Roles, expectations and responsibilities for police officers and policing staff roles.
Updating the policing professional profiles
We're moving all the policing professional profiles (PPP) to the College website. While this takes place, some roles from the PPP are only available on College Learn. You can browse the roles on the College website but may be directed to College Learn to view the role in full.
College Learn can only be accessed by those who work in policing as it requires you to log in. If you do not work in policing and want to view a role, please email: professionaldevelopment@college.police.uk.
If you have any other queries or would like to give any feedback about the PPP, please email: professionaldevelopment@college.police.uk.
The policing professional profiles are written by the College with support from subject matter experts. They set the national standards for policing roles and provide information about that role in one place.
- Browse the policing professional profiles
- Find out more about the policing professional profiles
- Understand the structure of the policing professional profiles
Browse the policing professional profiles
About the policing professional profiles
The policing professional profiles (PPP) support professional development. They align with:
- apprenticeship and leadership standards
- authorised professional practice (APP)
- national curriculum
The PPP are national roles so most forces have people in these roles. They also cover specialist roles that not all forces have, for example, mounted policing. The PPP give clear information about the behaviours expected in policing roles, driving consistency across forces.
Each role explains the:
- purpose of the role
- responsibilities
- expected competencies and behaviours
- core skills required
- education, knowledge and experience for the role
- relevant continuing professional development (CPD)
Purpose
PPP are used by all areas of policing to support and underpin their work.
- Post holders can understand what they are accountable for. They are also able to see the essential skills, experience and qualifications for any role. This means they can explore potential progression, development, and educational opportunities.
- Line managers can objectively review performance and inform personal development plans.
- HR managers can evaluate jobs, and use the profiles in recruitment, deployment, and promotion processes.
- Learning and development managers can identify training needs, develop training plans and provide effective CPD opportunities.
- Forces can use the profiles for organisational review and development.
Structure
The profiles are structured in five organisational levels. This helps with:
- mapping out progression routes
- individual career planning
- promotion
The ranks and roles may not fit into the levels in all forces or there may be a degree of overlap. Policing staff roles are also included, recognising technical expertise in the same structure.
Organisational levels
- Service deliverer – for example, constable, police community support officer (PCSO) and specialist practitioner.
- Team leader or technical lead – for example, sergeant and first line manager.
- Manager or expert adviser – for example, inspector, chief inspector and specialist manager.
- Service function lead – for example, superintendent, chief superintendent and police staff function leader.
- Force leader – for example, assistant chief constable, deputy chief constable and chief constable.