You will be tested on your ability in the following competency
Community and Customer Focus
Focuses on the customer and provides a high-quality service that
is tailored to meet their individual needs. Understands the
communities that are served and shows an active commitment to
policing that reflects their needs and concerns.
Provides a high level of service to customers. Maintains contact
with customers, works out what they need and responds to them.
- Presents an appropriate image to the public and other
- Supports strategies that aim to build an organisation that
reflects the community it serves.
- Focuses on the customer in all activities.
- Tries to sort out the problems of customers as quickly as
- Apologises when they are at fault or have made mistakes.
- Responds quickly to customer requests.
- Makes sure that customers are satisfied with the service they
- Manages customer expectations.
- Keeps customers updated on progress.
- Balances community and organisational interests.
- Sorts out errors or mistakes as quickly as possible.
- Is not customer-focused and does not consider individual
- Does not tell customers what is going on.
- Presents an unprofessional image to customers.
- Only sees a situation from their own view, not from the
- Shows little interest in the customer - only deals with their
- Does not respond to the needs of the local community.
- Slow to respond to the requests of customers.
- Fails to check that the needs of customers have been met.
- Focuses on organisational issues rather than customer
- Does not make the most of opportunities to talk to people in
Communicates ideas and information effectively, both verbally
and in writing. Uses language and a style of communication that is
appropriate to the situation and people being addressed. Makes sure
that others understand what is going on.
Communicates all needs, instructions and decisions clearly.
Adapts the style of communication to meet the needs of the
audience. Checks for understanding.
- Deals with issues directly.
- Clearly communicates needs and instructions.
- Clearly explains management decisions and policy, and the
reasons behind them.
- Communicates face to face wherever possible and if it is
- Speaks with authority and confidence.
- Changes the style of communication to meet the needs of the
- Manages group discussions effectively.
- Summarises information to check people understand it.
- Supports arguments and recommendations effectively in
- Produces well-structured reports and written summaries.
- Is hesitant, nervous and uncertain when speaking.
- Speaks without first thinking through what to say.
- Uses inappropriate language or jargon.
- Speaks in a rambling way.
- Does not consider the target audience.
- Avoids answering difficult questions.
- Does not give full information without being questioned.
- Writes in an unstructured way.
- Uses poor spelling, punctuation and grammar.
- Assumes others understand what has been said without actually
- Does not listen, and interrupts at inappropriate times.
Takes personal responsibility for making things happen and
achieving results. Displays motivation, commitment, perseverance
and conscientiousness. Acts with a high degree of integrity.
Takes personal responsibility for own actions and for sorting
out issues or problems that arise. Is focused on achieving results
to required standards and developing skills and knowledge.
- Accepts personal responsibility for own decisions and
- Displays initiative, taking on tasks without having to be
- Takes action to resolve problems and fulfil own
- Keeps promises and does not let colleagues down.
- Takes pride in own work.
- Is conscientious in completing work on time.
- Follows things through to a satisfactory conclusion.
- Self motivated, showing enthusiasm and dedication to their
- Focuses on a task even if it is routine.
- Improves own professional knowledge and keeps it up to
- Is open, honest and genuine, standing up for what is
- Makes decisions based upon ethical considerations and
- Aware of their own strength and weaknesses.
- Passes responsibility upwards inappropriately.
- Is not concerned about letting others down.
- Will not deal with issues, just hopes that they will go
- Blames others rather than admitting to mistakes or looking for
- Unwilling to take on responsibility.
- Puts in the minimum effort that is needed to get by.
- Shows a negative and disruptive attitude.
- Shows little energy or enthusiasm for work.
- Expresses a cynical attitude to the organisation and their
- Gives up easily when faced with problems.
- Fails to recognise personal weaknesses and development
- Makes little or no attempt to develop self or keep up to
Gathers information from a range of sources. Analyses
information to identify problems and issues, and makes effective
Gathers enough relevant information to understand specific
issues and events. Uses information to identify problems and draw
logical conclusions. Makes good decisions.
- Identifies where to get information and gets it.
- Gets as much information as is appropriate on all aspects of a
- Separates relevant information from irrelevant information, and
important information from unimportant information.
- Takes in information quickly and accurately.
- Reviews all the information gathered to understand the
situation and draw logical conclusions.
- Identifies and links causes and effects.
- Identifies what can and cannot be changed.
- Takes a systematic approach to solving problems.
- Remains impartial and avoids jumping to conclusions.
- Refers to procedures and precedents, as necessary, before
- Makes good decisions that take account of all relevant
- Doesn't deal with problems in detail and does not identify
- Does not gather enough information before coming to
- Does not consult other people who may have extra
- Does not research background.
