MPS Approach to Talent Management and Succession Planning

Report: 4
Date: 14 January 2010
By: Chief Executive

Summary

The purpose of this paper is to provide an update on the MPS approach to talent management and succession planning, with a specific focus on work being undertaken across four strands to identify, develop and progress talent across the MPS.

A. Recommendation

That Members note the progress highlighted within the report.

B. Supporting information

Introduction

1. The last report provided to the MPA on talent management and succession planning was in October 2008, following the MPA Scrutiny into this area in late 2007. Subsequently there have been many changes in both MPA membership and committee arrangements, and significant progress achieved in implementing the MPS talent management framework. This briefing, therefore, provides information on:

• Background
• Identifying, developing and progressing talent through four workstreams (the High Potential Programmes, the Promoting Difference Programme, broader talent management interventions and succession planning)
• Measuring success

Background

2. In late 2007, the MPA initiated a Scrutiny into Talent Management and Succession Planning within the MPS. The MPS welcomed the Scrutiny, with many of the areas to which the Scrutiny related already under review. The MPS response in April 2008 set out the new MPS talent management framework as the model for the future management and progression of talent in the organisation. The framework provides for talent initiatives and programmes to support talent at all levels of the organisation, with the aim of developing and progressing a continuous and more representative stream of talented individuals with the right skills and experience to deploy in critical posts. The approach represents a fundamental change to how talent is managed in the MPS.

3. 18 months on there have been significant developments, improvements and achievements across our talent processes. Highlights include:

• Establishment of a dedicated Talent Management Team, located within the Leadership Academy, with clear accountability for setting talent management policies and processes for the organisation
• Launch of the MPS positive action strategy, with the aim of improving representation. The MPS now has an extensive menu of positive action opportunities available through the Promoting Difference Programme with a clear impact on the promotion, progression and development of police officers and staff from under-represented groups [see para. 56 below]. The MPS has also successfully launched the Equip to Achieve Programme, with a review of the first cohort [14 BME officers] showing strong results in respect of their progression, with one promoted to superintendent, one to chief inspector, one constable successfully selected onto the national High Potential Development Scheme [HPDS] and eight inspectors/chief inspectors successful in the Emerging Leaders Programme assessment process [see below]
• Recent launch of the Emerging Leaders Programme, a high potential scheme for officers [at inspector and chief inspector rank] and police staff [at Band D, C and equivalent level]. 31 individuals were selected onto the programme, including 10 minority ethnic candidates. Once on the programme, officers can then access the preferential work-based assessment promotion pathway up to superintendent
• Extension of the promotion pathway for high potential officers up to superintendent rank, using work-based assessment, to ensure the fast-track progression of high potential officers is balanced with rigorous scrutiny of workplace performance and delivery within operational roles. To date, three high potential officers have completed the work-based assessment process and have been substantively promoted to superintendent rank, including one BME officer
• Introduction of more rigorous career and performance management processes for high potential scheme members to fulfil the Commissioner’s Vision of a scheme that is challenging to get onto and to stay on, but easy to be removed from if an individual no longer demonstrates the requisite potential
• Development of a graduate recruitment strategy to ensure the MPS is positioned effectively within the graduate market, so that we attract top quality graduates into the organisation and onto our high potential programmes
• Work with a number of TP Boroughs and other commands to explore how they can better identify and nurture their talent, leading to the introduction of a series of local talent management initiatives and programmes.

[Detailed progress against the original recommendations from the MPA Scrutiny paper can be found in Appendix A].

Identifying, developing and progressing talent through the high potential programmes

Attraction

4. Historically, evidence has suggested that the full talent pool is not being tapped into, with students from ‘top’ universities or those universities with a higher proportion of BME students often knowing little about a career in policing. Equally, the national High Potential Development Scheme [HPDS] has not assisted with attracting high calibre graduate recruits as the recruitment of officers is through the normal recruitment process and those successful then apply for HPDS selection. This has resulted in a lack of focus on graduates with nearly all high potential officers coming from currently employed officers and not from new recruits.

5. In conjunction with the MPS HR Recruitment Team, the Talent Management Team has been carrying out targeted work in this area, aimed at the top universities and other under-represented groups.

6. Specifically, the Talent Management Team has delivered a number of bespoke graduate events designed to target graduates from Russell Group universities. Membership of the Russell Group universities is based on the quality of research capability at a university and they are seen in the UK as being some of the best in the world for academic achievement and calibre of graduate. Currently there are 20 UK universities within the Group. The graduate events aim to attract high calibre graduates to a career within the MPS, with a specific focus on promoting the opportunities available through the HPDS. By design, these events target small volume numbers, but demonstrate strong success in respect of attendees subsequently applying and being accepted into the MPS. The next graduate event is scheduled for January 2010.

7. As part of the graduate attraction strategy, the Talent Management Team is working closely with the National Policing Improvement Agency [NPIA] to pilot a formal graduate entry route into the MPS and onto the HPDS, providing the opportunity for the graduates who attended our most recent graduate event to take SEARCH [Structured Entrance Assessment for Recruiting Constables Holistically], and subject to passing this, fast-tracking them to the final two stages of the national HPDS selection process. If successful, they will then join the HPDS when they start with the MPS. These graduates are in addition to those serving officers that the MPS recommended for the HPDS assessment process this year.

8. In addition to this, the MPS is also developing plans to launch a summer internship scheme for high calibre ethnic minority graduates in support of our positive action initiatives. The Talent Management Team is working closely with HR Recruitment to utilise existing links with London Universities that enjoy high representation from diverse communities. The scheme will draw on learning from the pilot undertaken last year with post-graduate students from Middlesex University. It is anticipated that the internship scheme will launch in 2010 and will complement any national approach taken by the NPIA.

High Potential Development Scheme [HPDS]

9. The HPDS is a national scheme led by the NPIA. The revised HPDS was launched in 2008 and is open to police officers of the rank of constable and sergeant. Previously, the HPDS was open to police officers of the rank of constable through to chief inspector. The aim of the scheme is to identify and develop those with potential to reach the rank of superintendent [and possibly beyond] more rapidly than other officers. In order to assist this more rapid progression through the ranks, the scheme provides members with enhanced development opportunities and a preferential promotion pathway.

10. The MPS currently has 85 members on the HPDS. Of these, 60 are members of the pre-2008 HPDS and 25 are members of the revised HPDS. Nationally there are 402 members, comprising 270 members on the pre-2008 HPDS and 132 on the revised HPDS. The MPS has 21% of all scheme members.

11. The diversity breakdown of all current 85 members shows that within the MPS, 34% of members are female [compared with 29% nationally] and 7% black and minority ethnic officers [compared with 6% nationally].

