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A Comparison of Induction, Development and Individual Performance Measurement in Lincolnshire Police and AXA Sun Life.

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A Comparison of Induction, Development and Individual Performance Measurement in Lincolnshire Police and AXA Sun Life To: Stephen Goodrich From: Stewart Brinn, Operations Inspector Date: 9th September 2003 Contents Page 1. Introduction 3 2. Executive Summary 4 2. Induction Procedure 5 2.1 Tabular Comparison 5 2.2 Mindmap Diagram 6 2.3 Wanous Analysis 7 3. Development Needs Analysis 8 3.1 Tabular Comparison 8 3.2 Needs analysis comparison 9 3.3 Development Conclusions 10 4. Measuring Personal Performance 10 4.1 Lincs Police 10 4.2 AXA Sun Life 12 4.3 Tabular Comparison 13 5. References 14 Introduction Lincolnshire Police is a public sector organisation comprising 1266 officers and 645 civilian support staff. It is responsible for the policing of 2284 square miles and 634,200 residents, plus seasonal migrants. It has an annual budget of �81.4 million. Identified stakeholders include local residents, partner agencies (such as health, fire brigade, and schools), police authority, employees, local and national government, and users of its services (both voluntary and involuntary). Lincs Police has to provide numerous services to residents, comprising primarily of crime prevention and detection, prioritised by taking into account national directives and local issues. (Annual Report 2003) AXA Sun Life is the fifth largest company in the life and pensions industry in the UK. In 2001, AXA Sun Life generated revenue of �5,934m, and comprised a total workforce of 3,665. The majority of its business (around 70%) comes from independent financial advisors; the remaining 30% is split between the direct sales force, direct marketing operations, international division and major business partners. Stakeholders include shareholders, policyholders, employees and service users. The company exists to provide long term investment and security for its policyholders, and sustained profit for shareholders. (AXA Online)[SG1] Executive Summary Lincs Police are training officers for a new job, and a new way of life. Due to the nature of the role, the induction procedure is comprehensive. AXA are employing people with experience, and want profit generated quickly. ...read more.


The current lack of appraisal system has an impact on efficiency and effectiveness of the organisation. * Poor performance is not easily identified * Developmental needs are not identified * Staff do not feel valued * Management lack a clear picture of the effectiveness of the organisation.[SG13] Police officers still enjoy a "job for life" coupled with generous pension entitlements and an early retirement age. There is no real incentive for officers to leave the organisation once they are confirmed in post. This contrasts with other organisations that recognise the nature of a fluid workforce. Training in such organisations is a way to attract high quality staff who wish to be developed as they work. AXA have a formalised assessment system with targets clearly identified in monthly meetings with a line manager. This allows for identification of areas for improvement, and unambiguous requirements to achieve specific goals. Should these requirements not be met, then individuals are encouraged to look elsewhere for employment. This is necessary for a profitable organisation to attract and develop the best staff to ensure value for their shareholders. One issue of concern is that remuneration is discussed within the appraisal system, and this has been demonstrated to reduce the honesty of staff when discussing developmental needs.[SG14] Needs Analysis Lincs Police AXA Sun Life Individual Responsibility Individual requests training, as performance is not formally assessed, no incentive for an individual to request remedial training, only that desired by them Individual requests training, performance is robustly assessed and is linked to job security. High incentive for individual to request appropriate training. Management Assessment Poor availability of line managers, no formal assessment process, no checks to ensure training is delivered, Effectiveness of training is not linked to improved performance Structured monthly development meetings with manager. Training is linked to poor performance, ultimately person can be asked to leave. Role Requirement Multitude of roles and opportunity for specialisation. Formalised training on entering a new department. Ongoing training in post as identified by environmental scanning. ...read more.


These are updated daily and are available to all senior management within the organisation. The Good and Poor performers stand out like a sore thumb. The success and failure of Account Managers at the end of the day is purely performance figures related. Staff have an annual appraisal interview, and are graded using a rating approach as: * Below expected * Expected/good * Superior * Outstanding A "below expected" rating implies that staff are encouraged to leave the company. A financial penalty is imposed in that no pay rise is awarded. Staff who score a "superior" or "outstanding" rating are awarded a cash bonus, and also additional pay rise. One possible drawback is that these awards are strictly budgeted, and are therefore awarded on a competitive basis, rather than an individual performance basis.[SG20] This leads to a weakening of the effort-performance link, as the ultimate reward is not within the control of the employee, rather than dependent on the performance of others. Another possible disadvantage is that an able person may be penalised or disenfranchised when a lack of suitable training is to blame. It has also been proven that an appraisal interview linked to remuneration or reward can lead to a lack of honesty within the assessment. AXA may wish to examine this, and separate the two parts of the process to allow for a more constructive critical approach. It is clear that individuals are held highly accountable within AXA for their performance, while in the police, a team of officers is more accountable. Individual efforts are therefore more closely linked to success in a sales environment than in a law and order situation. AXA obviously feel their appraisal system works. It allows continuous assessment against easily defined targets. The police have recognised the need to have a personal appraisal system linked to the organisational goals. CBAS has been developed to ensure this is carried out in the future. Lincs Police AXA Sun Life Measures Available Arrest rates, tickets, searches, files are all individual performance measures. They are not indicative of work rate. Business Performance figures - i.e. sales. ...read more.

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