West Mercia Police use this matrix to conduct an arguably unlawful exercise of comparing with their former police

wage the wages of jobs disabled former officers don't want and don't have any realistic chance of getting,
The difference in wages is used to calculate a theoretical 'loss of earnings' and thus 'degree of disablement' and so
the amount of injury pension to be paid.
This is unlawful as the Police !njury "enefit# $egulations %&&' and other relevant police pension legislation spea(
of loss of earning capacity, not loss of earnings. )arning capacity is the ability of an individual to do paid wor(. !t
has nothing whatever to do with how much or how little might be paid for that wor(.
)arning capacity is a measure of the available physical and*or mental capability of an injured person and is thus a
purely medical matter. +$ departments who engage in P),M based speculation about jobs and earnings are
see(ing to influence the decisions made by supposedly independent 'suitably -ualified medical practitioners' .MP#
who, by law, are the only persons entitled to assess and -uantify degree of disablement.
Whilst an earnings assessment matrix might be appropriate in other situations it has no place within the police
pension regulations. , police injury pension is a form of compensation for injury received on duty and it is not paid
as compensation for lost earnings.
,ny +$ personnel who use P),M to 'assist' the .MP are acting unlawfully and may even be committing an offence
of fraud by abuse of position.
1
POLICE EARNINGS ASSESSMENT MATRIX (PEAM)
SEPTEMBER 2013 VERSION
(Updated fr! 2012 t "#$%&de fre$a't 'a%ar( tre#d')
POLICE EARNINGS ASSESSMENT MATRIX (PEAM)
BAC)GROUN*
1. A number of police forces coordinate on occupational health and medical issues
2. Consistency of approach is required in many areas, in particular in the assessment of officer earnings potential.
3. In 2003 West idlands !olice de"eloped an approach to assessing officer earnings potential. #his approach identified positions for
$hich officers $ould be suited ta%ing into account their s%ills set, competencies etc. #his matri& approach e"ol"ed o"er time.
'. !(A incorporates proposals made by representati"es of "arious forces.
). !(A is updated each year at *eptember to ta%e account of inde&ation.