12. The pre-2008 HPDS will continue to run in parallel with the revised 2008 HPDS up until the close of March 2010 for those officers who were inspectors or chief inspectors on 1st April 2008. For officers who were substantive constables or sergeants on 1st April 2008, this will be extended until the close of March 2012. Of the 33 pre-2008 inspectors and chief inspectors, 18 opted to apply for the Emerging Leaders Programme [with 7 of these officers proving successful in the assessment process].

13. Historically, the national HPDS has not had a strong track record in selecting BME officers onto the scheme. Statistics from 2008 [the launch of the revised HPDS selection process] show that 7% of all MPS applicants were black and minority ethnic officers. Overall, 22% of all white candidates passed all three stages, whereas 0% of black and minority ethnic officers were successful. 5 out of the 6 BME officers recommended by the MPS were filtered out by the ability tests used at Stage Two of the national selection process.

14. MPS concerns around the Stage Two selection process were registered with the NPIA at the beginning of 2008 and, with the consent of the NPIA, the MPS Talent Management Team commissioned an independent Occupational Psychologist, Charles Woodruffe, to undertake a full review of the ability tests. His report found that there was evidence of adverse impact on black candidates and, furthermore, there was little relationship between performance on the tests and future success as a superintendent. The report was shared with the NPIA and a meeting held between the MPS Talent Management Team and the NPIA to agree a way forward. It was subsequently agreed that for this year Stage Two would not operate as a discrete filter and all candidates would undertake both Stage Two and Stage Three of the selection process. The ACPO lead for the national HPDS, Anil Patani, has also been consulted and is working with the NPIA and ACPO leads across Forces to develop a more sustainable solution for selection processes in future years. It is not clear yet what this will look like, although it may involve the removal of the ability tests completely.

15. The selection process for the 2009 national HPDS has recently completed. 31 candidates were recommended by the MPS [of these 31 candidates, six were female and five were BME, including four Equip to Achieve constables and sergeants]. Six of the MPS candidates were selected to join the next cohort of the HPDS [with 54 officers selected nationally]. The MPS had the highest scoring candidate nationally. Of the six selected from the MPS, three are female and one is a BME female [member of the Equip to Achieve Programme]. Of the 54 officers selected nationally, 22 [40.7%] are women and three [5.5%] are BME. These figures are higher than the police service as a whole [25.1% of officers are women and 4.4% are from a BME background]. The number of women in the cohort is encouraging in terms of improving the diversity of the service and its future leadership. However, while the proportion of BME officers in the cohort is above the overall police population, in real terms the number of BME officers remains small. The number of officers selected from the MPS is also smaller than anticipated. The MPS Talent Management Team will be working closely with the NPIA Leadership Services Team over the next few months to examine ways in which we can better identify, prepare and develop officers for success in the national HPDS selection process, including those from under-represented groups.

16. A full evaluation of the HPDS was undertaken in 2008, with the aim of reviewing the effectiveness of the implementation of the scheme within the MPS. The evaluation showed that members of the HPDS are more likely to gather more skills, experience and attain a higher rank than non-members. Key highlights from the findings report that nearly 80% of members felt the programme had enabled them to gain promotion and 95% felt they had benefited through personal and professional development [specifically through networking opportunities, courses and academic development].

Emerging Leaders Programme [ELP]

17. The Talent Management Team launched a new high potential initiative in September, [the Emerging Leaders Programme]. The programme is aimed at identifying and developing those individuals capable of attaining senior levels in the MPS; specifically, police officers at the rank of inspector and chief inspector and police staff at Band D, C and equivalent level. As reported above, the national HPDS was revised in 2008, so that it is now only open to applicants at the rank of constable or sergeant and, as a result, leaves the MPS without a talent management scheme for substantive inspectors and chief inspectors. As such, the Emerging Leaders Programme is designed to provide a solution for inspectors and chief inspectors on the pre-2008 HPDS and Equip to Achieve Programme, as well as being open to inspectors and chief inspectors, who are not currently enrolled on a high potential programme, but who display the necessary drive, potential and commitment to be successful at senior levels.

18. The Emerging Leaders Programme also presents the MPS with the opportunity to deliver one combined high potential scheme for police staff and police officers for the first time, providing an ongoing development mechanism for graduates of the Intensive Development Programme [IDP], and more broadly talented police staff at Band D, C and equivalent level who demonstrate the potential to rise to senior positions.

19. The Emerging Leaders Programme is designed to complement existing and future approaches to talent management, both within the MPS and at a national level. The programme has been designed with those elements of the HPDS and IDP that have proven most successful in mind. Accordingly, members of the Emerging Leaders Programme will benefit from senior organisational mentors, career management support and access to secondment, attachment and project opportunities. For police officers, the programme will continue with the preferential promotion pathway up to superintendent.

20. The Emerging Leaders Programme will offer, however, a more structured approach to development than the pre-2008 HPDS, designed to equip individuals with the professional, executive and business skills and knowledge that they will require to be successful at senior leadership levels. A modular development programme is planned for inspectors and Band Ds, linked to a Postgraduate Diploma in Public Management.

21. A separate development schedule is in place for chief inspectors and Band Cs, leading to a Master of Public Administration [MPA]. The MPA has been selected as an internationally recognised and versatile qualification, specifically designed for public service managers and leaders. The MPA offers those working within the public sector an equivalent qualification to a Master of Business Administration [MBA], which primarily prepares participants for leadership in the private sector.

22. The principal benefits of membership of the Emerging Leaders Programme are the opportunities for personal development and the scope to acquire skills, knowledge and experience that will enable members to develop successful senior careers in the police service. A key outcome will be a portfolio of development activity and achievement that will be of value to members in applying for leadership roles.

23. All members will receive, as a minimum:-

• One-to-one support and guidance from the Talent Management Team in the production and execution of a Personal Development Plan [PDP] and linked to this a career / succession plan to support progression to senior levels. The PDP is fundamental to the programme and members will receive advice and support to make sure that they fully analyse their own needs and are able to develop a realistic and visionary plan to meet those needs.
• Use of 360-degree feedback and other diagnostic tools with supported feedback. This is to enable members to help identify their development needs and will provide a foundation for the production of the PDP.
• Networking opportunities. The Talent Management Team will organise events to enable members to network with others [in order to share best practice], with current leaders of the service and with influential external contacts. Linked to this will be access to a series of leadership masterclasses.
• Access to a menu of training and development opportunities, tailored to meet individual needs. This will include access to the academic development detailed above, underpinning development workshops, and other bespoke development activity, such as external mentoring, work shadowing, external attachment opportunities [as dictated by the individual’s PDP].
• Access to project, secondment and attachment opportunities to develop and broaden skills in different contexts within the workplace.
• Mentoring support from a suitably briefed senior leader within the MPS

24. Access onto the Emerging Leaders Programme is through a rigorous two-stage selection and assessment process, including an application form, requiring the endorsement of the applicant’s OCU Commander [Stage One] and a one-day assessment centre [Stage Two].

