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intensive development scheme - PSI_05-2004_

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intensive development scheme - PSI_05-2004_

    Number

    5/2004

    The Intensive Development Scheme (IDS)

    8100 Recruitment, promotion and selection boards

    1 Febuary 15 January

    2004 2005

For Action Monitored by

Governing Governors, Heads of Personnel Management Group,

    Group, Area Personnel Advisors Training & Development Group, Area

     Managers

For Information On authority of

    All Prison Staff Prison Service Management Board

Contact Point

Recruitment & Selection: Roger Serle, PMG (020 7217 2940)

    Scheme Management: RoseMarie Loft T&DG (01788 834076)

Other Processes Affected

    None

.

     16

     Issued January

    Introduction 2004

    1. This Prison Service Instruction describes the new Intensive Development

    Scheme (IDS) which replaced the Accelerated Promotion (APS), Direct

    Entry and Cross Hierarchical schemes.

2. This PSI describes:

    ; the background to the IDS (Annex A)

    ; selection on to the scheme (Annex B)

    ; training and development offered to scheme members (Annex C)

    ; scheme management and funding arrangements

    3. The first members started the IDS in October 2003. In the lead up period

    Personnel Management Group (PMG) and Training and Development

    Group (T&DG) worked with Areas and Operational Directors to develop the

    infrastructure.

Impact and Resource Assessment

    4. PMG will be responsible for recruitment and selection of candidates on to

    the IDS. The Leadership and Management Development team within

    T&DG will provide training, support and development for scheme members.

    5. The operational line will have primary responsibility for day-to-day

    management of scheme members. This will be co-ordinated by Area

    Managers.

    6. Recruitment and selection on to the scheme will be run centrally to achieve

    economies of scale and ensure a national standard. Costs for this will be

    borne by PMG. Support to scheme members and the provision of training

    and development will be led by T&DG but in close partnership with the

    operational line. Salary costs for scheme members will be borne by

    establishments but grants will be paid by T&DG to support training and

    development costs for scheme members. The grant will be payable in two

    instalments which will be agreed on completion of a Service Level

    Agreement (SLA) between T&DG and the Area. The value of the grant will

    be published by T&DG on an annual basis; it will be the same for all

    scheme members.

    7. The IDS will be used to fill 35% of the predicted operational manager

    vacancies projected over the next 2-3 years.

Performance Standards

    8. This PSI underpins Performance Standard 16: Filling Vacancies.

Audit and Monitoring

    9. The recruitment/selection process will be subject to ongoing monitoring by

    the Personnel Directorate and will be organised to facilitate evaluation of

    its predictive validity. A report on each selection campaign will be

    produced and signed off by the Director of Personnel. This report must

    detail gender and ethnicity rates at each stage and report adverse impact

    ratios. The selection process will be subject to internal audit procedures.

    10. The overall impact of the IDS, including selection and progression, will be

    monitored by the Personnel Directorate through a range of performance

    data to assess whether it is achieving its goal of meeting the Service's

    operational needs.

    11. The Prison Service Trade Union Side has been consulted about the IDS

    and fully supports the scheme.

Gareth Hadley

    Director of Personnel

Annex A

Background to the Intensive Development Scheme (IDS)

    1. The IDS is the product of a review of Prison Service Fast Track Schemes

    conducted between April 2001 and February 2003 by PMG working to a

    Steering Group chaired by the then Director of High Security. The review

    involved wide consultation both within the service and across other

    organisations. The review identified the need for a more cohesive scheme

    based on a common selection process, offering greater flexibility to allow

    for differing developmental needs and rate of progression, but allied to

    existing mainstream promotion points to ensure national standards are met.

    The IDS has been designed to address each of these needs.

    2. The philosophy behind the IDS is that of a national framework, based

    around national standards but allowing as much flexibility as possible in

    delivery to ensure that the scheme meets local needs. Although selection

    on to the scheme will be managed centrally, middle and senior managers

    have an important role in identifying existing staff who are likely to be

    suitable for the IDS and to encourage them to apply.

3. The key principles underlying the IDS are:

; a common selection process

; a common exit point: Operational Manager Payband F

; consistency with mainstream assessment processes (JSACs)

; individually tailored progression

; starting point dependent on work experience

; strengthened management development & support

; postings to appropriately loaded vacancies

    ; increased involvement and ownership by the operational line

; a centrally funded grant to support training/development

; numbers tied into workforce planning requirements

; new arrangements for scheme member management

Annex B

Attractions, selection and postings on to IDS

Advertising for the scheme

    1. Recruitment and selection on to the IDS will be run and managed by PMG.

    Campaigns targeting external candidates will be advertised using national

    print and on-line media. These will be chosen to reflect the target

    candidate group, based on advice from our recruitment partners. For

    campaigns targeting existing staff advertisements will be placed in

    Vacancies and Courses for Staff, on the Prison Service Intranet and in

    Home Office Notices.