+,AT IS PEAM-
1. !(A is intended to support forces in achie"ing fair, consistent and defensible assessments of earnings potential. It can be used in
appeals processes, submissions and related documentation either as a $hole or in part.
2. A fi"e stage approach is suggested. +o$e"er some forces may prefer to use some but not all of the stages.
3. T.e /e( PEAM 'ta0e' are 3 a#d 12 T.e /e( ta3%e' are TABLE 3 a#d TABLE 12 *tages 1 and 2 are support processes. *tage )
pro"ides the basis for a more refined assessment or earnings potential, if required.
2
12 T.e /e( 'e$t"#' f PEAM are '.4# "# 3%d red t.r&0.&t t."' paper5
3
SUGGESTE* PEAM PROCESS
A suggested !(A process is as follo$s,
1. #he +- team should firstly ma%e an assessment of earnings potential using !(A.
2. #A./( 0 sho$s some of the questions the +- team could as% at this stage. #A./( 0 also suggests a fallbac% position if
information is incomplete.
3. #he suggested stages in !(A are as follo$s. #he %ey stages are sho$n in bold red.
*tage 1 Assess the officer1s 2ob le"el 345/6
*tage 2 Assess the officer1s competency le"el 3C/6
Sta0e 3 A''e'' t.e ff"$er6' pte#t"a% 73 %e8e% (P9L)
Sta0e 1 A''e'' !ar/et 3a'e 'a%ar"e' fr t.e 73 %e8e%
*tage ) Assess the officer1s earnings potential
'. #he +- team should include other 2obs in the assessment $hich are not included in !(A. #hese could be both police support
and pri"ate sector 2obs. Information could be ta%en from ad"ertisements or the internet.
). #he *elected edical !ractitioner 3*!6 should then assess occupational resilience to underta%e the recommended $or%. #he
*! should al$ays be satisfied $ith the recommended banding before completing a degree of reduced earning certificate. #he
*! should also consider apportionment $here necessary.
4
STAGE 1 +.at "' t.e O::ICER 9OB LEVEL (O9L)-
#he first stage in assessing earnings potential is to assess the ff"$er 73 %e8e% (O9L). #he 45/ is,
7The level of police job at which an officer has typically wor(ed, would wor( or could wor(/
We ha"e identified 'e8e# O9L' up to inspector le"el. #hese are sho$n in TABLE 1. 8or each 45/, $e sho$,
1. the type of officer positions
2. e&amples of officer positions
!lease note,
12 #he emphasis at this stage is on assessing the le"el of police 2obs that the officer has carried out o"er his9her career. 8or e&ample a constable may ha"e
e&tensi"e ser"ice and e&perience. .ut if he9she has typically carried out non:comple& roles 3for $hate"er reason6, then the type and le"el of these roles
should ha"e a stronger influence on earnings potential than his9her length of ser"ice or e&perience.
22 O9L3 "' t.e %e8e% fr a f&%% $#'ta3%e r%e "2e2 at O9L3 t.e ff"$er 4"%% .a8e $arr"ed &t a f&%% ra#0e f $#'ta3%e r%e' a#d 4"%% .a8e de!#'trated
t.e f&%% ra#0e f $#'ta3%e '/"%%' a#d $!pete#$"e'2
32 8or the purposes of assessing earnings potential, officer positions at different ran%s are at the same 45/. 8or e&ample, 45/' includes both,
C#'ta3%e p'"t"#' $ith ad"anced s%ill sets and ad"anced 2ob content
Ser0ea#t p'"t"#' $ith non:comple& s%ill sets and non:comple& 2ob content
12 4fficer positions at 45/ 1 and 45/2, in particular, are assessed at these le"els on the basis of their similarity to high population police support positions
e.g. operations centre officer
;2 4fficer positions at 45/ 1 are most li%ely to be applicable to officers on long:term restricted duties or on a long:term posting $here there is a
diminished need for generic officer s%ills and competencies.
5
TABLE 1 < +.at "' t.e ff"$er6' O::ICER 9OB LEVEL (O9L)-
O9L %e8e% Off"$er' t(p"$a%%( at t."' O9L E=a!p%e' f ff"$er r%e' at t."' O9L
O9L >
('ta#dard "#'pe$tr r%e')
Inspectors $ho ha"e
typically carried out,
a full range of inspector roles and demonstrated the full range of inspector s%ills
and competencies
ost operational inspector roles
