What are the high standards of Police
A vision to have the trust and confidence of all by living our values. By being consistently honest and ethical and applying the SELF test to our behaviour and decision making we help bring our vision and values to life
What does our reputation mean to us
We act professionally, exercise good judgement and are accountable for our behaviour. We must not do anything that will bring Police into disrepute. We consider the impact of our behaviour on Police at all times including online or in social media and outside of work. We protect Police’s integrity and reputation by speaking up about any inappropriate behaviour we see and hear. By addressing inappropriate behaviour we make Police a safer and happier workplace
What is a conflict of interest
It’s a situation where our personal or professional interests may conflict with our position, obligations or responsibilities as an employee.
We must not act in a way that uses our influence role or position to personal advantage or to the advantage of others we are associated with
How do we manage our safety
We all have a responsibility for promoting and maintaining a safe working environment. It includes we are fit and not impaired. We keep everyone safe by appropriately managing and reporting any safety issues as soon as we are aware of them
How do we manage our information
We consistently practise good judgement and integrity when creating accessing modifying and using, securing and disclosing all information
How do we manage our resources
We take care of the equipment tools and resources provided to us and make sure we use them appropriately safely and for the designated purpose
How do we do right by others
Our purpose is to ensure all New Zealanders are safe and feel safe. We do not tolerate or accept behaviour by either the public or colleagues that break the law and compromise our safety
Our diversity: We are strengthened by our diversity. Our differences equip us to be more effective in our approach to policing across a wide range of communities. We are committed to having a diverse workforce that is inclusive and respectful of each other’s differences.
We treat all people respectfully with empathy and dignity regardless of who they are and of the circumstances
OUR ACCEPTANCE OF OTHERS
We ensure a healthy work environment that does not tolerate discrimination harassment bullying victimisation, racial or sexual harassment or discrimination against anyone for any reason including gender marital status religious belief ethical belief colour race ethnicity nationality disability age political opinion employment status family status or sexual orientation
We recognise and understand our history
What are some of the benefits of working FEO
- Enabling high performance
- Attracting and retaining top talent
- Accessing a broader talent pool
- Increased productivity
How do you lead FEO in Police
As a Police leader you have a pivotal role in promoting and enabling Police to be flexible by default
- Talk about FEO with your team
- FEO on the agenda
- Educate
- Advocate
- Challenge
- Role model
What is performance management about
It’s about seeking improvement through dialogue and providing support to enable the employee to perform satisfactorily. It is not a disciplinary process.
What are the 4 steps for performance management
- Informal discussion
- The performance meeting
- PIP
- Completion
What is the objective of an informal discussion
To encourage dialogue and identify underlying causes contributing to poor performance
How should an informal discussion be done
- Talk in private
- 2 way discussion
- Provide examples
- Constructive criticism
- Support person
- Listen
- Informal action is not formal action
- Reach agreement forward
- Send a letter
- Arrange a follow up time
- Consider wellness referral
How do you conduct a performance meeting
Before the meeting
- Identify minimum standard of performance and how the employee’s performance falls short of that standard
- Send the employee a letter of invitation to a performance meeting
- Set up a performance management file
- Discuss with HRM and consider possible options to remedy the performance concerns
- Draw up a checklist of items to be discussed
- Organisational support
During the meeting:
- Introduction
- Provide information
- Opportunity to respond
- Problem solving
- Record keeping
After the meeting:
- If a PIP was put in place follow step 3 instructions
- If not continue to monitor their performance
What is the objective of a PIP
It sets out the requirements and expectations of both parties. The employee must agree to a PIP and it should include the following:
- Performance to be improved
- Minimum acceptable standard of performance
- The remedial steps to be taken
- The support and resources Police will provide
- How and when you will provide feedback
- Review periods - with whom and when
- The dates for progress
- The start date
- Possible consequences if performance standards aren’t met
- Signature from both parties
If an employee is on a PIP and new matters arise that require a PIP can you use the existing one
No
What is the purpose of a Disciplinary policy
To ensure breaches of our code are managed and dealt with fairly and in good faith with a view to improving conduct
What are the good faith obligations
- Engage openly honestly and respectfully
- Be responsive and communicative
- Be active and constructive in maintaining a productive employment relationship
What are the 9 steps to a disciplinary process
- Initial assessment
- Categorisation
- Criminal and Employment investigations
- Restricted duties Suspension and Stand down
- Drafting allegations
- Investigation - initial steps
- Investigation and investigation meeting
- Making the decision
- Outcomes
What types of matters are considered for a disciplinary categorisation
- Internally identified matters that may involve a breach of our code or criminal offending
- Complaints that we have concerns about
- Notifiable incidents under sec 13 of the Independent Police Conduct Authority Act or under the MOU between Police and IPCA
- Significant traffic matters
What matters are not considered for a disciplinary process
- Poor performance
2. One off low level misconduct or mistakes that can be dealt with by the manager
What are the risks involved if an employee continues to work whilst under investigation
- Risk to health and safety
- Risk that the employee will interfere with the investigation
- Risk that the employee will interfere with Police operations or disrupt Police routines
- The nature and gravity of the alleged conduct may prejudice the public interest or potentially damage the reputation of Police
Who can make the decision to suspend
Only those with delegated statutory authority
What should allegations include
- Specific time date and location of the incident if possible
- Outline what is understood to have happened
- Indicate the other person people involved
- Explain why Police is concerned about the conduct
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Our business23
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Te Huringa o Te Tai4
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Police High Performance Framework6
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Police core values7
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Police Act 20087
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Staff management27
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Code of conduct2
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Organisational risk management16
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Early Intervention4
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Firearms25
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Complaints involving Police14
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Command and Control57
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Road Policing25
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Heath and safety11
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Family Harm COPY13
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Intelligence23
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Protection Orders11
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Employment relations act 20003
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Disciplinary policy and process19
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Employment relationship problems policy8