25. The Emerging Leaders Programme had a high level of interest with 120 members of staff attending briefings regarding the scheme. In total, 104 applications for the programme were received at Stage One. Of these, 79 were male [76%], 25 were female [24%], 82 were white [79%] and 22 were BME [21%].

26. 72 candidates were selected at the Stage One application form papersift to progress to the final stage assessment centre. Of these, 52 were male [72%], 20 were female [28%], 55 were white [76%] and 17 were BME [24%].

27. The final stage of the selection process for the Emerging Leaders Programme comprised a one-day assessment centre, incorporating a range of exercises designed to reflect activities and scenarios that senior managers within the MPS would undertake. However, the format of the assessment centre was significantly different to the corporate Progression & Selection model. In particular, an alternative approach has been taken to the use of the Integrated Competency Framework [ICF], which maintained high standards of assessing and objectivity, but ensured that the behavioural indicators within the competencies were not simply used as a ticklist and that the onus on candidates to ‘learn the process’ was minimised. This approach was better aligned to the assessment of candidate potential. To date, assessor feedback on this approach has been extremely positive.

28. 31 candidates were successful at the assessment centre. These include 10 BME candidates [all of the eight Equip to Achieve officers, plus one IDP member and one other member of police staff]; seven females; four members of police staff and 27 police officers [13 inspectors and 14 chief inspectors]. This first cohort will commence the programme in January 2010.

29. There was no automatic transfer of existing HPDS inspectors and chief inspectors onto the Emerging Leaders Programme. However, unlike those individuals who were not currently within the talent pool, existing high potential staff and officers were not required to compete within the full selection process, bypassing the initial screening stage. Those IDP staff and HPDS/Achieve inspectors and chief inspectors, who opted to migrate onto the Emerging Leaders Programme, were invited to attend a one-day development centre in late November / early December 2009. It was anticipated that between 10-15 people on the existing talent pool, who could no longer demonstrate high potential, might leave the scheme as a result of this process. Of the 28 existing high potential staff and officers who applied to migrate [18 HPDS inspectors/chief inspectors; two IDP staff; eight Equip to Achieve inspectors/chief inspectors], 17 were successful at the assessment centre [61%]. A support package is currently being developed for the 11 individuals who were unsuccessful within this process.

[Further details on the final stage assessment centre are shown in Appendix B].

Equip to Achieve Programme

30. The Equip to Achieve programme was launched in May 2008. It was developed as a direct response to concerns around the success rates of minority ethnic police officers in corporate promotion processes generally and, specifically, in the application process for the national HPDS. Over the last five years, only one minority ethnic officer from the MPS has successfully gained entry to the national HPDS. As the HPDS represents a key part of the Police Service’s strategy to identify talented officers and equip them with the skills that they will need to progress into senior command roles, it is imperative that any talent pool selected includes a diverse and representative group. The Equip to Achieve programme therefore aims to identify and develop the ‘brightest and best’ minority ethnic officers to ensure that the MPS has a more representative pipeline of talent at all levels. Specifically, it prepares constables and sergeants to be successful in the Police National Assessment Centre [which gives entry to the national HPDS] and inspectors and chief inspectors to be “injected” into the Emerging Leaders Programme, which enables accelerated promotion to superintendent without participation in the mainstream promotion processes.

31. In supporting the above, the Equip to Achieve programme has four distinct objectives:

• To identify talented minority ethnic police officers with the potential to progress into future senior leadership roles in the MPS
• To equip these officers with the required skills and experience to apply for the national HPDS [if they are at constable or sergeant rank] or the Emerging Leaders Programme [if they are at inspector or chief inspector rank] and to become highly effective at senior command and leadership level
• To be an explicit driver in addressing under-representation of members of minority groups
• To help enlarge the talent pool at all levels of the organisation, so that it better represents the communities we serve

32. Entry onto the Equip to Achieve Programme is via a three-stage selection process, with the overall aim of identifying a small number of the brightest and best minority ethnic officers, who show potential for the HPDS or Emerging Leaders Programme. Each stage acts as a discrete filter stage. Stage One of the process comprises an application form, which requires individuals to demonstrate their ability to meet specified competencies. At Stage Two, candidates attend a competency-based interview with two trained MPS assessors. At Stage Three, candidates are asked to complete a 360-degree feedback exercise and then deliver a verbal presentation based on the feedback to demonstrate their self-awareness, receptiveness to feedback and achievement focus. Those candidates successful at Stage Three are invited to join the Equip to Achieve Programme.

33. Development on the programme includes:

• 4 x 2-day development modules and one-to-one coaching, provided through an external consultant
• An accredited leadership qualification with the Institute of Leadership and Management [ILM]
• Mentoring support
• Secondment, attachment and project opportunities
• Career management support and advice
• Bespoke preparation for the assessment processes for the national HPDS and Emerging Leaders Programme

34. To date, there have been two intakes onto the Equip to Achieve Programme, with the first cohort celebrating the end of their 12-month programme tenure at the beginning of November 2009. Of the 14 members on this cohort of the programme, four constables and sergeants reached the final assessment stage of the HPDS, with one constable selected for the scheme [one other sergeant on the programme decided to defer his application for the HPDS until next year and therefore will remain on the talent pool for a further 12 months]. Eight inspectors and chief inspectors applied and were subsequently successful in securing a place on the Emerging Leaders Programme. One inspector was promoted to chief inspector and one chief inspector has recently been promoted to superintendent through the corporate promotion process and awaits a posting.

35. The selection process for the second cohort was completed at the end of October 2009, with a further 14 officers successfully gaining a place on the programme [2 x chief inspectors, 2 x inspectors, 2 x sergeants and 8 x constables]. Four of these officers are female, which reflects the focus group and Staff Association work undertaken over the last year to encourage more females to apply for the programme.

36. A full evaluation of the first cohort of the programme has been commissioned from the Organisational Development Team within the HR Directorate and will be completed after the results have been published for the assessment centres for both the HPDS and the Emerging Leaders Programme. The finalised evaluation report is likely to be available for circulation by February 2010.

[A copy of the mid-year Equip to Achieve Programme evaluation completed in August 2009 is included in Appendix C].

Intensive Development Programme [IDP]

37. The IDP was introduced in early 2005 to provide a parallel scheme for high potential police staff to the national HPDS for police officers. The programme was structured as a time bound 3-year development programme, targeting police staff at all levels up to and including Band C. The overarching aim was to identify and develop a future pipeline of leaders who could progress into senior police staff posts in the MPS.

38. Benefits of programme membership include:

• Individual development planning support – incorporating detailed feedback from the IDP selection process, followed by ongoing support to construct, refine and work on stretching Development Plans from the feedback generated
• Leadership development modules – bespoke leadership and development initiatives
• Career pathing support - discussions on possible career paths, exploration of the options available to broaden knowledge and skill-sets and guidance in making the preferred options happen
• Job posting and attachment opportunities
• Mentoring and executive coaching - assisting participants to develop the skills and effectiveness required at various levels of seniority

39. To date, there have been four intakes onto the IDP [45 police staff in total], with significant success attained in respect of the promotion and progression of these individuals, with 21 attaining promotion to Band C level, 4 to Band B and 1 to Band A.