O9L ?
(ad8a#$ed 'er0ea#t r%e')
*ergeants $ho ha"e
typically carried out,
ad"anced sergeant roles requiring ad"anced s%ills and competencies
Air 4bser"er *ergeant
Child Abuse *ergeant ; similar roles
8inancial In"estigation *ergeant
Inspectors $ho ha"e
typically carried out,
non:comple& inspector roles
4perations Centre Inspector
/icensing Inspector
O9L ;
('ta#dard 'er0ea#t r%e')
*ergeants $ho ha"e
typically carried out,
a full range of sergeant roles and demonstrated the full range of sergeant s%ills and
competencies
ost operational sergeant roles
#rainer *ergeant
!rofessional *tandards *ergeant
O9L 1
(ad8a#$ed $#'ta3%e r%e')
Constables $ho ha"e
typically carried out,
ad"anced constable roles requiring ad"anced s%ills and competencies
<etecti"e Constable 3ad"anced role6
Child Abuse Constable ; similar roles
8inancial In"estigation Constable
+i:tech Crime Constable
8raud Constable
!<= Constables
*ergeants $ho ha"e
typically carried out,
non:comple& sergeant roles
Custody *ergeant
<ri"er #rainer *ergeant
Identification *uite *ergeant
O9L 3
(f&%% $#'ta3%e %e8e%)
C#'ta3%e' 4. .a8e
t(p"$a%%( $arr"ed &t@
a f&%% ra#0e f $#'ta3%e r%e' a#d de!#'trated t.e f&%% ra#0e f $#'ta3%e
'/"%%' a#d $!pete#$"e'
*ete$t"8e C#'ta3%e ('ta#dard r%e)
Tra"#er C#'ta3%e
Prfe''"#a% Sta#dard' C#'ta3%e
Ca'e S&pprt C#'ta3%e
O9L 2
(##<$!p%e= $#'ta3%e
r%e')
Constables $ho ha"e
typically,
carried out a number of less:comple&, constable roles
not had e&tensi"e e&perience in more comple& $or% areas
acquired particular s%ills in areas such as firearms or dog handling
-!= or 8orce #raffic Constable
In"estigations Constable
8irearms or <og +andler Constable
O9L 1
(r%e' eA&"8a%e#t t PCSO
r%e')
Constables $ho ha"e
typically carried out
roles $hich,
require generalist s%ills
are similar to police support roles e"aluated at this le"el e.g. 4perations Centre
4fficers 34C4s6 and !C*4s
-esource Allocation Constable
Crime *creening Constable
Incident anagement Constable
SEE NOTES ON PREVIOUS PAGE
6
STAGE 2 +.at "' t.e ff"$er6' COMPETENCB LEVEL (CL)-
#he second stage in assessing earnings potential is to assess the officer1s competency le"el 3C/6. #he C/ is,
7The level of competency that an officer would have to demonstrate in a wider wor( environment ta(ing into account their0
1. their recent career history and roles they have carried out
%. s(ills, experience and capability
2. performance and potential/
TABLE 2 sho$s se"en different le"els of C/. #hese align $ith the se"en officer 2ob le"els 345/s6 from stage 1
We ha"e described C/s required in,
pri"ate sector operational positions
pri"ate sector specialist positions
police support positions
7
TABLE 2 C +.at "' t.e ff"$er6' COMPETENCB LEVEL (CL)-
CL %e8e%
CL' reA&"red "# pr"8ate 'e$tr p'"t"#'
CL' reA&"red "# p%"$e '&pprt p'"t"#'
CL' reA&"red "# perat"#a% p'"t"#' CL' reA&"red "# 'pe$"a%"'t p'"t"#'
CL >
!lanning and organising of people and resources o"er medium to long term D&a%"f"ed prfe''"#a% 4"t. pAe OR eA&"8a%e#t )SE
*ignificant budget accountability
>egotiation and influencing outside the 8orce
<ecision:ma%ing relating to resourcing issues $hich impact on other areas
*ignificant e&ternal representation
CL ?
Able to lead larger, more comple& teams !rofessional $ith post:qualification e&perience /e"el belo$ plus
<eeper e&perience or e&pertise
Able to negotiate and influence across the 8orce
Able to lead on resource utilisation and deployment Able to apply %no$ledge outside e&pertise area
Able to manage larger, more comple& pro2ects Able to carry out ad"anced research
CL ;
Able to lead a small team ?ualified professional NVD %e8e% ;
D&a%"f"ed prfe''"#a% OR eA&"8a%e#t )SE
Able to manage de"ol"ed budgets
Able to negotiate and influence at senior le"el
Able to lead on $or% utilisation and effecti"eness Able to apply %no$ledge $ithin e&pertise area
