UK Police Sift (SJT) key terms

The documented set of standards and behaviours expected of everyone working in policing in England and Wales, covering honesty, integrity, respect and fairness, and used to judge whether conduct is acceptable.

Doing the right thing even when no one is watching, and refusing to lie, cheat or cut corners, so that your word can be trusted by colleagues and the public.

Treating every person and situation on its merits, without favouritism or prejudice based on who someone is, what they look like or how they behave towards you.

The lawful freedom to choose between reasonable courses of action in a given situation, exercised within policy and the law and always capable of being explained and justified afterwards.

A situation where a personal relationship, financial interest or other private concern could improperly influence your professional decisions, meaning it must be declared and then managed or avoided.

Keeping personal and operational information secure and sharing it only with people who genuinely need it for a lawful policing purpose, in line with data protection rules.

Using the power or status of a police role for personal gain, to intimidate, or to treat someone unfairly, rather than for a legitimate policing purpose.

Raising a genuine concern about wrongdoing, misconduct or danger inside your organisation, through the proper channels, so that it can be investigated and corrected.

Applying physical or other coercive control to a person, which is only acceptable when it is lawful, necessary and proportionate to the level of risk faced.

Automatic, unexamined assumptions about groups of people that can quietly shape how you treat someone, which is why decisions should be checked against evidence and objective criteria.

Giving someone your full attention, showing that you are following what they say, and checking your understanding rather than simply waiting for your turn to speak.

Recognising and acknowledging what another person is feeling, and showing that you understand their situation, without necessarily agreeing with them or taking their side.

A question that cannot be answered with a simple yes or no and invites the other person to explain, describe or expand, for example asking what happened next.

A question that invites a short, specific answer, often yes or no, useful for confirming facts or gaining a commitment but limited for gathering a detailed account.

Briefly restating the main points of what someone has told you, to confirm accuracy, show that you have listened and agree what happens next.

The messages sent through posture, eye contact, facial expression, tone and pace of speech, which often carry more weight than the words themselves.

Using calm words, careful body language and time to reduce tension and lower the risk of a situation turning into confrontation or violence.

Stating clearly and calmly what you need or believe while still respecting the other person, standing your ground without becoming aggressive or simply giving in.

Cooperating with other agencies and teams, sharing relevant information and agreeing who does what, so that the person involved receives a joined-up response.

Someone who, because of age, illness, disability, dependence or their circumstances, is at greater risk of harm or exploitation and may need extra support or safeguarding.

A structured framework used by police to make and review decisions: gather information, assess threat and risk, consider powers and policy, identify options, act, then review the outcome.

Judging how likely a harmful event is and how serious it would be, so that limited resources can be directed where they reduce harm most.

Making sure the action taken is no more than needed to achieve the legitimate aim, balancing the harm it may cause against the harm it prevents.

A set of risk principles used in policing that prompts you to weigh threat, harm, risk, investigative opportunity, vulnerability and engagement when deciding how to respond.

A problem-solving cycle in which you scan for and identify the problem, analyse what causes it, respond with a tailored plan, then assess whether that plan worked.

Listing the realistic courses of action available, comparing their likely benefits, risks and consequences, and choosing the one that best fits the law and the need.

Being alert to what is happening around you, including people, hazards and changes in mood, so that you can anticipate problems rather than only reacting to them.

Testing your own assumptions and the information you have been given, looking for gaps and alternative explanations before settling on a conclusion or a course of action.

A brief written record of what you decided, why, what you considered and who was informed, created so that the reasoning can be explained or reviewed later.

The ability to keep functioning effectively under pressure, recover from setbacks and adapt to changing or difficult circumstances without losing judgement or standards.

Noticing your own feelings, such as anger, fear or frustration, and managing them so that they do not drive how you speak or act towards other people.

An accurate understanding of your own strengths, triggers, limits and impact on other people, which allows you to adjust your behaviour before problems arise.

Taking ownership of your decisions and actions, explaining them honestly, and accepting responsibility for mistakes rather than blaming other people or circumstances.

Regularly reviewing what you did, what happened and what you would do differently, so that experience turns into improved judgement rather than just repetition.

Your physical and mental health and your capacity to cope with the demands of the job, which needs active management and is a shared responsibility with your employer.

The cumulative emotional effect of repeated exposure to other people's suffering and distressing incidents, which can change how you think, feel and behave.

Being willing to speak up or act on what is right even when it is unpopular, uncomfortable or could cost you personally.