- Shows no interest in gathering or using intelligence.
- Does not gather evidence.
- Makes assumptions about the facts of a situation.
- Does not notice problems until they have become significant
- Gets stuck in the detail of complex situations and cannot see
the main issues.
- Reacts without considering all the angles.
- Becomes distracted by minor issues.
Shows resilience, even in difficult circumstances. Prepared to
make difficult decisions and has the confidence to see them
Shows reliability and resilience in difficult circumstances.
Remains calm and confident, and responds logically and decisively
in difficult situations.
- Is reliable in a crisis, remains calm
and thinks clearly.
- Resolves conflict and deals with
hostility and provocation in a calm and restrained way.
- Responds to challenges rationally,
avoiding inappropriate emotion.
- Deals with difficult emotional issues
and then moves on.
- Manages conflicting pressures and
- Maintains professional ethics when
confronted with pressure from others.
- Copes with ambiguity and deals with
uncertainty and frustration.
- Resists pressure to make quick
decisions where full consideration is needed.
- Remains focused and in control of
- Makes and carries through decisions,
even if they are unpopular, difficult or controversial.
- Stands firmly by a position when it
is right to do so.
- Defends their staff from excessive
criticism from outside the team.
- Gets easily upset, frustrated and annoyed.
- Panics and becomes agitated when problems arise.
- Walks away from confrontation when it would be more appropriate
to get involved.
- Needs constant reassurance, support and supervision.
- Uses inappropriate physical force.
- Gets too emotionally involved in situations.
- Reacts inappropriately when faced with rude or abusive
- Deals with situations aggressively.
- Complains about problems rather than dealing with them.
- Concedes inappropriately when under pressure.
- Worries about making mistakes and avoids difficult situations
Respect for Race and Diversity
Considers and shows respect for the opinions, circumstances and
feelings of colleagues and members of the public, no matter what
their race, religion, position, background, circumstances, status
Understands other people's views and takes them into account. Is
tactful and diplomatic when dealing with people, treating them with
dignity and respect at all times. Understands and is sensitive to
social, cultural and racial differences.
- Sees issues from other people's viewpoints.
- Is polite, tolerant and patient with people inside and outside
the organisation, treating them with respect and dignity.
- Respects the needs of everyone involved when sorting out
- Shows understanding and sensitivity to people's problems and
- Deals with diversity issues and gives positive practical
support to staff who may feel vulnerable.
- Listens to and values other's views and opinions.
- Uses language in an appropriate way and is sensitive to the way
it may affect people.
- Acknowledges and respects a broad range of social and cultural
customs, beliefs and values within the law.
- Understands what offends others and adapts own actions
- Respects and maintains confidentiality, wherever
- Delivers difficult messages sensitively.
- Challenges inappropriate attitudes, language and behaviour that
is abusive, aggressive or discriminatory.
- Takes into account other's personal needs and interests.
- Supports minority groups both inside and outside their
- Does not consider other people's feelings.
- Does not encourage people to talk about personal issues.
- Criticises people without considering their feelings and
- Makes situations worse with inappropriate remarks, language or
- Is thoughtless and tactless when dealing with people.
- Is dismissive and impatient with people.
- Does not respect confidentiality.
- Unnecessarily emphasises power and control in situations where
this is not appropriate.
- Intimidates others in an aggressive and overpowering way.
- Uses humour inappropriately.
- Shows bias and prejudice when dealing with people.
Develops strong working relationships inside and outside the
team to achieve common goals. Breaks down barriers between groups
and involves others in discussions and decisions.
Works effectively as a team member and helps build relationships
within it. Actively helps and supports others to achieve team
- Understands own role in a team.
- Actively supports and assists the team to reach their
- Is approachable and friendly to others.
- Makes time to get to know people.
- Co-operates with and supports others.
- Offers to help other people.
- Asks for and accepts help when needed.
- Develops mutual trust and confidence in others.
- Willingly takes on unpopular or routine tasks.
- Contributes to team objectives no matter what the direct
personal benefit may be.
- Acknowledges that there is often a need to be a member of more
than one team.
- Takes pride in their team and promotes their team's performance
- Does not volunteer to help other team members.
- Is only interested in taking part in high-profile and
- Takes credit for successes without recognising the contribution
- Works to own agenda rather than contributing to team
- Allows small exclusive groups of people to develop.
- Plays one person off against another.
- Restricts and controls what information is shared.
- Does not let people say what they think.
- Does not offer advice or get advice from others.
- Shows little interest in working jointly with other groups to
meet the goals of everyone involved.
- Does not discourage conflict within the organisation.