Able to lead small pro2ects -esearch and pro2ect leadership
CL 1
As C/ 3 plus, *tand:alone professional /e"el belo$ plus
ore e&perience or specialist %no$ledge
Able to plan ; organise resources o"er medium term
Able to ma%e comple& decisions $ithout guidance
Able to use initiati"e and 2udgement $ithout reference
to management
+as ad"anced coaching and training s%ills Able to coach to 2unior specialist staff
Able to handle $or% and resourcing issues $ith credibility and
confidence
Able to present information effecti"ely both
"erbally and in $riting
Able to super"ise large, comple& teams
Able to address specialist issues $ith rigour and
tenacity
CL 3
(f&%%
$#'ta3%e
%e8e%)
,a' ad8a#$ed 8$at"#a% '/"%%' a#d $!pete#$"e' :"r't f&%% p'"t"# # prfe''"#a% %adder NVD %e8e% 1
Part A&a%"f"ed prfe''"#a% r eA&"8a%e#t )SE
A3%e t '&per8"'e a#d $arr( &t pep%e de8e%p!e#t
A3%e t $!p%ete !a#a0e!e#t reprt'
A3%e t $!!&#"$ate effe$t"8e%( at 'e#"r %e8e%'
A3%e t pre'e#t 8er3a%%( a#d "# 4r"t"#0
,a' $a$."#0 a#d tra"#"#0 '/"%%' A3%e t addre'' 'pe$"a%"'t "''&e' 4"t. $#f"de#$e
A3%e t '$.ed&%e 4r/ a#d dea% 4"t. $#f%"$t"#0 4r/f%4
"''&e'
,a' effe$t"8e pr3%e! '%8"#0 '/"%%'
A3%e t a$A&"re /#4%ed0e f a#d &#der'ta#d $!p%e=
pr$e''e'5 pr$ed&re' a#d $#$ept'
A3%e t $a$. 7&#"r 'taff a#d 4r/' 4"t. t.er'
# pr7e$t' a#d a' tea! !e!3er
CL 2
+as 8$at"#a% s%ills and competencies (ntry le"el professional position or equi"alent
NVD %e8e% 3
Able to $or% $ithout super"ision
Able to super"ise and coach 2unior staff
Able to manage ; prioritise o$n $or%load and team1s
+as effecti"e presentation s%ills
Able to prepare standard management reports
Able to follo$ detailed processes and procedures Able to understand concepts and principles
Able to super"ise a small or non:comple& team Able to follo$ problem:sol"ing routines
Able to super"ise $or%flo$ and $or% allocation Able to $or% as team member on specialist issues
Able to act as a point of reference to 2unior staff
Able to follo$ through in"estigatory or analytical
processes
CL 1
NVD %e8e% 2
+as computer and spreadsheet9$ord processing proficiency
Able to $or% $ith others as a team member and colleague
+as standard communication s%ills
+as basic problem sol"ing, decision ma%ing and $or% organisation s%ills
Able to assimilate and process information
8
STAGE 3 +.at "' t.e ff"$er6' POTENTIAL 9OB LEVEL (P9L)-
#he third stage in assessing earnings potential is to assess the officer1s potential 2ob le"el 3!5/6. #he !5/ is,
3The level of job at which an officer has the potential to wor( ta(ing into account0
1. their officer job level 456#
%. their competency level 76#
2. all relevant information on the officer including physical abilities and s(ills/
TABLE 3 sho$s a range of different 2obs at se"en different !5/s. #hese se"en le"els align $ith the se"en 45/s and se"en C/s identified in stages 1 and 2.
#he follo$ing types of 2obs are sho$n,
pri"ate sector positions
police support positions
I# positions
!lease note,
We ha"e also sho$n the police support grade at $hich these positions $ould typically be e"aluated by different forces
We ha"e sho$n 2obs at the le"el .(/4W !5/1 to support a more accurate assessment of the officer1s 2ob potential
ore detail on these positions is sho$n in the appendices
9
TABLE 3 C +.at "' t.e ff"$er6' POTENTIAL 9OB LEVEL (P9L)
P9L %e8e%
Pr"8ate 'e$tr p'"t"#' at t."' %e8e%
SEE APPEN*IX 3 :OR MORE *ETAIL
P%"$e '&pprt p'"t"#' at t."' %e8e%
SEE APPEN*IX 1 :OR MORE *ETAIL
IT p'"t"#' at t."' %e8e%
SEE APPEN*IX ; :OR
MORE *ETAIL Be't e=a!p%e' Ot.er e=a!p%e' Be't e=a!p%e' Ot.er e=a!p%e' Grade
P9L >
+;* anager
#ransport9/ogistics gr
Claims or 8raud anager
*enior ?uality anager 8leet anager Ad"anced *(4 positions MB1
Communications anager
I# anager
P9L ?
.roader or more comple&,
+;* team leader
#ransport9/ogistics *hift gr
