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SGT CPK 2020 > Chapter 7: Strategic Awareness and Staff Management > Flashcards

Chapter 7: Strategic Awareness and Staff Management Flashcards

1
Q

What is the Police High Performance Framework?

A

Police branded deployment of Steel Performance Solutions (SPS) Performance Optimisation Process.

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2
Q

How many frameworks make up the PHPF?

A

5

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3
Q

What is the Police mission?

A

To be the safest country.

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4
Q

What are the 5 frameworks of the Police High Performance Framework?

A
  1. Strategy Framework (F1 Strategy)
  2. Culture Framework (F2 Culture)
  3. Leadership Framework (F3 Leadership)
  4. Capability Framework (F4 Capability)
  5. Performance Management Framework (F5 Performance Management)
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5
Q

What does the PHPF provide leaders?

A

Provides tools to help you excel as a leader.

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6
Q

F1 Strategy - Contains the Strategic Performance Template (SPT) - What is its purpose?

A

Designed to help us better connect our people to Our Business.

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7
Q

What is the value of the Strategic Performance Template (SPT)?

A

Quality Conversations - Allows leaders in Police to have conversations with their people about strategy, purpose in police & what they will need to deliver to help us achieve our business.

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8
Q

F2 Culture - The culture framework will allow us to?

A

Clarify what a high performance culture looks like and how to bring it to life at every level of Police.

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9
Q

The Culture Framework consists of what two tools?

A
  1. Culture Transformation Tool (CTT).

2. Characteristics of a High Performing Team (CHPT).

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10
Q

What is the Culture transformation Tool (CTT)?

F2 Culture

A

Helps us to identify the culture change we need to make to deliver the outcomes we are promising NZ.

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11
Q

What does the Characteristics of a High Performing Team (CHPT) provide?
F2 Culture

A

A tool to build an aligned high performing workgroup.

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12
Q

What are the characteristics of a High Performing Team?

F2 Culture

A
  1. United
  2. Committed to Excellence
  3. Individually accountable and responsible
  4. Supportive of one another
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13
Q

F3 - Leadership Framework allows what?

A

Allows us to define the purpose of Leadership in the Police and change our people’s perception as to what leadership is.

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14
Q

The F3 Leadership Framework consists of what two tools?

A
  1. Set>Enable>Expect (SEE)

2. Principal Responsibilities of Leadership (PRL)

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15
Q

What is Set>Enable>Expect (SEE)? - F3 Leadership

A

Explains the purpose of leadership when examined from a performance perspective.

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16
Q

What is Principal Responsibilities of Leadership (PRL) - F3 Leadership

A

Enables us to describe what leadership means in context of Our Business and highlight what managers need to focus on to deliver as a Police Leader.

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17
Q

F4 Capability - purpose?

A

Equip our people with the tools to be their best in Police.

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18
Q

The Capability Framework F4 consists of a series of what?

A

Performance Improvement Models

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19
Q

As a self reflective tool the Capability model helps people to what?

A

Understand what they need to work on to improve their capability based on their conclusions rather then being solely directed by others.

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20
Q

F5 Performance Management - purpose?

A

Brings all the 5 frameworks together ensuring our people have got what they need ti deliver the outcomes we are seeking from their role.

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21
Q

The Performance Management Plan F5 consists of what three tools?

A
  1. The Development Plan
  2. The Monthly Progress Review
  3. Annual Performance Review
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22
Q

F5 Performance Management - What is the Development Plan?

A

Equips our people with the tools to deliver on their Performance Agreement.

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23
Q

F5 Performance Management - What is the Monthly Progress Review?

A

Enables leaders to conduct more meaningful conversations with their people about their progress and development under PHPF.

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24
Q

F5 Performance Management - What is the Annual Performance Review?

A

Allows leaders to better assess our people’s Performance & Contribution to Police and communities.

25
Q

What are the 4 steps of the Performance Cycle?