Selection

    2. All scheme members will be recruited through a common selection process

    working to a national standard which aims to identify candidates with the

    skills and ability to become effective operational managers. It is

    anticipated that many successful candidates will have potential for further

    progression. The selection model must adhere to Prison Service principles,

    relevant employment legislation, appropriate professional guidelines and

    best practice. The final stage of selection will use an assessment centre

    approach with a range of exercises. Assessors will be chosen to reflect

    diversity and will include strong representation from within the operational

    line at Senior Manager level. Each assessment centre will have a Director,

    normally at Area Manager level.

Appointment & Postings

    3. The Personnel Directorate will liaise with Area offices (including both

    geographical areas and the functional estates) to identify suitable posts for

    IDS candidates taking account of operational needs. For the external

    competition, at the final stage PMG will collate successful candidates’

    preferences. T&DG will then work with Area offices to match candidate

    preference to operational need. Once candidates have been assigned to

    a particular post, Areas - or establishments under delegated authority -

    must undertake all the necessary pre-employment checks. Contracts of

    employment covering terms and conditions of employment within the

    Prison Service must be issued by Areas or establishments under

    delegated authority. For the internal competition candidates' starting grade

    will be determined by T&DG through a post-selection assessment of

    candidates' previous experience. This will enable T&DG to identify

    appropriate posts for candidates in consultation with Areas/establishments.

    4. During their time on the IDS, members will be expected to gain experience

    in a variety of establishments drawing upon the range available

    geographically including the functional estates. Area offices (geographical)

    will lead on postings for scheme members but in close consultation with

    the functional estates.

Annex C

Management of the scheme

Training and Development Group Role

    1. T&DG will facilitate the learning and development process for participants

    on the IDS programme based upon:

    ; the provision of work-based experiences to develop essential skills;

    ; the supply of underpinning knowledge through training events; and,

    ; the facilitation of personal development through one-to-one sessions and

    mentoring.

    2. Training events will be organised nationally by Leadership & Management

    Development (LMD) and locally by line managers as appropriate but in

    consultation with LMD. Events will be provided by qualified tutors and

    suppliers (both internal and external, as appropriate to the subject matter),

    who have been briefed by LMD. Events will be organised in small,

    manageable portions at timely intervals to support continuous development

    and progression. Training events may extend beyond the normal working

    hours in any one day to ensure best use of available time.

    3. T&DG provides information on individuals’ achievements and development

    needs to Areas to inform decisions on the continued participation of

    members on the IDS.

Individual Training and Development Plan

    4. On commencing the scheme, T&DG will work with individual members to

    prepare an Individual Training and Development Plan (ITDP). This will

    cover the individual’s progress through to scheme completion. The plan

    will include the relevant experiences, skills, knowledge and aptitudes

    required by each member, tailored according to their individual needs. The

    plan will be agreed with the line manager. The ITDP will form the basis of

    performance monitoring while on the scheme. Scheme members' SPDRs

    will include key elements of the ITDP as a standard feature. The ITDP is

    subject to a formal review both annually and at key stages (ie JSAC and

    promotion). Progress checking reviews should take place quarterly.

    Reviews should be led at Area level in liaison with the employing

    establishment and with input from and consultation with a representative

    from LMD and the establishment where appropriate.

Area Role

    5. The Area is responsible for all issues regarding employment of the scheme

    member from the point of final offer of employment. This responsibility

    includes: the provision of work-based experiences and roles

    commensurate with the ITDP drawing upon the full range of

    establishments available geographically and the release of the individual

    for their essential learning events. These will be agreed with T&DG by

    way of a Service Level Agreement which forms the basis for funding.

Establishment Role

    6. Line management of scheme members is the responsibility of

    establishments in partnership with the Area. The establishment will act as

    host employer, providing the work-based experience as agreed within the

    ITDP as detailed in the SLA.

Scheme Member’s Role

    7. Each scheme member will be required to commit to the tasks and targets

    of the ITDP and will be required to sign acceptance and agreement of

    these as outlined in the SLA.

    8. Demonstrating achievement of the set learning targets will be the

    responsibility of individual scheme members, who will have access to line

    managers, mentors and T&DG support as facilitators in this goal. Areas

    will be required to provide sufficient, appropriately trained mentors to meet

    the needs of IDS members within their geographical area. Regular

    feedback will be given to each scheme member by T&DG, on how to

    achieve the targets set and agreed, to ensure transparency of the

    development process.

Support for Scheme Members

    9. All support, mentoring and training for each individual will be structured by

    way of the ITDP.

Performance/Attendance Management

    10. Performance and attendance management, annual leave, sickness and all

    other employment issues are the responsibility of line managers and will

    be managed in accordance with standard Prison Service policies.

    11. Individuals who are suspended or removed from the IDS, due to concerns

    about their performance against their ITDPs, will initially revert to, or

    continue to hold, their substantive posts pending any further action which

    is deemed appropriate in accordance with standard Prison Service policies.

    12. T&DG will supply information from ITDPs, or performance on training

    programmes, to line managers as part of the SPDR process in order to

    ensure a fair and objective assessment.

Postings and Succession Planning while on Scheme

    13. Postings while on the scheme will be the responsibility of the employing

    Area, who will provide work-based experiences in line with the

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