integrated to meet the forces priorities. Lead and develop the team embracing new and innovative ways of working, embedding the People and Learning Strategy to ensure it is at the heart of a professional HR service, delivering force priorities and plans, including organisational change, reward strategies, consultation and engagement.

Main responsibilities:

  • Initiate, review and update employment policies, procedures, change management, reward, engagement, interpretation of police regulations, Police Staff Council and Kent Police (differing) terms and conditions of service, including disciplines, capabilities, managing grievance procedures and assisting on employment tribunal cases (working in conjunction with Legal Services), this will include leading as the head of profession for the provision of advice and guidance on the legal requirements and implications of employment legislation, discrimination case law, European Union Law and directives, and Home Office Circulars to both forces, including Chief Officers, ensuring that all relevant procedural and policy deadlines, business plans and strategic objectives are met within the designated time scales and that diversity and inclusion considerations are embedded in all advice and activity provided in a practical and useful format.
  • Engage and lead the HR delivery function, ensuring communications throughout bot forces to enable the people and learning strategy to be effectively delivered, being cognisant of all relevant employment legislation and associated case law and professional codes of conduct, ensuring diversity and inclusion principles are embedded in core operational HR activity, sharing lessons learned and best practice to develop line managers throughout the forces and lead on major / complex negotiations and consultation processes with trade unions and staff associations and the Police Staff Council as required, including active management of conflict resolution in order to uphold standards of best practice, provide a high quality service to both forces and ensure advice, on a range of complex employment issues and processes, is practical and compliant with all relevant legislation.
  • Provide expert advice and guidance, in respect of all aspects of reward management, corporately managing organisational reward and benefits processes and initiatives across both forces, leading on all matters relating to job evaluation/ job descriptions/ competency framework/ professional policing framework, including both local and national products, and creating policies and working practices to support new initiatives in this field, in order to support and contribute to the effective and efficient operation, development and implementation of reward management across both forces, including leading on all aspects of reward and benefits to ensure the forces reward strategies are innovative and engaging, including developing and managing remuneration strategy, pay structures and systems including job evaluation across the two forces.
  • Lead and motivate the HR delivery team, 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.
  • Research, prepare reports and manage HR related projects as directed, including responsibility for sensitive/ complex personnel case files, dissemination of lessons learnt from previous internal and external cases and case law, personal delivery of employee related training programmes aimed at managers and supervisors for both forces, and the general quality assurance of locally provided HR legislative advice in close liaison with relevant SLT colleagues, to enable the development and promotion of effective personnel policies, practices and procedures. This will also include supporting and representing centralised HR Directorate activities and force initiatives as required.
  • Manage organisational change processes across both forces, providing advice and guidance to managers on the implications of organisational change in relation to conditions of service and employment status and manage the provision of any necessary supporting activities, this will include taking the lead supporting development initiatives and interpretation for the EAP system, in order to ensure that both forces are structured in accordance with relevant strategic aims, objectives and requirements.
  • Represent the HR Directorate at meetings, conferences and seminars as required, participating in regional /national forums, working parties and collaborative initiatives representing both forces, providing advice, updates or feedback as necessary and where appropriate positively influencing discussions and decision making, in order to facilitate the achievement of departmental/ forces aims and objectives whilst adhering to employment legislation, policy and procedure.
  • Manage staff engagement processes, proactively ensuring HR delivery is focussed around the people and learning strategy and undertaking engagement work in relation to Equality, Diversity and Inclusion so corporate awareness and objectives are delivered through the team to the business.

Vetting level:

Management Vetting (MV)

Necessary experience:

The HR Delivery Manager will be a fully qualified corporate member of the Chartered Institute of Personnel and Development (MCIPD) or will hold an equivalent level HR qualification. This will be backed with a proven track record, with demonstrable experience of influencing as a senior manager, generalist human resources experience, including experience in employee engagement and building effective working relationships. In addition, they will have previous experience of advising senior managers, policy development and possess the necessary skills to resolve complex or intractable disputes. The ability to determine clear courses of action where required to ensure the achievement of Force objectives and priorities is essential.