A
  1. Reset the Strategic Performance Template (SPT).
  2. Update our Development Plan.
  3. Have Regular Progress Reviews.
  4. Complete an Annual Performance Review
26
Q

What are the 6 Police values?

A
  1. Professionalism
  2. Respect
  3. Integrity
  4. Commitment to Maori & the Treaty
  5. Empathy
  6. Valuing diversity
27
Q

Professionalism - Definition

A

We take pride in representing Police & making a difference in the communities we serve.

28
Q

Respect - Definition

A

We treat everyone with dignity, uphold their individual rights and honour their freedoms.

29
Q

Integrity - Definition

A

We are honest and uphold excellent ethical standards.

30
Q

Commitment to the Maori & the Treaty - Definition

A

We act in good faith of, and respect, the principles of Te Tiriti o Waitangi - partnership, protection & participation.

31
Q

Empathy - Definition

A

We seek understanding of and consider the experience and perspective of those we serve.

32
Q

Valuing Diversity - Definition

A

We recognise the value different perspectives and experiences bring to making us better at what we do.

33
Q

Policing Act 2008 - Section 8 - Principles

A

The Act is based of the following principles:

(a) principled, effective & efficient
(b) rely on public support & confidence
(c) national framework with local community focus
(d) respect human rights
(e) independent and impartial
(f) Police required to act professionally, ethically & with integrity.

34
Q

What is the rule of law?

Policing Act 2008

A

Defines relationship between government to its people: people in society should be governed by law & should be free from arbitrary government.

35
Q

Why is the rule of law important for NZ Police?

Policing Act 2008

A

Police need to administer the law in a manner that is consistent with the rule of law.

36
Q

5 ways the rule of law affects how we police in NZ

Policing Act 2008

A
  1. We need to apply laws evenly
  2. We work in criminal justice system that is free from corruption
  3. Must not accept bribes.
  4. Protect the rights of offenders
  5. Protect the rights of victims
37
Q

Section 9 - Functions of Police

Policing Act 2008

A

(a) keeping the peace
(b) maintaining public safety
(c) law enforcement
(d) crime prevention
(e) community support & reassurance
(f) national security
(g) participation in policing activities outside NZ
(h) emergency management

38
Q

Section 20 - Code of conduct

Policing Act 2008

A

(1) Commissioner must prescribe a code of conduct for Police employees, stating the standards of behaviour expected from Police employees.
(2) Duty of every Police employee to conduct himself or herself in accordance with the code of conduct.

39
Q

Section 30 - Command and control

Policing Act 2008

A

Police must obey & be guide by:

1(a) GI’s, (b) Commissioner’s circulars, (c) any applicable local orders

2 Must obey lawful commands of supervisor

40
Q

In the absence of a supervisor, the supervisor’s authority & responsibility devolves to:
Policing Act 2008

A

(a) the police employee who is next in level of position.

(b) if equal, the longest serving police employee.

41
Q

Section 63 - Acting Appointments

Policing Act 2008

A

The commissioner may -

(a) appoint an employee temporarily to any higher level of position, or
(b) authorise an employee to exercise or perform all or any of the powers and duties under this Act or any other enactment

42
Q

Police Code of Conduct - Who does it apply to and when?

A

Anyone employed by police including volunteers. Applies to what we do when working and outside of work hours.

43
Q

Main points of Code of Conduct:

A
  • Our reputation
  • Our influence & conflicts of interest
  • Our safety
  • Our information (NIA)
  • Our resources
  • Our diversity
  • Our acceptance of others
  • Our history
44
Q

If the Code of Conduct is breached what is considered?

A
  • Nature & circumstances of the act
  • Intent
  • Your position, duties & responsibilities
  • Ability to fulfill duties & responsibilities
  • Impact on organisation & relationships
  • Impact on trust & confidence Police has in you
  • How has similar behaviour been treated in the past
45
Q

What is misconduct?

A

Behaviour or actions that breach the Code of Conduct or other Policies. May not justify dismissal it may result in formal disciplinary action.

46
Q

What is serious misconduct?

