Page 37 - Aanbevelingen om de integriteit

Performance evaluation

187. Performance evaluations are important mechanisms in the NPN and the KMar to assess the
conduct and integrity of law enforcement officials throughout their career. These are carried out
periodically in the form of interviews/discussions between mangers and staff. The topic of integrity is
a permanent part of the performance exercises.

188. At the NPN, the discussions focus on personal results. The interview cycle consists of four
interviews: the personal results interview, progress interview, performance review and career
development. The personal results interview deals with the employee’s contribution to the
objectives to be achieved and what the employee needs for that purpose. The progress interviews
looks at developments in relation to the arrangements that have been made. The performance
review covers the employee’s performance during the past and coming period. The career
development interview aims at developing personal qualities and talents, and at developing the
employee’s career. These exercises are done at least once a year, but can be made more often if
need be. In addition, an appraisal interview between the employee and the manager may be held at
the employee’s request or if the manager believes there is reason for doing so.

189. Similarly, in the KMar, managers assess the performance of staff. This starts at the
introductory job talk, during which the employee is informed about what the position entails,
followed by the annual performance reviews, which in addition to performance also includes working
conditions, personal and professional relationships and developments, and current and future
positions. During the appraisal interview, the supervisor informs the employee of their evaluation.
This is a one-sided opinion of an employee’s performance based on specific acts and conduct and
competences. Finally, an exit interview may be planned when the employee leaves the position
during which the entire work period is discussed.

Rotation

190. At the NPN some riskier organisational units have a prescribed service period, with a
minimum and maximum length of service. For other units, rotation is encouraged but not obligatory.
The length of service in the Special Interventions Division is seven years (with a possibility of three
years extension) and in the Criminal Intelligence Team four years (with a possibility of two
extensions). Police officers who are deployed to assist the Criminal Investigations Cooperation Team
are assigned for a maximum of five years to work in the partnership that is responsible for combating
serious and organised cross-border crime in the Netherlands Antilles. A minimum period of four
years and maximum six/eight/ten years applies to undercover work (Undercover Operations). A
prescribed service period of at least five years applies to employees of the Central Security and
Protection Division. For liaison officers a maximum four-year period applies, with a possible one-year
extension.

191. A job rotation system applies to Defence, including KMar personnel. Military personnel are
assigned to their position for a three-year period. Specific job categories form an exception to this
rule. In these cases, the term is six years with a possibility of a one-year extension. An example of this
would be an expert in a special subject area. These positions are listed in the AMAR Implementing
Regulation. In principle, KMar employees cannot be considered for another position during the first
two years in their position. The job assignment process commences in their third year in that
position. Some positions within the KMar have a maximum length of service. This includes positions
on the Criminal Intelligence Team (TCI), where the maximum term is legally fixed at four years, with a
possibility of extending that term twice for a further two years.

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