40. Formal evaluation of the IDP indicates that the programme is regarded as highly successful, with measurable improvements being delivered to participant behaviours against key senior management competencies, and both line managers and participants reporting that the programme objectives had been met. However, issues highlighted within the evaluation included the desire for greater parity and synergy with the existing high potential scheme for police officers.

41. The NPIA [and before that the Home Office] has previously initiated work to design a national high potential scheme for police staff, aligned to the existing HPDS for police officers. However, this work was later discontinued due to difficulties in designing an approach that would work across all police forces, given different police staff career structures and pathways. There was an expectation by the NPIA that forces would implement their own approach to the development and career management of police staff, sharing good practice at a national level.

42. Accordingly, the MPS scoped the Emerging Leaders Programme, combining police staff and officers for the first time. However, the Emerging Leaders Programme targets only Band D, C and equivalent staff, leaving a gap for administrative staff at Band E, F and G level. The MPS is therefore developing plans to revise and re-launch the IDP in early 2010 to focus exclusively on these levels.

43. The aim of the revised IDP will be to identify high potential police staff at this level and equip them with the skills and experience they need to be successful at managerial grades. The programme will offer support in progressing these individuals up to the level where they can access the Emerging Leaders Programme, ensuring a continuous stream of police staff talent.

44. It is envisaged that the programme will also have a positive impact on the diversity profile for police staff, given that 63% of Band E, F and G staff are female, compared to 34% at Band B and A level. Equally, 27% of the target audience [Band E, F and G staff] are minority ethnic, compared with 8% at Band B and A level.

[Appendix D contains a summary of the IDP Evaluation in 2008].

National Senior Careers Advisory Service [NSCAS]

45. The MPS supports the NPIA’s National Senior Careers Advisory Service [NSCAS] through matched funding for clients’ development activity. NSCAS is aimed at superintendents / chief superintendents and equivalent police staff who are seen as having the potential to advance to ACPO level within four years.

46. Clients have to pass a demanding national assessment centre and are then allocated a personal development adviser. The client and advisor together develop a personal development plan aimed at releasing the client’s potential. The MPS match funds any development activity required under the agreed development plan.

47. ACPO level police officers and staff are entitled to receive the benefits of a development adviser without further assessment.

48. The MPS currently has 47 officers and staff receiving the services of an NSCAS adviser - 13 ACPO, 25 chief superintendents, 4 superintendents and 5 police staff.

49. A selection process has recently been held to refresh the pool of NSCAS clients. The MPS supported 12 candidates, of whom 50% were successful - 1 chief superintendent, 4 superintendents and 1 police staff.

50. Every successful MPS candidate at Senior PNAC over the last two selection processes has been an NSCAS client.

51. NSCAS is also piloting a positive action initiative to provide an equivalent development advice service to minority ethnic chief inspectors. The MPS has a chief inspector on the pilot scheme. This is likely to be extended to cover minority ethnic superintendents in 2010.

Identifying, developing and progressing talent through Promoting Difference

52. The MPS launched the Promoting Difference Programme in January 2008, with the aim of increasing the number of police officers and police staff from under-represented groups achieving promotion or selection to a specialist role.

53. The programme has been developed following workforce analysis aimed at identifying areas of concern. There has been extensive consultation with staff support associations [some of whom are involved in running and supporting events].

54. The programme has a menu of over 25 positive action opportunities aimed at providing a level playing field for candidates for promotion and selection from under-represented groups. There are three types of activity:

• Positive action initiatives aimed at preparing officers from under-represented groups for promotion assessment processes
• Positive action initiatives aimed at improving representation in specialist roles
• Personal development activity aimed at empowering officers and staff from under-represented groups so that they feel able to achieve their true potential

55. Examples of such programmes are:

• Career Management Programme - an accredited development programme utilising Government Train to Gain funding. This is aimed at minority ethnic PCs who have been unsuccessful within promotion processes. It provides insight into competency-based application forms and selection processes, effective communication and negotiating and influencing
• Positive Action Leadership Programme [PALP] - an NPIA programme aimed at police staff up to Band D and police officers up to inspector from under-represented groups. A high impact motivational programme covering values, communication, conflict resolution, leadership and career development
• Springboard and Encompass - development programmes for females
• Study Groups - support programmes for police officers and staff seeking promotion. Preparation sessions aimed at providing the same level of knowledge for candidates as is available at a less formal level to majority white male candidates
• Mentoring - use of the Safer London Foundation to source mentors from under-represented groups in the business, public and voluntary sectors
• Samurai Development Programme - a menu of development options and coaching to equip chairs and executive members of staff support associations with the necessary skills to effectively carry out their roles

56. Key results from the Promoting Difference Programme include:

• During the first 18 months of the Promoting Difference Programme, 27 individuals [police officers and police staff] who took part in various elements of the programme were promoted
• A sample of 52 participants who have attended PALP since June 2009 recently responded to an online questionnaire, with the results showing that 22 individuals [42%] have been promoted or selected for a specialist role since attending
• PALP was delivered to 30 individuals affected by the THR process; 27 out of 30 participants secured a new role at interview
• In November 2009 the first ever promotion study group for LGBT officers took place in partnership with the GPA; we await the outcome of the PS-Inspector process so that the impact can be evaluated

Developing wider talent across the organisation

Coaching and mentoring

57. Coaching and mentoring has recently moved to Talent Management, and work is ongoing to develop synergies and working practices to increase the capacity of the unit and, in turn, the development opportunities available to staff across the organisation.

58.The overall aim of the coaching and mentoring initiatives are to optimise the potential and effectiveness of staff and officers, using the skills and resources of other internal personnel. /p>

59. The MPS internal coaching programme launched in October 2007 and, to date, four coaching programmes have been delivered, with 75 staff accredited as coaches and 215 staff benefiting from coaching.

60.The coaching programme has received the European Mentoring and Coaching Council Quality Award and is the first public sector organisation to do so.

661.Results of an in-house coaching programme review conducted in April 2008 demonstrate that ‘coachees’ report a number of benefits from the coaching, including renewed confidence, alternative perspectives on work challenges, support in preparing for promotion or new roles and improved relationships with line managers and colleagues at work.

62.The Leadership Academy mentoring scheme launched during the summer. The programme is similar to the coaching scheme with initial training days and ongoing development training for the mentors. The team is also exploring the possibility of having the training programme accredited along similar lines to the coaching programme.

63.15 staff have so far been trained as mentors and 20 staff selected as ‘mentees’. The team is currently working closely with the Promoting Difference Team to ensure we have a representative pool of mentors that can assist with Promoting Difference programmes.

