The CVF should be embedded in HR processes and procedures. There are no changes to the fundamental processes or to general guidance given for them. Professional Development Review (PDR) cycles and the principles of SMART objective-setting are unaffected and the continuing professional development (CPD) process remains focused on maintaining and enhancing capabilities.
For more information aboutthe CVF and the recruitment and selection process, download the PDF ‘Values Based Recruitment Guidance‘ on this webpage.
Adopting the CVF
Incorporating the new CVF definitions and measures of values and competencies will require some modification of existing force processes.
Some forces have done a great deal of work to create and embed their own competencies and values. Where local values are already effectively embedded in multiple processes, there are benefits to continuing to use these alongside the CVF.
Different forces will therefore have different starting points when they incorporate the CVF. The values in the CVF could be applied directly or they could be combined with their own force values.
Your force will be in one of the following categories and, depending on which one, you will find advice on CVF implementation in the separate sections cited below.
Select one of the three options, according to your decision on how to adopt the CVF and follow the guidance given.
For further information about implementation of the CVF to force processes, download the PDF ‘Competency and Values Framework Implementation Guidance‘ on this webpage.
Option 1 Introducing the CVF
Adopting the CVF as the operating model will involve not only revising the technical aspects of the affected processes (point (a) below), but will also require acceptance and embedding (point (b)).
(a) Process revisions
The fundamental changes are straightforward: the PPF Personal Qualities or other competency frameworks are replaced by the CVF’s competencies and values. This will mean using the new competency and values definitions in place of previous ones in selection, PDR, and CPD.
Use the definitions and terms in the ‘Competency and Values Framework for policing’ document as the starting point for a number of basic and practical changes:
■ change all process-specific documentation, such as competency-based interview forms, role specifications for advertising posts, assessment documentation, checklists and policy documentation on areas such as reward and recognition
■ involve senior stakeholders and engage managers and HR staff
■ train interviewers and assessors
■ prepare staff for changes to processes such as interviews and PDR.
(b) Change management
In addition to process revision, there are the broader change-management aspects to consider in terms of reassuring all stakeholders of the benefits and simplicity of day-to-day use of the CVF. Different forces may use different models of organisational change but, whichever approach is adopted:
■ create an implementation or programme management team
■ identify key stakeholders and stakeholder groups
■ open two-way communication channels for discussion and implementation and be clear about the schedules and launch of the changed processes
■ be prepared to answer people’s questions about the CVF – a guidance document for all users is available in addition to the implementation guide (Competency and Values Framework guidance), but there are likely to be additional points raised when revising current practices to accommodate the CVF
■ establish clear ‘line of sight’ between the CVF, organisational goals, reward and recognition, and PDR.
Option 2 Mapping force values to the CVF
If you currently have well-established and effective frameworks in operation, guidance is given here about what you can do to integrate them with the CVF.
Checking that your local values are truly representative of local force culture is an essential first step. If values are fully embedded, it should be possible to see all or most of the following:
■ values are incorporated into multiple organisational processes including recruitment, professional development and performance management
■ staff are aware of and understand the importance of the values and what it means for their role
■ staff are able to identify and challenge behaviour which is contrary to the values
■ members of the public are aware of the values and able to identify behaviour not aligned with these values
■ senior leaders make decisions which are led by the values
■ the values are continually reinforced and articulated, eg, via role-modelling, training, reviewing work.
If this checklist confirms that local values are fully embedded and in use, then we recommend the following actions for mapping to the national CVF.
To make like-for-like comparisons of values, the locally defined values need to be defined further into sets of observable indicators. It may be necessary to use focus groups, online participative methods or interviews to fully explore and identify the behavioural dimensions of values, if these are not already established.
Match the force values to the CVF values. Use the statements which you developed in step one to see where there is overlap with the four CVF value definitions. Where there is full overlap, this will indicate that the CVF can be adopted without changing the agreed values of the organisation.
Check that all the CVF values are covered. Ensure all four of the CVF values are represented in your local adaptation. This may mean simply adding some or all of the CVF to your existing framework.
Once this preparation work is complete and you are confident that you have a comprehensive set of value definitions which cover local and CVF values requirements, go back to option 1 – Introducing the complete CVF above and follow the general advice.
Option 3 Defining separate frameworks and combining to support the CVF
Some forces have separate frameworks, for example, for leadership and talent management. If you do not think that the CVF fully encapsulates all the values and competencies represented in the frameworks of your own force, a mapping process will be required. Check for overlap and duplication, as well as for gaps.
Follow the guidance outlined in option 2 to support this process. Where further support is required, please contact the College at email@example.com