Claims or 8raud #eam /eader
?uality anager
*enior business analyst 3team
leader6
.roader or more comple&
4perations centre manager
*4C4 team leader
8orce:$ide co:ordination or
liaison positions
*tandard *(4 positions
3!5/06
8orce sur"eyor
8orce engineer
Contracts manager
edia relations manager
Ad"anced +(4 positions
3!5/)6
PO;E
PO?
.roader or more comple& team
leader roles 3in any of the
specialist areas sho$n at 5/3 and
5/'6
P9L ;
+;* team leader
#ransport9/ogistics *hift gr
Claims or 8raud #eam /eader
*ecurity anager
.usiness analyst 3team leader6
4perations centre manager
*4C4 team leader
8orce:$ide co:ordination or
liaison positions
PO3E
PO1
#eam leader roles 3in any of the
specialist areas sho$n at 5/3 and
5/'6
P9L 1
.roader or more comple&,
+;* professional
#ransport9/ogistics *uper"isor
Claims or 8raud specialist
*enior .uyer or Contracts
4fficer
*enior business analyst
Wor%shop ser"ice super"isor
.roader or more comple&
4perations centre super"isor
*4C4
*enior fingerprint officer
*tandard +(4 positions
3!5/'6
4ccupational health ad"isor
Area sur"eyor
Internet $eb designer
Contracts co:ordinator
Alarm inspector
<ri"er training super"isor
Identification suite manager
*tandard (4 positions
3!5/36
PO1E
PO2
.roader or more comple&,
>et$or% 4fficer
Communications 4fficer
<atabase Administrator
I# *upport 4fficer
P9L 3
(f&%%
$#'ta3%e
%e8e%)
,FS prfe''"#a%
Tra#'prtEL0"'t"$'
S&per8"'r
C%a"!' r :ra&d 'pe$"a%"'t
B&(er r C#tra$t' Off"$er
Se#"r A&a%"t( 'pe$"a%"'t
App%"$at"#' e#0"#eer
Operat"#' $e#tre
'&per8"'r
SOCO
:"#0erpr"#t ff"$er
SO1E
SO2
Net4r/ Off"$er
C!!&#"$at"#' Off"$er
*ata3a'e Ad!"#"'tratr
IT S&pprt Off"$er
IT tra"#er (."0.er %e8e%)
P9L 2
+;* technician
#ransport administrator
Claims or fraud officer
*ecurity co:ordinator
.us inspector super"isor
?uality specialist
Contracts officer
.usiness analyst
*mall operations centre
super"isor
(ntry le"el *4C4
<og handler
8irearms trainer
<ri"ing instructor 3pursuit6
Coroners officer
Chief Constable1s dri"er
@ehicle e&aminer
!hotographer
!rint -oom *uper"isor
!erformance -e"ie$ 4fficer
8irst Aid #rainer
<es% top publisher operator
8ingerprint officer
S$a%e ?
I# trainer
.roader or more comple&,
I# support specialist
I# support des% super"isor
<atabase analyst
P9L 1
+;* technician
+A@ dri"er
Claims or fraud officer
*ecurity super"isor
8ully qualified tradesperson
Call centre operator 3sales6
?uality auditor
!C*4
4ps Centre 4perator 3/36
8irearms (nquiry 4fficer
/ocal intelligence cler%
<ri"ing instructor
S$a%e ;
I# support specialist
I# support des% super"isor
<atabase analyst
Le8e%
3e%4
P9L 1
+;* cler%
/A@ dri"er
Claims9fraud cler%
*ecurity guard
#ic%et inspector
Call centre operator 3non:sales6
5unior quality auditor
Wor%shop repair technician
4ps Centre 4perator 3/26
Custody 4fficer Assistant
<etention 4fficer
<ri"er
Camera operator
Carpenter
@ehicle e&aminer
S$a%e 1
I# help des% administrator
Computer operator
<atabase administrator
1
0
STAGE 1 +.at are !ar/et 3a'e 'a%ar"e' fr ea$. POTENTIAL 9OB LEVEL (P9L)-
#he fourth stage in"ol"es loo%ing up the mar%et base salaries for the potential 2ob le"el.
TABLE 1 sho$s mar%et base salary le"els in the general =B industrial, ser"ice and public sector organisations. #hese include a high number of large
organisations as $ell as medium siCed ones. #he follo$ing notes may be useful in using #A./( ).
1. #A./( ' sho$s #at"#a% salary le"els. In other $ords, the salaries sho$n include base salaries of 2obholders in /ondon and the south:east.
2. #he salary le"els sho$n are annualised contractual base salary i.e. they "#$%&de fi&ed bonuses and regional allo$ances but e=$%&de shift premia,
allo$ances and o"ertime
3. -egional "ariations on the #A./( ' salary le"els are as follo$s,
Inner /ondon 10D to 1E.)D abo"e national le"els 3depending on 2ob le"el6
4uter /ondon 0D to FD abo"e national le"els
