I was going to start this first 2017 blog by discussing the changing police promotion landscape, from a national perspective, and the challenges officers continue to face when entering the central selection process.
To deal with this demand, forces nationwide are introducing ever more competitive processes, often including a variety of unfamiliar assessment stages.
However, at a recent ‘Preparation for Promotion’ seminar we delivered in the North West I had a discussion with a Temporary Sergeant preparing for her upcoming Sergeant process, when she made a comment that for me typified current feeling…
“Going for promotion just isn’t attractive any more.”
This statement without doubt reflects the national picture. But why?
Odds stacked against you
It often seems like the odds are stacked against you, with dozens, if not hundreds of officers in some forces qualified and waiting for their next process to be announced.
For example, the PSNI have recently had to amend their process in an attempt to whittle down the some 1,200 officers eligible to apply to a far more manageable amount in the low hundreds.
To deal with this demand, forces nationwide are introducing ever more competitive processes, often including a variety of unfamiliar assessment stages, causing candidates additional anxiety and worry.
We see a huge variation in what is expected of officers dependent on what force they work for and the rank they aspire to. Officers are being asked to do a combination of paper sift, situational judgment tests, verbal and numerical reasoning, presentation and in-tray exercises, before the final board interview itself.
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Lack of confidence
I have been involved in some interesting events and debates over the last year. bselected was proud to sponsor the Police Scotland Scottish Women’s Development Forum (SWDF), where we were asked to deliver a workshop on ‘Preparation for Promotion and Selection’.
A key theme to this event was an apparently common underlying issue of hesitancy, self-doubt and lack of confidence for officers and staff preparing for assessment.
A key theme to this event was an apparently common underlying issue of hesitancy, self-doubt and lack of confidence for officers and staff preparing for assessment. I offered some reassurance by explaining this is by no means exclusive to Police Scotland.
This relates to one of bselected’s ‘Three Pillars of Success’ – delivery! You’ve got to deliver when it counts, engage the assessor and ‘create energy’, no matter what the assessment stage.
We’ve also engaged in some really interesting @WeCops Twitter debates, including one on promotion and another more recently on personal development and mentoring.
There was no surprise that an underlying theme of frustration and uncertainty over the future was evident throughout. There’s a lot for a bobby to contend with, including the introduction of policing degrees, various direct entry and fast-track schemes, promotion portfolios and new Competencies.
For some this is even harder to swallow, having been temporarily promoted already for many months, if not years.
Disconnected from reality
There are, in my opinion, two critical issues to consider.
Firstly, many candidates deem the promotion process too disconnected from ‘day-to-day’ reality…“But are we measuring the right things”?
The issue here is not the principle of competency based assessment (this should not be confused with how a process is locally administered), but understanding.
Far too often the competency framework is only ‘dusted off’ periodically once a process is announced. They are not designed solely for the use of promotion and selection; they are the standards that all police professionals should meet on a daily basis.
Hence the essence and language of each competency are simply not understood. Candidates struggle to grasp what they are being asked to demonstrate or how they are assessed. More often than not guidance or feedback results in more confusion than clarity.
Competency-based assessment
Second is the common sense of injustice felt by unsuccessful candidates: ”Why not me?”
One officer recently described competency-based assessment as a “dated 80’s logic. You did that well before so we believe you’ll do that well again”.
Is central selection about leadership? Well, fundamentally of course it is. But for those who are/have been operating effectively ‘in-role’ in a temporary rank this often doesn’t feel the case.
One officer recently described competency-based assessment as a “dated 80’s logic. You did that well before so we believe you’ll do that well again”.
This should not be the case. Competency-based assessment is the standard used by most organisations world-wide to assess a candidate’s potential to perform at the relevant level and provide a fair process to broadly match applicants to vacancies.
Once successfully accepted into the promotion process, all candidates are considered on equal footing, regardless of role or length of service.
Again, this raises an issue for those who are temporary in rank, considered actually doing the job ‘at the required level’.
This is not a fault of the process, but an issue of leadership and communication. This can only be addressed prior to a process commences through proper consultation, engagement and, perhaps, a bit more common sense.
Promotion has never been easy, but it certainly should be an exciting career opportunity embraced with vigor. This is too frequently not the case, negatively influencing delivery and causing a lack of passion. It’s imperative that you do everything possible to understand the process and not loathe it. Then, perhaps, promotion may become a bit more attractive.
This blog first appeared here on the bselectedpolice website, as ‘The Great Police Promotion Challenge’. You can read it and register for the FREE Police Promotion Success Learning Zone here. Republished with permission.
It’s not just the process, it’s the role itself. I’m currently a sergeant with 13 years in (17.5 to go) and I look at what the Inspectors are having to do at the moment (especially in the area of HR and complaints) and it just isn’t worth it!
Absolutely agree with Zippy.
I’ve been around nearly 30 years, have had multiple opportunities and am regularly pushed but I have no interest.
The roles have become less and less interesting, more rigid, with lots of bureaucracy and box-ticking and less ability to allow freedom to innovate, etc. Morale is also extremely low and as leadership that has to be tackled, in the face of pervasive, ineffective and old fashioned management styles and processes (that continue to be perpetuated throughout – top down).
Even worse if you have commitments outside of work. On balance, the financial up-lift alone (there is nothing else as any kudos is lost now) is not worth the impact and extra stress and there is no consideration given to moving laterally as promotion through practical (not academic) experience.
Today there are so many ‘Acting’ ranks, from Sergeant to ACC, one must ask why. Is this role to enable a fuller assessment in post and leaving the organization an option to return them to their previous rank? How can someone be in an ‘Acting’ role for three years in different departments and still not be promoted?
Given the perceived need for conforming to the corporate “message” and implementing this one must ask are ‘Acting’ roles being used as a “stick”.
Time for a rule or regulation. An ‘Acting’ role can only be for a year at a maximum in force (secondments are different) and with no further such role for a year.
If promotion is as the authors write ‘all candidates are considered on equal footing, regardless of role or length of service.’ Let the service make it so.
I have lost all faith in promotion processes. In 5 years I have seen as many variations on how to assess suitability. Everything from a “sit down with the boss” to a full hoop-jumping board and presentation situation.
There is no consistency in the application , or understanding of how a good selection process works or why it works. That makes it ultimately difficult to prepare or feel confident when you apply.
The problem, if not the challenge, of designing an equitable and accurate promotional selection process is not unique to the United Kingdom. I do not have “the answer” but an answer must be achievable. Our profession and the trust of the communities we serve depend upon it.
Far too often promotion is perceived as a gift or a transaction. I think we have to clear the field (or pitch as you Brits like to say) and start over again. Outline the dimensions sought at each rank, provide independent proof that the tools/tests used can reliably and accurately measure those dimensions (validation) and then clearly identify all other factors and their value used in the promotional process. To me that is the only fair way to design and implement the selection process.
We harm ourselves and our successors as well as the communities we serve, when we cut corners and stray from these foundational elements.
Just an unsolicited opinion from far away. Just understand you are not alone in grappling with this very difficult problem.
Thomas Engells – very valid points. The challenge is that the role of most police supervisory posts requires such a broad range of skills and experience that there isn’t an ideal ‘one-size fits all’ process..Leadership versus operational competence..The ability to ‘think outside the box’ and enable change, manage a ‘business’, motivate and develop staff alongside commanding disorder or hostility at a moments notice. We are moving in the right direction by adopting a broader range of assessment types, but unfortunately many processes still aren’t seen as credible or properly understood by the majority.