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CPK - Inspectors > STRATEGIC AWARENESS: The Police High Performance Framework > Flashcards

STRATEGIC AWARENESS: The Police High Performance Framework Flashcards

1
Q

What is the PHPF?

A

Police branded deployment of Steel Performance Solutions (SPS) Performance Optimisation Process. It includes five frameworks.

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2
Q

What will the PHPF ensure?

A

Everyone in the organisation understands their purpose and how their role contributes to us delivering on ‘Our Business’.

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3
Q

What are the PHPF five frameworks?

A
  1. F1 Strategy (SPT)
  2. F2 Culture (Mindset)
  3. F3 Leadership
  4. F4 Capability (Tools)
  5. F5 Performance Management (meaningful conversation)
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4
Q

Messages for Leaders. How is our PHPF led and why?

A

Leader-led process.

WHY?

If your people suspect you are a spectator, it will not have the desired impact on them.

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5
Q

F1 Strategy.

What is the SPT designed to do?

A

To help us better connect our people to Our Business.

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6
Q

F1 Strategy.

What is the value of the SPT?

A

Allow every leader to have consistent, high quality conversations with their people about our strategy, their purpose in Police and what they will need to deliver to help us achieve Our Business.

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7
Q

F2 Culture.

What does the Culture Framework enable us to do?

A

Clarify what a high performance culture looks like and how to bring it to life.

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8
Q

F2 Culture.

The Culture Framework consists of two tools, what are they?

A
  1. The Culture Transformation Tool.
  2. The Characteristics of a High Performing Team.
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9
Q

F2 Culture.

What does The Culture Transformation Tool help us identify?

A

The culture change we need to make to deliver the outcomes we are promising NZ.

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10
Q

F2 Culture.

What does The Characteristics of a High Performing Team provide us with?

A

A tool to build an aligned high performing work group. It defines the qualities of top performing teams, and enables our teams to reflect on how they measure up and how they can lift their performance.

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11
Q

F2 Culture.

List the 4 characteristics of a High Performing Team.

A
  1. United.
  2. Committed to excellence.
  3. Individually accountable and responsible.
  4. Supportive of one another.
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12
Q

F2 Culture.

Define United.

A

As committed members of a high performing team, we share the same vision, aspirations and values. We trust one another’s motives and intentions beyond question.

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13
Q

F2 Culture.

What is the ethos to Committed to excellence?

A

As a high performing team, we strive to be the very best in all that we do.

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14
Q

F2 Culture.

Define Individually accountable and responsible.

A

As individuals of a high performing team, we accept the need to be accountable for our performance.

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15
Q

F2 Culture.

Define Supportive of one another.

A

As a high performing team, we support one another as people and as members of the group.

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16
Q

F3 Leadership. What does SPS say about leadership? (2)

A

Leadership isn’t about control, it is about ‘influence’ and ‘enablement’. Leaders can change their peoples mind-set and therefore their performance.

17
Q

F3 Leadership.

The Leadership Framework consist of two tools. What are they?

A
  1. Set > Enable > Expect (SEE).
  2. Principal Responsibilities of Leadership.
18
Q

What does the Set > Enable > Expect process explain?

A

The ‘purpose’ of leadership when examined from a performance perspective.

19
Q

What does the Principal Responsibilities of Leadership tool enable us to describe?

A

What leadership means in the context of Our Business and therefore highlight what managers need to focus on to deliver on their purpose as a leader.

20
Q

F4 Capability.

What will the Capability Framework do?

A

Will equip our people with the tools to be their best.

21
Q

F4 Capability.

What does the Capability Framework consist of?

A

A series of Performance Improvement Models that will help every member perform to their potential.

22
Q

F4 Capability.

What is the Capability Assessment used for?

A

As a self reflective tool. It helps people understand what they need to work on to improve their capability based on their conclusions rather than being solely directed by others.

23
Q

F4 Capability.

What model should you use to facilitate a conversation with each of your direct reports before using the Capability Assessment Action Plan template?

A

Steel Foundation of Performance Model 01. Performance - P (Visible) Skills, Knowledge, Experience - S:K:E (Visible) State of Mind - SOM (Not visible)

24
Q

F4 Capability.

Using the Capability Assessment Action Plan template what should you encourage your direct reports to carry out?

A

A self assessment against each element and level in the triangle using a scale of 1 - 10. NOTE: These assessments can be carried out with you or they may prefer to do on their own.

25
Q

F4 Capability.

Once your direct report has completed the Capability Assessment Action Plan what should you do?

A

Discuss your direct reports assessments with them and together, agree on a set of ‘Actions’ to help identify what they will need to work on to improve their capability which would then form their Capability Action Plan.

26
Q

F4 Capability.

What is the recommended time you should review your direct reports progress against their Action Plans?

A

Once a month as part of your monthly conversations then repeat the process about 6 months later to re-set their Capability Action Plan for the next 6 months (cycle).

27
Q

F5 Performance Management.

What does the Performance Management Framework bring?

A

All the five frameworks together ensuring our people have got what they need to deliver the outcomes we are seeking from their role.

28
Q

F5 Performance Management.

The Performance Management Framework consists of three tools. What are they?

A
  1. The Development Plan
  2. The Monthly Progress Review
  3. The Annual Performance Review.
29
Q

F5 Performance Management.

How does the Development plan help leaders?

A

Helps leaders equip our people with the tools to deliver on their performance agreement.

30
Q

F5 Performance Management.

What does the Monthly Progress Review enable leaders to do?

A

To conduct more meaningful conversations with with their people about their progress and development using the PHPF Frameworks.

31
Q

F5 Performance Management.

What does the Annual Performance Review allow leaders to do?

A

To better assess people’s performance and contribution to Police and communities served at the end of the year.

32
Q

F5 Performance Management.

List the 6 steps of Applying the Performance Management Framework.

A
  1. Have a conversation with your direct report about our new PHPF based Performance Management system and its tools.
  2. Explain the purpose of each tool and how it differs from the past.
  3. Using the SPT, clarify their purpose and the outcomes they need to deliver, noting their SPT will form their Performance Agreement.
  4. Using the Development Plan template, help your direct reports prepare their Development Plan, by asking what they believe they need to work on to deliver outcomes highlighted in their SPT.
  5. Discuss your direct reports’ progress against their Performance Agreements (SPT) and Development Plan once a month.
  6. At the end of the performance year, complete a Performance Review with each of your direct reports using the Annual Performance Review template. To do this, you and your direct report will independently complete an assessment of their performance before coming together to agree on the descriptor that fairly represents their performance. This will enable you to summarise their performance during the year before helping them re-set their Performance Agreement and Development Plan for the coming year.
33
Q

F5 Performance Management.

From 1st July 2020, this will be the first performance year we’ve had all five frameworks in place across the business. What is the difference with Our 1:1 Performance Cycle?

A

It now only consists of four steps:

  1. Reset the SPT
  2. Update our Development Plan
  3. Have regular progress meetings
  4. Complete an Annual Performance Review.

CPK - Inspectors (33 decks)

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