64.The Talent Management Team plans to continue expansion of the mentoring programme, running further training programmes early next year.

Apprenticeships

65. In support of the Mayor’s Skills and Employment Strategy for London 2008-2013 and the MPS’s strategy to professionalise and enhance the skills and knowledge of its workforce, significant work is in progress to expand the number of apprenticeship opportunities that the MPS currently provides. In discussion with the Mayor’s Office, the MPS has committed to delivering 150 apprenticeships by the close of March 2010, with year-on-year targets of 150 apprenticeships thereafter.

66. Within the MPS, the use of apprenticeships to up-skill the existing workforce began some time ago, with 27 individuals progressing through an apprenticeship and a further 26 individuals starting an apprenticeship within 2008/2009 [a total of 53 apprenticeship opportunities offered in 2008/2009].

67. A detailed delivery plan [agreed with the GLA] is in place to ensure that the MPS will meet the target of at least 150 new apprenticeship opportunities. Work currently being progressed includes:

• The enrolment of 100 staff on a range of adult apprenticeship qualifications [Business Admin, Catering, Customer Service] to develop and enhance skills. This work will commence from December 2009
• Work with the National Apprenticeship Service to explore and access relevant funding streams for delivery of apprenticeship opportunities
• Collaboration with Skills for Justice and other key London Justice sector partners to introduce an apprenticeship for PCSOs; a generic MPS apprenticeship [to span the Designated Detention Officer, PCSO and Communications Officer roles], and a cross sector Justice apprenticeship, covering the MPS, prisons, courts, Crown Prosecution Service and Probation Services. These opportunities will ensure that the MPS is not only well positioned to achieve significant apprenticeship numbers in the short term, but to ensure sustained year on year attainment of the Mayoral target.

Career Management Interventions

68. To support the demands of modern policing, a range of interventions are offered to enhance the skills and experience of individuals, ranging from self-development ideas, 360-degree feedback and other forms of diagnostic tools, and a career consultancy service for senior police officers and police staff [at superintendent, chief superintendent and equivalent level]. Provision of these tools and guidance ensures opportunities for staff to better self-manage their self-development, as well as better manage staff, thus maximising the opportunities for retention of a productive and effective workforce.

69.The Leadership Academy is also looking to provide a series of development centres to target specific individuals and groups across the organisation, who would benefit from focused feedback and developmental support. The development centres will incorporate a range of exercises, enabling individuals to secure feedback on their performance within a number of different simulations and scenarios. Each delegate will leave the centre with SMART (specific, measurable, achievable, relevant and timed) objectives that they commit to achieving by certain landmarks [at 7 days, 7 weeks and 7 months]. This process is known as ‘777' action planning. Three development centres targeting different groups will be piloted in early 2010 [including delegates from the HPDS and staff support associations]. The centres will then be fully evaluated, prior to further rollout.

Deploying talent effectively through succession planning

70. The Talent Management Team has instituted quarterly meetings with each of the Business Groups to ensure identification of:-

• Anticipated vacancies at a senior level
• Senior personnel to fill those vacancies
• Senior personnel needing moves on career development / career management grounds
• Talented individuals requiring developmental moves to prepare them for future command roles

71. The meetings will be attended by:-

• The Head of the Business Group
• Other senior Business Group representatives
• The HR Business Partner[s] for the Business Group
• A senior representative from Strategic Workforce Planning
• Senior Career Advisors for Police Officers and Police Staff from the Talent Management Team

The meetings are formally minuted.

72.The MPS has also developed a bespoke Borough Commander Development Programme aimed at equipping superintendents with the potential to become Borough Commanders with the necessary skills and knowledge for this unique and demanding role.

Measuring Success

73. The MPS talent management framework is designed to deliver both a clearly defined pipeline of talent with the right skills to take on the most demanding posts in future and improved representation at more senior levels and within specialist roles.

73. Each of the talent management programmes and initiatives detailed above are subject to full monitoring and evaluation processes. These processes include a range of qualitative and quantitative measures of success [some of the quantitative measures are shown in the Talent Management Scorecard in Appendix E].

74. In addition to this, the Talent Management Team has sought feedback from a cross section of scheme members and senior officers using an interactive feedback tool (10,000 Volts) and an online questionnaire. Feedback from these exercises highlight a number of areas that Talent Management are doing well, including:-

• Introduction of the new Emerging Leaders Programme and Equip to Achieve Programme to enable the recognition of talent
• Utilisation of ACPO officers as mentors for scheme members
• Extension of the high potential promotion pathway to superintendent
• Work with Business Groups to introduce local talent management schemes to support identification and nurturing of talent
• Exposure of the talent pool to a range of keynote leadership speakers from external organisations
• Availability of external mentors for superintendent / chief superintendent ranks to develop broader thinking and new perspectives

75. The feedback also identified some areas for development, including a clear requirement for greater involvement and ownership of senior personnel in talent processes, and a desire to see an enhanced role for Management Board in talent management. A paper has been duly prepared for discussion at Management Board, outlining the current position of talent management within the MPS and recommending a number of measures to address these issues, including:

• Management Board to identify one ACPO or Director champion for talent management for each Business Group
• All Business Groups to actively engage in dialogue with HR Business Partners about talent management and succession management
• Management Board to ensure Business Groups are held to account and discharge their responsibility for monitoring the progress of those identified as high potential
• Management Board to actively encourage all ACPO officers to offer their services as mentors for the members of the talent pool
• Management Board to encourage high levels of manager involvement in talent initiatives, including the requirement for line managers to attend talent assessment processes and to be prepared to be challenged for the basis of their sponsorship of candidates’ suitability for high potential programmes

C. Race and equality impact

The proposed talent management framework will help the MPS manage all staff, not just an elite few. It includes specific initiatives, including graduate recruitment activity targeting those universities with a strong diversity profile, and the positive action Promoting Difference and Equip to Achieve Programmes, which will ensure a wider, more diverse pool of high potential candidates and improve representation across all ranks and bands.

D. Financial implications

The costs associated with the delivery of the activities detailed above are covered within existing central HR and local budgets and will not generate any additional funding requirements for the current planning round.

E. Legal implications

The Directorate of Legal Services has advised on a number of the programmes referred to in this paper that seek to increase the representation of under-represented groups. There is a legislative framework, which permits positive action in the appropriate circumstances. Thus the MPA can allow under-represented groups access to training and to give members of such groups the opportunity to compete for work in which they have been under-represented or absent.