A

Behaviour or actions that breach the Code of Conduct or other Policies or employment agreements and seriously undermine or damage the trust and confidence Police has in you. It is behaviour/actions that may justify dismissal.

47
Q

Examples of Misconduct:

A
  • Breaching policies/procedures
  • Treating person harshly
  • Abusive/offensive language
  • Misuse of police internet/email
  • Unauthorised/personal use of of Police databases
  • Absent/late from work without excuse
  • Failure to declare a conflict of interest
  • Misuse/mistreatment of Police property
  • Not complying with lawful & reasonable instruction
  • Bringing Police into disrepute
48
Q

Examples of Serious Misconduct:

A
  • Convicted/pleading guilty of an offence
  • Corruption
  • Bullying/harassment
  • Sexual misconduct
  • Theft/dishonesty
  • Unauthorised access/disclosure related to police business including NIA
  • Repeated misconduct
  • Making false declaration/statement
  • Excess/unjustified violence
49
Q

What is Performance Management?

A

It is about seeking improvement through dialogue & providing support to enable employee to perform satisfactorily. It is not a disciplinary process.

50
Q

What are the 4 steps of the Performance Management process?

A
  1. Informal discussion
  2. The Performance Meeting
  3. The Performance Improvement Plan (PIP)
  4. Completion of the PIP - Required Standard Reached
51
Q

Performance Management Plan - Step 1: Informal Discussion - How should it be done? (7 steps)

A
  1. Talk to employee in private
  2. Listen to what employee says about the issue
  3. Do not turn discussion into formal disciplinary action
  4. Reach agreement on the way forward
  5. Send letter to employee recording discussion
  6. Arrange follow up meeting to assess progress
  7. Consider referral to Wellness Services
52
Q

Performance Management Plan - Step 2: The Performance Meeting - How should it be done?

A
  1. Before meeting identify minimum standard of performance & how employees performance falls short.
  2. Send employee letter inviting to a performance meeting/Discuss with HRM/Draw up checklist of items to discuss.
  3. During meeting explain reason for meeting & set agenda/give employee a copy of it.
  4. Outline minimum acceptable standard & where employee is falling short. Provide examples of this.
  5. Give opportunity to respond/clarify any issues raised.
  6. Discuss how the problems can be fixed & if PIP needed.
  7. Advise if minimum standards not achieved may become misconduct issue.
  8. Record everything & put in employee’s management file & provide them a copy.
53
Q

Performance Management Plan - Performance Improvement Plan (PIP) - What must it include?

A
  1. The performance to be improved.
  2. Minimum acceptable standard required.
  3. The remedial steps to be taken.
  4. Support/resources Police will provide.
  5. How/when feedback provided.
  6. Review periods.
  7. Dates for progress meetings.
  8. Start date for PIP.
  9. Possible consequences.
  10. Signature of both parties & date signed.
54
Q

Benefits of working FEO;

A
  1. Enabling High Performance.
  2. Attracting & retaining top talent.
  3. Accessing a broader talent pool.
  4. Increased productivity.
55
Q

Who can decline an FEO application?

A

District Commander or National Manager

56
Q

What is inappropriate behaviour for police?

A
  • unethical behaviour
  • Breach Code of Conduct
  • Serious wrongdoing
  • Harassment/bullying/discrimination
57
Q

Who do you report inappropriate behaviour to?

A
  • trusted supervisor/FTO/senior employee
  • local HR team/area or District Commander/National Manager/Assistant Commissioner
  • Deputy Commissioners/Deputy Chief Executives/Commissioner
  • Speak Up hotline/online
  • IPCA
58
Q

Social Media - DO’s

A
  • post your views - not police
  • Only access personal SM sites at work as allowed by policy
  • High privacy settings
  • Be security aware
59
Q

Social Media - DON’T’s

A
  • Post photos of yourself in uniform/ID as police
  • Personal email address/ph numbers
  • Post anything to bring police into disrepute
  • Compromise security of self/police
  • Use FB to send messages to members of public

SGT CPK 2020 (14 decks)

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