Information about the role of a contact centre deputy operations manager, including the role purpose, key responsibilities and the skills required.
About the role
A contact centre deputy operations manager is a control centre position within the operational support sector of policing. It's a manager role in the policing professional profiles.
Role purpose
Working as part of the senior contact management team, providing supervision, leadership and motivation as the deputy operations manager to help the department provide a high quality service. Providing a key liaison, co-ordination and communication role for the public, police and external agencies to achieve a prompt and efficient fulfilment of enquiries.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Overseeing the emergency and non-emergency call handling service and reacting to emerging problems to ensure the department consistently and effectively provides an excellent service to the public.
- Providing clear, effective and visible leadership for own area of responsibility and providing support to staff in managing an excellent service to the public.
- Developing and managing quality assurance and crime data integrity processes to ensure compliance with national standards.
- Managing team supervisors to ensure standards of quality, efficiency, staff performance and personnel issues are maintained.
- Providing support to ensure the training and development needs of the department are met.
- Investigating and resolving any complaints received internally and externally to ensure an excellent service is provided and promoted to the public and areas and to identify areas for improvement.
- Representing the contact centre operations team at internal and external meetings to promote the work of the team and ensure this aligns to wider organisational values and objectives.
- Reporting key performance, development and risk areas appropriately to the contact centre manager to ensure effective strategic decision-making.
Competencies, values and core skills
The competency and values framework (CVF) provides clear expectations for everyone working in policing. It describes the behaviours required by police officers and staff to be effective in their roles and uphold the Code of Ethics for policing.
Competencies
The CVF has six competencies, which are split into levels. These levels can be used flexibly to allow for a better fit with frontline and non-frontline policing roles, and at different levels of seniority. This ensures that there is consistency throughout all the policing professional profiles. Some roles may contain different CVF levels due to the specialist nature of the role. Those working at higher levels should also fulfil the requirements of the lower levels.
This role should be operating at or working towards the following competencies.
- We are emotionally aware – Level 2: supervisor or middle manager
- We take ownership – Level 2: Supervisor or middle manager
- We collaborate – Level 2: supervisor or middle manager
- We support and inspire – Level 2: supervisor or middle manager
- We analyse critically – Level 2: supervisor or middle manager
- We are innovative and open-minded – Level 2: Supervisor or middle manager
Values
The CVF has three values. These values apply to everyone in policing, regardless of their role or seniority.
Core skills
All roles in policing have nine core skills in common. These are split into levels that represent the different levels of policing.
This role should be operating at or working towards the following core skills.
- Communicating and influencing – Level 3
- Problem solving – Level 3
- Performance management – Level 3
- Relationship management – Level 3
- Change management – Level 3
- Managing people – Level 3
- Managing resources – Level 3
- Planning – Level 3
- Use of IT – Level 3
Education, qualifications and experience
To achieve effective performance in the role, the following standards, training and qualifications should be met.
Previous education, qualifications and experience
- Experience of team or department management, including evidence of dealing with a range of human resource policies and issues.
- Experience of working in a customer-facing environment and dealing with the public.
- Experience of change management and development and implementation of new processes.
- Experience working in a contact-handling environment.
- Knowledge of applicable data protection and information handling legislation.
In-role education, qualifications and experience
- None specified.
Continuing professional development
Continuing professional development (CPD) enables everyone in policing to develop and gain recognition for their professional skills, knowledge and competence.
CPD ensures that we continue to provide high-quality policing to keep the public safe and help to drive career aspirations. Discussion of CPD is usually included as part of professional development review (PDR) conversations.
Learning and accreditation
- Complete all core training and learning required by the force.
- Any exemptions to learning and accreditation requirements are at chief constable discretion, in line with the local force policy.
Professional development
This role should consider the following CPD:
- maintaining knowledge and understanding of police regulations and College of Policing guidance, good practice and any local policy applicable to contact centre operations and leading and managing teams
- maintaining knowledge and understanding of new approaches identified by evidence-based research, problem solving and team working and synthesising these into working practice
- maintaining knowledge and understanding of performance management and ensuring it is implemented effectively when leading and managing teams
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