F. Background papers

• Appendix A Updates on recommendations from the 2007 MPA Scrutiny into Talent Management and Succession Planning
• Appendix B Details of the Emerging Leaders Programme final stage assessment centre
• Appendix C August 2009 Qualitative Analysis of the Equip to Achieve Programme
• Appendix D IDP Evaluation Summary 2008
• Appendix E Talent Management Scorecard

G. Contact details

Report author(s): Tamsyn Heritage, Assistant Director of Talent Management

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix B: Details of the Emerging Leaders Programme final stage assessment centre

The final stage of the selection process for the Emerging Leaders Programme is a one-day assessment centre, comprising a range of exercises designed to reflect activities and scenarios that senior managers within the MPS would undertake. However, the format of the assessment centre is significantly different to the corporate Progression & Selection model. In particular, an alternative approach has been taken to the use of the Integrated Competency Framework (ICF), which will maintain high standards of assessing and objectivity, but ensure that the behavioural indicators within the competencies are not simply used as a ticklist and that the onus on candidates to ‘learn the process’ is minimised. This approach will be better aligned to the assessment of candidate potential. To date, assessor feedback on this approach has been extremely positive.

Exercises within the assessment centre include:

1. Completion of the Saville Wave Personality Questionnaire and a linked interview - before attending the assessment centre, all candidates will have completed an online personality questionnaire. This is a self-report questionnaire, which looks at preferences and talents in a number of work relevant areas (such as impact, assertiveness, resilience, flexibility, supportiveness, etc). The interview at the assessment centre will be used to validate the findings of the personality questionnaire as they relate to specific organisational behaviours in the integrated competency framework. So, for example, there are scales in the personality questionnaire, which relate to how strategic an individual considers themselves. The interviewer will ask questions to validate whether the preference rating in the questionnaire results equates to strategic ability demonstrated in the workplace.
2. Analysis Exercise – candidates must undertake a review of an external organisation, which has been struggling with a number of performance issues over the last few years. Candidates are tasked with reviewing the information they are given on the organisation and coming up with a plan to improve performance. The plan will be presented in the form of a presentation and short report. This exercise tests, amongst other areas, business acumen, judgement skills, written and verbal communication skills, and openness to change.
3. Negotiation Exercise – candidates have to assume the role of a senior manager within an external organisation. A role player will play the Head of Accounts within the same organisation. Both individuals are at the same level within the organisation. The candidate is required to build a relationship with their colleague and negotiate with them to reach an agreement on the implementation of some proposed improvements. This exercise assesses negotiating and persuading skills, respect for race and diversity and the ability of the candidate to influence without authority.
4. Fact Find Exercise – candidates are asked to take the part of a departmental manager who must make a difficult decision about the future of an employee. There has been an incident within the organisation concerning the employee and an immediate decision needs to be made. Candidates must gather data about the incident by questioning a resource person (played by a role player) and present their decision and rationale. The resource person will then ask the candidate questions about their decision to test their judgement and influencing skills. Overall, the exercise is designed to help determine a candidate’s ability to seek out information, to think on their feet, to make decisions, and to present and defend those decisions.
5. Scenarios - this test is designed to measure an individual’s ability to deal effectively with a range of managerial situations. It provides a measure of how candidates manage themselves at work (prioritisation skills, direction of effort, etc.); their ability to effectively manage a team, and their ability to promote themselves appropriately in an organisation, follow corporate protocols and act in the interests of the organisation. Candidates are given a series of written situations or scenarios, which a manager might expect to come across in the course of his/her work. For each of these scenarios there are a number of possible responses or courses of action. Candidates read each scenario and then rate each of the responses for its effectiveness in dealing with the situation.
6. Self Review - in addition to the exercises described above, candidates are required to complete a self-review at the end of each exercise, where they will be asked to evaluate their own performance. In each case they will be asked to consider where they believe their performance was most effective, least effective, and what they would do differently if they had to do the same exercise again. The self-review will not form part of the overall assessment per se, but will be used to inform final feedback to candidates at the end of the assessment process and may be considered if a candidate is assessed as borderline.

Appendix C: Qualitative Analysis of the Equip to Achieve Programme – August 2009

Introduction

The first intake of the Equip to Achieve Programme for ethnic minority police officers was launched in May 2008, with the first cohort beginning on the programme in October 2008. To date, there has been one cohort of 14 officers selected onto the programme, with the selection process for the 2009 cohort just initiated. The current cohort is due to complete the programme by December 2009.

A comprehensive evaluation of the impact and success of the first year of the Equip to Achieve Programme has been commissioned from the Organisational Development Team within the HR Directorate, to be completed once the first cohort have completed the full twelve-month programme and the results of the national HPDS assessment process are released in January 2010 (see Appendix A for the terms of reference for the evaluation). However, ongoing feedback from current scheme members has been gathered throughout the programme through quarterly review meetings and structured feedback questionnaires. The purpose of this report is to provide an overview of this feedback and an update on how the Talent Management Team has sought to improve the programme as a result.

Background to the Equip to Achieve Programme:

The Equip to Achieve Programme was developed as a direct response to concerns around the success rates of minority ethnic police officers in corporate promotion processes generally and, specifically, in the application process for the national High Potential Development Scheme (HPDS). It aims to identify and develop the ‘brightest and best’ minority ethnic officers to ensure that the MPS has a more representative pipeline of talent at all levels. Specifically, it prepares constables and sergeants to be successful in the Police National Assessment Centre (which gives entry to the national High Potential Development Scheme) and inspectors and chief inspectors to be “injected” into a new MPS high potential scheme (the Emerging Leaders Programme, ELP), which enables accelerated promotion to superintendent without participation in the mainstream promotion processes.

Entry onto the Equip to Achieve Programme is via a three-stage selection process, with the overall aim of identifying a small number of the brightest and best minority ethnic officers, who show potential for the HPDS or ELP. Each stage acts as a discrete filter stage. Stage One of the process comprises an application form, which requires individuals to demonstrate their ability to meet specified competencies. At Stage Two, candidates attend a competency-based interview with two trained MPS assessors. At Stage Three, candidates are asked to complete a 360-degree feedback exercise and then deliver a verbal presentation based on the feedback to demonstrate their self-awareness, receptiveness to feedback and achievement focus. Those candidates successful at Stage Three are invited to join the Equip to Achieve Programme.

Development on the programme includes:

Programme feedback

The feedback received from scheme members has been themed under a number of headings, with a summary of the comments and views received from scheme members and an update on improvements implemented to the programme as a result.

Value of the Equip to Achieve development initiatives

Development Modules and coaching with Just Resources: Overall scheme members fed back that they enjoyed the development modules provided by Just Resources as part of the core programme development. Scheme members were particularly positive about the first module, Knowing Yourself, which focused on increasing their self-awareness, understanding of strengths and development areas, and led to the creation of a subsequent personal development plan (PDP). They also felt that the development modules were instrumental in building a strong sense of group identity, providing a positive forum for them to meet each other and develop their personal networks. Opinion was more divided over the value of delivering the same modular content to all ranks on the programme. The more junior members of the group (constables and sergeants) positively rated the opportunity to learn from the more senior members and expand their knowledge and understanding of the organisation. For many of the more senior members (inspectors and chief inspectors), much of the content of the modules acted as a refresher around key management and leadership themes, provided a chance for reflection and reaffirmed past learning and views of self. However, at these ranks, the modules did not introduce as much new learning as they could have done.

