This masterclass provides a theoretical and practical framework to help you understand performance and achieve a more objective approach to performance management.
What do we mean when we use the word ‘performance’? It is often used to describe performance indicators, yet most people know there must be more to it than that: an increase in a statistic does not necessarily mean there is an improvement in performance. The very word is ambiguous, and yet it has been dominant in police management for more than two decades.
And once we have distinguished between the evidence and the reality of performance how do we make sense of the evidence of performance indicators (and other information), so that we can make informed decisions to maintain or improve performance?
This masterclass provides a theoretical and practical framework for understanding performance, and for achieving a more objective approach to performance management.
What the course covers
• Setting the scene – evidence and reality
• The essential concepts and distinctions of performance
• Problems of interpretation 1 – random variation
• Problems of interpretation 2 – subjectivity and bias
• Achieving informed decision making
• The essential nature of analysis
• Practical implications for performance management
This Masterclass is one of two essential introductions to the problem of police performance (see also Improving Performance) and is recommended for anyone involved in managing, understanding, improving or analysing police performance.