We recently ran a Twitter poll with some concerning results. We asked what officers thought the fairest way was of deciding promotion. The results are above. As you can see the majority of officers (at 40%) saw “Line Manager Review” as the best way to promote, 14% thought “Time of Service”, while only 21% thought a “Competency based process’ the best method.
I can understand why officers think this, but it is the reality is line manager review and time in service are far from the best methods of identifying those most suitable for promotion.
Why are these methods sub optimal? They are prone to huge subjectivity, unconscious bias and ultimately increase the chances of incorrect selection decisions being made in the promotion process (whether you like this fact or not!).
What is the best method of selection?
There is no debate here – competency-based assessment processes are considered the most effective as they are evidence-based.
These assessments focus on specific competencies or skills that are directly related to the tasks and responsibilities required in each job, role or field. By assessing competencies, the process ensures that individuals are evaluated based on their ability to perform real-world tasks, making the assessment highly relevant. The use of evidence ensures that the assessment is grounded in actual data and real-world performance, rather than subjective judgments. This makes the assessment more reliable and valid.
Evidence-based assessments rely on measurable data, which reduces the influence of personal biases or opinions in the evaluation process. This leads to a more objective and fair assessment of an individual’s competencies and by focusing on competencies and using evidence to assess them, these processes can be standardised across different assessors and contexts, ensuring consistency in how individuals are evaluated. Lack of standardisation and consistency is a very common thread that I hear when talking to officers, with individuals being treated differently dependant. For example, if they have worked with the assessor previously.
Competency-based assessments should be built around clearly defined criteria, making the expectations and standards transparent to all stakeholders. This transparency should increase trust in the assessment process (if the assessment design is robust and the process is run efficiently).
The evidence-based nature of the process holds both the assessor and the individual being assessed accountable. The use of evidence provides a clear rationale for decisions made during the assessment, reducing disputes and increasing confidence in the results. This does, however, require that all assessors are adequately and appropriately trained in competency based assessment, which in my experience with the police promotion processes this is very often not the case. You can have the best assessment process but if the assessors are not trained, the process is open to huge bias and ineffectiveness. Better assessor training is vital in my opinion, and often the cause of dissatisfaction from officers going through a board.
So, as competency based assessments should mirror real-world job demands, individuals who perform well in them are more likely to succeed in their professional roles. This alignment increases the likelihood that the assessment will predict future job performance accurately.
Competency-based assessments can be tailored to different roles, industries, and contexts, making them highly adaptable. This ensures that the assessment remains relevant and aligned with current industry standards and practices. As new evidence and best practices emerge, the assessment process can be updated and refined, ensuring that it remains effective and up-to-date. There is a real life example of this within policing with the introduction of the new CVF (2024 version).
On another note, since competency-based assessments identify specific strengths and areas for improvement, organisations should provide individuals with detailed feedback that they can use to enhance their skills and performance. The evidence collected during the assessment can be used to track progress over time, enabling ongoing development and learning. This continuous feedback loop is crucial for personal and professional growth. Again, I have not heard of many examples within the police of this being the case and it feels like a huge, missed opportunity.
So, in conclusion – competency based assessment is definitely good!
Knowing how competency based process are designed and (should) be run can really help you with your board preparation as it allows you to focus your preparation on the criteria that actually matter to the assessors – not just what you (or your colleagues) think matter.
Our Masterclasses, personal consultations or online training programmes will show you what to focus on and can make a huge difference to your promotion board success. Thousands of our clients have already found this out!
Call me for a chat on 0161 327 2126 or book here: https://bselectedpolice.com/shop/
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