It was clear from feedback that some of the members did not find the external coaching particularly useful. Feedback indicated that scheme members felt the sessions tended to be unfocussed, and would have appreciated more overt linkage to the Integrated Competency Framework (ICF).

Based on this feedback, a new external provider (Berkshire Consultancy Ltd) has been selected to deliver the modules and coaching sessions for the 2009 intake. Berkshire Consultancy Ltd have run similar programmes to the Equip to Achieve Programme within the NHS and the National Offenders Management Service (NOMS). They come highly recommended and are now working closely with the Talent Management Team to develop a programme, which reflects the feedback from current scheme members and is more overtly tailored to assist members in successfully passing promotion processes. Development modules will be tailored to different ranks on the programme, so that the senior members of the group can receive more input at a higher level. Berkshire are also designing a far more structured coaching process, which recognises the feedback from the current scheme members and will ensure more direct linkage to individuals’ PDPs, and the ICF.

Other courses offered: In addition to the core development modules, Equip to Achieve members were included within other bespoke courses and activities offered as part of the talent management programmes. Highlights for scheme members included the Strategic Perspective Course to improve strategic thinking skills; the Psychometric Test Training for those applying to the national HPDs, and the Duty Officers’ Critical Incident training, which were all felt to be good quality practical opportunities for learning. Prior to joining the Equip to Achieve Programme, many of the members felt that they had never been offered the opportunity to experience or understand how the MPS worked at a more strategic level and to understand where they fitted into it. The programme has allowed them to review their own working practices and be more in tune with organisational objectives and thinking.

The Talent Management Team will deliver more of these sessions and courses within 2009/2010 and has sought further input from scheme members around the areas in which they would like to be developed. Subjects that will be explicitly covered include Finance for Managers; Planning and Budgeting; Decision and Risk Analysis; Stakeholder Management; Strategic Human Resource Management, and Examining and Using Organisational Politics.

Mentoring: Each scheme member was assigned a mentor at the beginning of the Equip to Achieve programme, who was either a more senior member of the talent pool or a chief superintendent or ACPO level mentor. Some members clearly found their mentor to be more useful than others. Overall, scheme members reported that their mentors have allowed them to become more focused, helping them to understand why they are on the programme and how they can derive maximum benefit from it, as well as providing a further source of support and advice.

In line with these results, we are currently undertaking a review of the mentoring scheme. From the beginning of September 2009, responsibility for the delivery of corporate coaching and mentoring initiatives will transfer to the Talent Management Team, providing the opportunity to access a greater pool of trained mentoring capability and ensure that the most appropriate mentors are selected for scheme members.

Institute of Leadership and Management (ILM) Certificate of Leadership: This was introduced to the Equip to Achieve programme as a result of a request from the group that they would like to complete and attain a recognised and accredited qualification as part of the programme. The ILM certificate, associated workshops and the action learning sets are very well regarded amongst members who feel that they are appropriately challenging and enjoyable. There is recognition that there was some degree of repetition between the content of the Just Resources development modules and the ILM Certificate of Leadership. In part, this was due to the late addition of the certificate as part of the programme delivery. The Talent Management Team have since facilitated dialogue between Berkshire Consultancy and the external provider of the ILM Certificate to ensure there is no potential for future duplication.

Specific outcomes and outputs for scheme members

To ensure delivery of a programme that was tailored to meet their specific needs and requirements, Equip to Achieve members were asked by the Talent Management Team to provide detail of the outcomes and outputs that they would like to see the programme deliver for them. Listed below are the areas that members specified:

From this, it is apparent that scheme members are broadly looking for personal and management development; improved visibility within the MPS and support in managing their careers and to assist their progression.

At the close of July 2009, scheme members were asked to identify and document in a free text format what they felt they had gained from participation in the programme so far. The responses are summarised below:

Aside from the benefits cited in terms of personal development and growth, many of the responses for this section related to members having gained more confidence in their effectiveness in the workplace, both as a leader, and also in delivering a better quality of work. This enhanced confidence has encouraged members to volunteer for opportunities which they wouldn’t previously have done, whether it be a new job, attachment, or even taking on extra responsibilities at work, allowing them to focus on developing themselves and working towards being a future leader.

Other members highlighted a number of specific skills that they feel they have acquired through the programme, including improved capability in managing conflict, enhanced staff management skills and the ability to manage upwards and influence more effectively. The more junior members of the group described how the programme had provided them with good insight into some of the challenges of senior management, and how they have been able to use this knowledge to better understand what their managers want from them so that they can be more effective in managing and meeting their expectations.

Many of the scheme members were able to describe specific learning that they had extracted from the Equip to Achieve development and then applied within their workplace. For example, one member gave detail of how he had been able to apply some of the skills developed as a result of some group development activity within the third module to enable him to more effectively manage some very senior portfolio holders within the MPS and other external stakeholders at the Home Office. The individual was able to trace the impact of the development received through to his enhanced contribution in supporting the delivery of some major changes in national policing.

The impact of the programme has not just been limited to the individual, with a number of scheme members describing how the enhanced management and leadership skills they have acquired have vicariously benefited their teams. For example, one of the members who attended the coaching course offered by the Talent Management Team is now coaching two people, as well as informally mentoring three other BME officers. This individual has assisted in helping others achieve their goals, getting the three mentees all successfully through the board for CTC, has helped them to practise the skills they have learnt, and gained great satisfaction in sharing skills to help others succeed. Feedback from all members indicates that the 360-degree feedback exercise completed at the beginning of the programme has enabled all members to become more self-aware and has had a significant impact on a number of members’ leadership and management style.

As the Equip to Achieve Programme has progressed, it has been recognised that there needs to be more provision of immediate support and preparation to assist scheme members in passing corporate promotion processes. There has also been clarification around exactly how scheme members can progress onto the national HPDS and Emerging Leaders Programme (ELP). All scheme members are now being provided with bespoke support for these assessment processes. As a result of this, all of the Equip to Achieve constables and sergeants are now successfully through to the final stage of the national HPDS assessment centre, and all inspectors and chief inspectors are set to enter the final stage of the assessment process for the ELP, where they can then access the preferential promotion pathway up to superintendent. It is anticipated that by early 2010, we will therefore have at least three more BME superintendents and five more BME chief inspectors within the MPS.

To support ongoing capture of learning, the Talent Management Team are working with Berkshire Consultancy to build in work-based assignments to the structure of the new Equip to Achieve programme, which will allow us to link more directly the learning that scheme members acquire through the programme and their performance in the workplace. The project lead has also scheduled regular checkpoint review meetings with line managers to interlink PDR with programme objectives, and ensure managers are engaged and supportive of their members of staff.