The post holder will hold corporate responsibility for creating and maintaining a positive working relationship between the respective force and its people, reward, staff engagement, local consultation and negotiation with trade unions and staff associations and the provision of expert a vice to Chief Officers and others. As such excellent influencing and 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 managers. The post holder will be a skilled and experienced negotiator with trade union and staff association representatives.

It is essential that the post holder has a good working knowledge of current employment legislation, HR policies, processes, police regulations, staff terms and conditions of service and practical experience of advising on HR issues. The post holder will also need a sound understanding of the national policing environment and hold the credibility and confidence of Chief Officers. A comprehensive awareness of diversity and inclusion issues and how these impact on the police service is also essential.

The post holder must be innovative, flexible, self-motivated, organised, have the capacity to manage a substantial and varied workload, working in collaboration within the wider HR, L&D, deputising for the Head of Operational HR as required. The postholder needs to be able to demonstrate innovation at both a personal and leadership level, encouraging creative solutions through motivating and empowerment of the team and 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 customer requirements and cases simultaneously. Good organisational skills and the ability to develop innovative, performance orientated approaches that improve service provision and support the ethos of continuous improvement are essential for the effective performance of this role.

The post holder must possess good HR project management skills and the ability to undertake high level/ complex research and analysis work, together with a detailed understanding of job valuation processes, preferably Hay and Purple Book methods, in order to undertake comparison work within our group of most similar forces and against best practice guidelines.

Behaviours:

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.

Values:

Impartiality (accredited)

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.

Integrity (accredited)

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.

Transparency (accredited)

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.

Technical skills:

HR - employee relations (level 7)

Drives change, highly influential and impactive on setting the direction. development and implementation of major personnel policies and conditions of service affecting staff throughout Kent Police and Essex Police. Has a comprehensive and broad ranging understanding of case law, existing and forthcoming employment legislation. Advises chief officers and is responsible consultation and negotiation with unions and staff associations. Demonstrates the ability to apply new thinking and ideas to a broad range of employee relations initiatives.

HR - organisational development (level 7)

Drives job analysis, job evaluation and competency framework issues. Has a comprehensive understanding of the context of these issues and influences the direction and development of strategies, initiatives, policies and working practices in these fields. Ensures corporacy of application of established policies and procedures.Quality assures job analysis, evaluation and organisational design.

HR - reward management (level 7)

Responsible for leading on the review, development and implementation of pay and reward initiatives and strategies for the Force. Skilled in Hay data benchmarking and able to design pay, grading and benefit systems. Conducts or directs significant force wide reviews associated with the review, audit and use of pay, allowances and benefits policies and procedures, in accordance with best practice and legislative requirements. Contributes significantly to linking policies and systems to performance outcomes in support of force aims and objectives.

Health and 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.

Information gathering and analysis (level 5)

Information gathered is sufficient, valid and reliable and is consistent with the organisation's values, policies, guidelines and procedures. Able to deal with situations when information is insufficient, contradictory or ambiguous. Able to organise and interpret information so that conclusions can be drawn.

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 and 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 5)

Has sufficient understanding of the NPCC records management policies be able to offer appropriate guidance and support to staff. Is able to identify the appropriate MOPI group for any record with a policing purpose and ensure that all policing records within the team are retained, reviewed or destroyed in line with the MOPI codes of practice. Quality assures staff to ensure a full understanding and compliance with the APP for Information Management (incorporating MOPI guidance), highlighting failings and taking appropriate action as required. Ensures training and / or refresher training is provided and completed. Ensures that systems are correctly linked together to ensure effective management and recording of information across systems. Appropriately reviews digital information held on system(s) and physical records in storage to ensure that they are retained only where there is a policing purpose. Complies with relevant policies and procedures in respect of prioritisation, sanitisation, dissemination, shari g, relevancy, accuracy, adequacy and timeliness.

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.

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