Performance management, James Llewellyn
M4: Explain how the results from measuring and managing performance inform employee development
within a public service organization.
Performance management
Development
For development in the police, the BCU commander which is the Neighborhood or Borough Inspector will create a
strategic development plan for every officer and will consider the 3-Tier Plan when measuring the employee's
performance. This development plan will be relevant to the officer involved and will also include recommendations from
the shift leader, which is a sergeant. The plan will be relevant for every officer and will be tailored for them an example of
this would be for a AFO (authorized firearms officer) that they should shout more before entering a building, this would
then be measured by the shift leader and targets would also be set for example scoring higher in the shooting range. The
results from these activities can determine whether the overall performance of the officers is up to standard.
Lateness and Absenteeism
Lateness and Absenteeism would be a big way in which a police officer would be reviewed upon when working within
the Police Services. This would be the job role of the Shift Leader, who would then look to give an overview of the
employee's work in which the shift leader would then carry on this overview and feedback to the BCU Commander,
which is the main leader in which collates the information on the employee's performances. The BCU Commander takes
in the information and collates the data and statistics to keep an overview of the individual's performance within the work.
Measuring their overall attendance level and whether they are on time can allow the employers to understand what they
need to notice and can create diverse development strategies on how to overcome these issues and problems.
Lateness and absentee procedure example:
In the police every time an officer is absent from work whether it be illness or personal issues is it noted down on a
computer database this way the HR team can build a picture of how often the officer is absent and if it becomes a
reoccurring problem, they can open an investigation or act. With lateness if a police officer is late once then the duty
sergeant may take a note on paper of this or if they have a legitimate reason and it only happens once the segreant may
just let them off and tell them to make sure it doesn’t happen again, however if it is a reoccurring problem, they will take
note every time and can build a database of times the officer has been late so that they can then start disciplinary
procedures with a verbal warning, 3 written warnings and then they could be dismissed.
360-degree appraisal:
A 360-degree appraisal is usually reserved for key members of staff in the police force this would be inspectors or desk
sergeants who provide a key role and interact with a wide range of people, a 360-degree appraisal means that they will be
appraised by every person they work with to build a solid appraisal of how the individual performs their job. A 360-
degree appraisal is effective in building a full picture of how the person being appraised performs their job for this reason
they will only be done on people who have a role where they communicate with lots of people and people with different
ranks. An example would be a custody segreant who deals with officers who have made arrests, the CPS who they
contact, superior officers who need to supervise people who have been arrested and the HR team who will oversee arrests
and give officers guidance.
360 degrees example:
A specific example for how the police measure employee's performance with appraisals would be the 360-degree
appraisal. With this a key role like a neighborhood inspector would have a 360-degree appraisal, the police HR team
would conduct the appraisal with the permission of an officer 2 ranks higher which would be a super-intendant. The HR
team would interview everyone who works closely with the neighborhood inspector this would be neighborhood PCs,
M4: Explain how the results from measuring and managing performance inform employee development
within a public service organization.
Performance management
Development
For development in the police, the BCU commander which is the Neighborhood or Borough Inspector will create a
strategic development plan for every officer and will consider the 3-Tier Plan when measuring the employee's
performance. This development plan will be relevant to the officer involved and will also include recommendations from
the shift leader, which is a sergeant. The plan will be relevant for every officer and will be tailored for them an example of
this would be for a AFO (authorized firearms officer) that they should shout more before entering a building, this would
then be measured by the shift leader and targets would also be set for example scoring higher in the shooting range. The
results from these activities can determine whether the overall performance of the officers is up to standard.
Lateness and Absenteeism
Lateness and Absenteeism would be a big way in which a police officer would be reviewed upon when working within
the Police Services. This would be the job role of the Shift Leader, who would then look to give an overview of the
employee's work in which the shift leader would then carry on this overview and feedback to the BCU Commander,
which is the main leader in which collates the information on the employee's performances. The BCU Commander takes
in the information and collates the data and statistics to keep an overview of the individual's performance within the work.
Measuring their overall attendance level and whether they are on time can allow the employers to understand what they
need to notice and can create diverse development strategies on how to overcome these issues and problems.
Lateness and absentee procedure example:
In the police every time an officer is absent from work whether it be illness or personal issues is it noted down on a
computer database this way the HR team can build a picture of how often the officer is absent and if it becomes a
reoccurring problem, they can open an investigation or act. With lateness if a police officer is late once then the duty
sergeant may take a note on paper of this or if they have a legitimate reason and it only happens once the segreant may
just let them off and tell them to make sure it doesn’t happen again, however if it is a reoccurring problem, they will take
note every time and can build a database of times the officer has been late so that they can then start disciplinary
procedures with a verbal warning, 3 written warnings and then they could be dismissed.
360-degree appraisal:
A 360-degree appraisal is usually reserved for key members of staff in the police force this would be inspectors or desk
sergeants who provide a key role and interact with a wide range of people, a 360-degree appraisal means that they will be
appraised by every person they work with to build a solid appraisal of how the individual performs their job. A 360-
degree appraisal is effective in building a full picture of how the person being appraised performs their job for this reason
they will only be done on people who have a role where they communicate with lots of people and people with different
ranks. An example would be a custody segreant who deals with officers who have made arrests, the CPS who they
contact, superior officers who need to supervise people who have been arrested and the HR team who will oversee arrests
and give officers guidance.
360 degrees example:
A specific example for how the police measure employee's performance with appraisals would be the 360-degree
appraisal. With this a key role like a neighborhood inspector would have a 360-degree appraisal, the police HR team
would conduct the appraisal with the permission of an officer 2 ranks higher which would be a super-intendant. The HR
team would interview everyone who works closely with the neighborhood inspector this would be neighborhood PCs,