-egional i.e. outside /ondon and the south:east 2D to )D belo$ national le"els
*outh:east 3e&cluding Inner and outer:/ondon6 $ithin 2D of national le"els
TABLE 1 +.at are !ar/et 3a'e 'a%ar"e' fr ea$. POTENTIAL 9OB LEVEL (P9L)-
Pte#t"a% 73 %e8e% (P9L)
P%"$e
'&pprt
'taff 0rade
Septe!3er 2013 #at"#a% 3a'e 'a%ar( %e8e%'
L4er A&art"%e Med"a# Upper A&art"%e
!5/ E MB1 G'3,E11 G'F,')1 G)0,)1)
!5/ 0 PO;E PO? G3E,E)0 G'2,F3H G'F,3'0
!5/ ) PO3E PO1 G33,00' G3E,30F G'2,3HE
!5/ ' PO1E PO2 G2F,030 G32,F22 G3E,E)0
P9L 3 (f&%% $#'ta3%e %e8e%) SO1ESO2 G2;5>20 G2H51>2 G335>>>
!5/ 2 S$a%e ? G22,F)F G20,2E1 G30,'0)
!5/ 1 S$a%e ; G20,0'1 G23,)10 G2E,20'
.elo$ !5/1 S$a%e 1 G1H,HE) G21,30' G2',3F'
1
1
STAGE ; +.at "' t.e ff"$er6' EARNINGS POTENTIAL-
TABLE 1 sho$s upper quartile, median and lo$er quartile mar%et base salary le"els.
We no$ need to consider $hether a position or person $ould attract a base salary higher, lo$er or in line $ith the mar%et median.
TABLE ; assists in this. It sho$s the type of position and the type of person $ho $ould typically command or attract an upper quartile, median or lo$er quartile base
salary.
TABLE ; C +.at "' t.e ff"$er6' EARNINGS POTENTIAL-
L4er A&art"%e 3a'e 'a%ar( Med"a# 3a'e 'a%ar( Upper A&art"%e 3a'e 'a%ar(
P'"t"#' at
t."' 'a%ar(
%e8e%
!ositions in lo$er paying sectors e.g.
retail
catering ; hospitality
logistics ; transportation
construction
P'"t"#' "# 'e$tr' 4."$. d #t
t(p"$a%%( pa( a38e r 3e%4 t.e !ar/et
!ed"a#
PLEASE NOTE T,AT MOST PUBLIC
SECTOR ORGANISATIONS ,AVE A
SALARB POLICB O: IUP TO
ME*IAN6
T.erefre t.e !a7r"t( f pep%e "#
p&3%"$ 'e$tr r0a#"'at"#' 4&%d .a8e
'a%ar"e' &p t r ar&#d t.e !ar/et
!ed"a#2
!ositions in higher ris% or higher
paying sectors e.g.
oil
pharmaceuticals
finance 3historicallyI6
Pep%e at t."'
'a%ar( %e8e%
!eople $ho $ould need significant
training, familiarisation and time in the
role before becoming fully proficient
!eople $ho $ould be unli%ely to
progress to positions at higher 2ob le"els
Pep%e 4. 4&%d perfr! t.e r%e at
t.e f&%%( a$$epta3%e %e8e% after "#"t"a%
tra"#"#0 a#d fa!"%"ar"'at"#
Pep%e 4. !a( pr0re'' t p'"t"#' at
."0.er 73 %e8e%' 8er t"!e
!eople $ho $ould clearly 7hit the
ground running1 on appointment
+igh calibre people $ho $ould soon
progress to positions at higher 2ob
le"els
1
2
STAGE ? TESTING T,E ASSESSMENTS
We should no$ ha"e the follo$ing assessments,
1. 4fficer 2ob le"el 345/6
2. Competency le"el 3C/6
3. !otential 2ob le"el 3!5/6 and mar%et salary le"els for the !5/
'. !otential earnings 3based on $hether the officer $ould command a mar%et lo$er quartile, median or upper quartile base salary6
We need to test these assessments to establish $hether they are defensible. #$o e&amples may help to demonstrate ho$ this can be done
E=a!p%e Off"$er 73
%e8e%
C!pete#$(
%e8e%
Pte#t"a%
73 %e8e%
Ear#"#0'
pte#t"a%
C!!e#t'
1
Constable $ho has,
carried out more comple&
constable roles at 45/3
good transferable s%ills
good potential
45/3 C/3 !5/3
edian
3G2F,'E26
=pper
3G33,EEE6
Aood alignment bet$een his9her 45/, C/ and !5/ i.e. all
le"el 3.
Would perform !5/ 3 2obs after reasonable training etc
*o median salary appropriate
2
Constable $ho has
carried out -!= and
neighbourhood constable roles
at 45/2
has not carried out any training
in the last ) years
has demonstrated no learning
s%ills or potential to ta%e on
additional duties or $or%
45/2 C/2 !5/2
edian
3G20,2E16
/o$er
quartile
3G22,F)F6
Carried out officer roles at 45/2
*%ills are not particularly transferable 3C/26
5obs for $hich he9she has potential are at !5/2
>o e"idence of attending discretionary training courses
etc.
*o lo$er quartile salary appropriate
1
3
TABLE ? C IN:ORMATION NEE*E* IN ASSESSING O::ICER EARNINGS POTENTIAL
:a$tr D&e't"#' t $#'"der S&r$e' S&00e't"#' "f "#fr!at"# "' "#$!p%ete r "#$#$%&'"8e
O
f
f
"
$
e
r