Conclusion

It is apparent that scheme members have been keen to feed back learning throughout the Equip to Achieve process to enable continuous improvement and have enjoyed their role in shaping and developing the programme. At times, it is also clear that there has been a degree of frustration that there are no precedents around the scheme and that much of the talent management strategy is new and only just being embedded within the MPS. As the Equip to Achieve programme has evolved, scheme members have become much clearer about how it feeds into the national HPDS and ELP, whereas perhaps they were somewhat vague around this when beginning on the programme. Scheme members are keen to see that the programme is a success within the MPS and are very keen that it will not be perceived as a ‘kneejerk’ reaction to current diversity challenges or be disbanded as some other diversity initiatives have been previously.

Overall, scheme members felt that participation in the programme has been a very positive experience. One of the biggest benefits cited has been the opportunity to form a strong network with other talented and energised BME officers, sharing knowledge, experience and understanding how collectively they can progress. The wider support given by the Project Manager and the Talent Management Team as a whole was regarded as a valuable support for individuals, particularly when faced with barriers and unsupportive managers. This has then resulted in members of the programme assisting other BME officers within their BOCU/OCU, who are not on the Equip to Achieve Programme, but have also been trying to apply for promotion/access to courses etc.

Appendix D: IDP Evaluation Summary – 2008

As participants progress within the IDP, a full evaluation of their experiences has been undertaken.

The objectives of the evaluation were threefold:

1. to determine effectiveness of overall programme and its elements
2. look at any increases in competence and performance of the participants since joining the programme
3. assess attitudes towards the IDP (line manager and participants)

The study utilised the following methodology:

1. preliminary questionnaires were sent to all IDP participants and their line managers
2. a focus group was held with participants to explore more in-depth feedback
3. one-to-one interviews were held with line managers

Feedback was sought on the following areas:

• extent to which programme aims were perceived to have been achieved
• observed changes to participant competence and the impact of programme learning in the workplace
• feedback on specific programme elements, such as management / leadership workshops, action learning sets, etc.
• any issues or areas that could be improved

Key Findings

Programme Aims

Encouragingly, on average all participants and line managers perceive the objectives of the IDP to have been broadly met, and are confident they will continue to be met in future.

There is a strong steer from participants that they are satisfied with the leadership input they receive, but are looking for more pro-active career development intervention and support.

Only one concerning anomaly arises, which is that: although participants are more likely to stay with the MPS whilst progressing through the IDP, at the end of the 3 yrs on the programme, participants state they are less likely to stay in the MPS than before they embarked on the IDP! One quote from a programme member throws further light on this: “Whilst I'm on the IDP it is beneficial to stay in the MPS, however when the scheme finishes, the MPS will have little to offer”. There could, therefore, be a case for removing the 3-year restriction on the programme, and aligning with the HPDS. Alternatively, there will need to be a rigorous process for managing the transition off the IDP at the end of the 3-year programme.

Behaviours

Behaviours where participants demonstrate the biggest positive movement across the course of the IDP are: strategic perspective, respect for race & diversity, and planning & organising. These behaviours link to the networking opportunities, placements and mentoring opportunities that programme members are exposed to during the programme.

Those behaviours showing less marked improvement are: team-working and negotiating & influencing. Initially, the IDP was focused on providing management and leadership input, whereas over the last year, the focus has shifted to experiential learning, where participants have the option to put this input into action. It is, therefore, anticipated that programme participants will have more opportunity to develop these skill areas going forward, particularly via the joint high potential events with the HPDS.

Feedback on specific programme elements – some highlights:

• The management and leadership workshops run by the Chartered Management Institute and the action learning sets were both rated as some of the most valued IDP activities;
• Participants felt the one-to-one career coaching they received provided them with useful personal learning and insight, and stated that further coaching throughout the programme would be beneficial.
• Feedback on the external mentoring was polarised, although interestingly the majority of participants felt there was added value in having an external mentor over an internal one. This suggests we need to keep a closer eye on how the mentoring pairings evolve, and also give participants the option of having an internal mentor as well.
• Although participants felt the management qualification they undertook (the Management Essentials programme) had a positive impact on their behaviour at work, there were some specific issues reported in relation to tutor support and the time involved. Accordingly, the accredited qualification underpinning the programme has been changed to a work-based NVQ in Management, with each participant being assigned a one-to-one NVQ advisor, in order to address some of these issues.

Issues / Areas to improve:

• One of the key issues raised by both participants and line managers concerned the role of the line manager within the IDP and the development of their IDP staff member. Although guidance was provided to line managers at the outset of the programme, as participants changed line managers during the course of the IDP, communication and understanding of the line manager role drifted.
• The importance of strong communication between the IDP office and participants / line managers was stressed throughout the evaluation. Given the under-resourcing in the IDP Team, it was recognised that it was not possible to offer the one-to-one career development support that was desired, however given the joining of the HPD and IDP teams, it is hoped that resources will be better able to facilitate this in future.
• Corporate awareness of the IDP – The importance of building the profile of the IDP within the MPS was stressed throughout the evaluation, with work now in progress to look at how we can market the IDP more effectively.

Line managers also mentioned:

• Staff abstraction as an issue. Difficult issue to resolve, with abstraction being kept to a minimum (15 days per year) and IDP development calendars now being issued to all line managers and participants to support staff planning.
• Quality assurance of participants – to ensure they remain high potential throughout the IDP. Intention to expand the current HPD scheme audit to encompass IDP participants.

How are these issues being responded to:

• The structure of the IDP has not been radically modified. Participants will undertake a NVQ in Management instead of the blended learning Management Essentials programme used across the initial year of the programme. Participants will be given more opportunity to demonstrate their capabilities across all competencies from day 1 through practical work-based projects and events.
• External opportunities will be balanced by internal opportunities, for example, participants will be sourced internal mentors in addition to external mentors. Internal work shadowing opportunities will be used in preference to external work shadowing.
• Communication has been more robust between participants, line managers and the IDP Team this year. Each line manager has been individually briefed on the IDP, as well as attending a briefing session at the programme launch. One year development calendars have been issued to aid internal staff planning. The majority of IDP events are now optional rather than mandatory to better cater for individual development needs. Line managers will be issued with a detailed schedule for each event in advance to enable them to discuss attendance with their IDP staff member and effectively debrief after the event.
• Consideration is being given to removing the 3-year time limit on the IDP and replicating the structure of the HPD scheme, i.e. participants leave the scheme once they have reached senior management level. To ensure that individuals do not just “float” on the scheme, a rigorous audit process will be introduced to continuously assess potential throughout.
• Further synergies are being explored with the HPD scheme, including the management of IDP placements and attachments. The intention is to become more pro-active in guiding and driving the career pathing of individuals on both the IDP and HPD through more targeted placements and career opportunities.

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