Fair selection: Surrey Police and Sussex Police
A case study on using evidence-based practice to review selection processes for promoting police officers
A case study on using evidence-based practice to review selection processes for promoting police officers
Surrey Police and Sussex Police are separate police forces that share a joint HR function. Together they employ about 4,500 police officers and 4,000 police staff.
The two forces identified a need to review selection processes for promoting police officers. They wanted a process that was less time-consuming, more aligned with the forces’ values of ‘learn, guide, trust and deliver’ and, in particular, more supportive of organisational justice, fairness and work engagement. This led to a drive to ensure that internal job promotions were fair, objective and valid.
This case study demonstrates how evidence gathered from multiple sources gave insight into the challenges of the current promotions process, and how this was used to overhaul several core aspects to create a more efficient and supportive approach.
Stakeholder views and the employee survey identified two main challenges with the promotions process:
The evidence review found a lack of fairness research specifically on internal promotion, so was expanded to include recruitment. Key insights included the following:
The forces overhauled several core aspects of the promotion process. A major change was to remove the application forms for promotions and instead identify potential future leaders through one-to-ones and performance and development reviews with line managers. This gives an integrated approach to succession planning. Other changes included the following:
The overall process is both more efficient and supportive, in giving officers a clearer idea of when they are ready for promotion and better preparing people for the selection process.
Gathering the above evidence helped Surrey Police and Sussex Police to reflect thoroughly on their current practices and identify potential changes that were likely to enhance their promotions processes. It gave the HR leaders a strong platform from which to engage with stakeholders, identifying priority areas and potential adjustments that could have a significant impact.
Laura Knowles, Workforce and Organisational Development Lead at Surrey Police and Sussex Police, described the value of taking an evidence-based approach:
“It would have been very easy for us to just come in, design something really quickly, and implement it. But without that evidence base, I don’t think we would have had the traction we had and it wouldn’t have stuck. I would certainly recommend [an evidence-based approach] for anyone who’s looking to make any kind of cultural or organisational change. It does take time. You wouldn’t do it on small decisions because you wouldn’t have the resource, but for something which is crucial from a strategic point of view, it’s worthwhile and interesting.”
She also added that it was important to combine all four sources of evidence. For example:
“If you just did one without the others, it wouldn’t work as effectively. It’s so important that you look broadly across the area that you’re wanting to review and take all of the evidence into account. It’s important that you get the views of stakeholders and that you get people on board with what it is you’re trying to achieve and why you’re doing it. Hopefully our professional expertise and qualifications have stood us in good stead. And I think that’s then backed up by the scientific literature – what we’re saying is made more credible by an external source that suggests that, yes, this is the right way to go. It’s so important that you know you have that current knowledge, otherwise you can be viewed as being a bit out of touch.”
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