7

3

%
e
8
e
%

(
O
9
L
)
What roles has the officer carried out in his9her careerJ
+as he9she demonstrated aptitude for more ad"anced
rolesJ
<oes their training record demonstrate potential to
carry out more ad"anced rolesJ
If they ha"e carried out ad"anced training, is there
e"idence that they ha"e used it in an officer roleJ
If they are on restricted duties, $hat support roles has
the officer carried outJ
Career history
#raining
courses 3in
particular
details of
ad"anced
training courses
and follo$:up
$or%6
O9L 3 "' t.e %e8e% at 4."$. a f&%%(<e=per"e#$ed $#'ta3%e '.&%d
perate r 3e $apa3%e f perat"#02
At t."' %e8e%5 .eE'.e 4"%% .a8e@
$arr"ed &t a ra#0e f p%"$e r%e' 4."$. reA&"re ad8a#$ed r
'pe$"a%"'t '/"%%'
de!#'trated t.e f&%% ra#0e f $#'ta3%e '/"%%' a#d
$!pete#$"e'2
A# O9L 2 a''e''!e#t $ould be more appropriate if there is no
e"idence of the abo"e
C

!
p
e
t
e
#
$
(

%
e
8
e
%

(
C
L
)
+as the officer,
sho$n super"ision and leadership s%illsJ
demonstrated good I# s%illsJ
carried out study or training $hile in the 8orce or
outside the 8orceJ
sho$n any aptitude for ad"anced or more
demanding rolesJ
If so, ho$ strong is the e"idenceJ +a"e these s%ills,
competencies, aptitude been used effecti"ely or
regularlyJ
What e"idence is there in !<-s or else$here to
indicate either,
additional or ad"anced competencies
de"elopment needs or s%ills gaps
Career history
!<-s
O9L 3 "' t.e t(p"$a% %e8e% at 4."$. a f&%%( e=per"e#$ed $#'ta3%e
'.&%d perate r 3e $apa3%e f perat"#02
At t."' %e8e%5 t.e ff"$er 4"%% .a8e@
$arr"ed &t r%e' 4."$. "#8%8e e%e!e#t' f $a$."#0 a#d tea!
%eader'."p
de!#'trated t.e a3"%"t"e' a#d $!pete#$"e' e202 pr3%e!<
'%8"#05 "#"t"at"8e5 %eader'."p5 t ta/e # !re de!a#d"#0 r%e'
de!#'trated t.e "#te%%e$t&a% a3"%"t( t $arr( &t O9L3 r%e'
A# O9L2 a''e''!e#t $ould be more appropriate f there is no e"idence
of the abo"e.
P

t
e
#
t
"
a
%

7

3

%
e
8
e
%
(
P
9
L
)
+as the officer,
particular s%ills that $ould qualify him9her for
certain types of 2obJ
the ability to carry out 2obs $ith a significant
intellectual contentJ
a medical condition or disability $hich rules out
certain %inds of 2obJ
Career history
edical reports
#raining record
#he emphasis should be both on identifying 2obs that an officer
C4=/< carry out and C4=/< >4# carry out
It may be useful to,
select ) 2obs from #A./( 3 that the officer $ould be capable of
carrying out
select ) 2obs from #A./( 3 that he9she $ould #t be capable of
carrying out
re"ie$ the 2ob le"els of these 2obs
1
4