Recruitment and retention

Report: 13
Date: 10 January 2005
By: Commissioner

Summary

This document is the first of a new style report that aims to provide a more analytical summary of the recruitment and retention activity. It focuses on the activity undertaken and ‘set-in-train’ to achieve a more representative workforce.

A. Recommendations

That

1. Members note the contents of this report.
2. Members comment on the proposal for holding a census day in the MPS to collect diversity-related data of staff.

B. Supporting information

1. The MPS workforce, at the end of November 2004 comprised:

Recruitment

Key achievements

• A summary of the recruitment position at the end of November 2004 can be found at Appendix 1.
• Minority ethnic (VEM) police strength has increased during the current year (i.e. VEM strength has increased from 1,981 (6.54%) at the end March 2004 to 2,126 (6.91%) at the end November 2004) and is projected to reach the 7% target by end March 2005
• Female police strength has increased from 5,493 (18.15%) at the end March 2004 to 5,874 (19.1%) at the end November 2004, and is projected to meet the 19% target
• Development and implementation of Recruitment Strategy and Business Plan has resulted in activities being concentrated on increasing the representation of minority groups and improving the quality of service provided
• Equality monitoring of corporate recruitment processes means those areas of concern, e.g. disproportionality within recruitment processes, are identified; so far, this has resulted in consultation with Home Office about the National Recruitment Standards process
• Increased provision of support for applicants undertaking the police and PCSO recruitment processes, improving confidence
• Focused advertising and marketing has resulted in extremely high proportions of respondents applying for posts (e.g. VEM groups represent 56% and females 42% of enquirers for police posts)
• Introduction of 16-week timeline and campaign approach to recruitment campaigns to improve the quality of customer care and reduce processing times; this methodology is being applied for all corporate processes.

2. A summary of activities focusing on increasing the representation of minority groups can be found at Appendix 2.

Retention

3. The following are the key points to emerge from an examination of retention rates:

4. Police Officers

• Ethnicity: The retention rate for all police officers currently stands at 95.18%. Across the MPS there is no significant difference between the retention rates for non-VEM officers (95.2%) and VEM officers (94.9%).
• Recruits at Hendon. The difference between non-VEM and VEM retention rates for recruits is narrowing with current retention for non-VEM officers being 93.8% and for VEM officers 88.6%. The benefits of the new student options and support unit together with the on-site presence of the staff support associations are beginning to come through. After initial training, there is no significant difference in retention rates.
• Age: Officers joining other forces were at their highest levels in the 30-34 and 35-39 age groups for males and the 25-29 and 30-34 groups for females. In the 25-29 groups, officers with less than 5 years service who transferred to other forces account for 25% of female and 33% of male wastage. This information will assist the MPS to direct further research into issues that may be affecting certain groups.
• Gender: There is no significant difference in retention rates between male and female officers with male rates being at 95% and females at 96.5%.

Police Staff

5. The retention rate for all police staff, excluding PCSOs and Traffic Wardens is 93.6%, with female and male retention rates being almost identical.

6. Figures show that retention is higher in managerial groups with the highest wastage being in the non-managerial 11 to 29 years service group. Such further research shows us that whilst retention is not an issue overall when compared to other industries, this may mask issues specific to certain groups. One example is that the retention of Occupational Health nurses is proving problematic.

PCSOs

7. The retention rate for PCSOs is at 95%, the same as for police officers, and better than for police staff. In addition to wastage, a number of PCSOs subsequently become police officers and others regrade to different police staff jobs. There is no difference between genders. Proportionally, more VEM PCSOs are retained than Non-VEM PCSOs.

Retention Strategy

8. Even though retention rates are overall extremely high when benchmarked against industry it is important that the MPS ensure we retain the best staff and do not lose staff through inappropriate practices. For that reason the Retention Strategy was produced in 2003 in consultation with the Development and Organisation Improvement Team (DOIT). The design and implementation of the strategy formed an integral part of the delivery of both the Diversity Strategy as promulgated by DOIT and the overall MPS Human Resources People Strategy, as developed by Human Resources Directorate.

9. The overarching aim of the Retention Strategy is to sustain and improve the retention of all our staff and to create an environment in which the challenges regarding equal opportunities and diversity issues within the MPS can be met.

10. The majority of the elements within the Strategy have now been introduced or are in progress and it is due to be reviewed early in 2005. Those elements with a significant emphasis on equal opportunities and diversity activity are shown below. Further details are in Appendix 3 should they be required:

• Pilot Exit Monitoring Process, where we are ascertaining how we can improve the information we receive from leavers.
• Induction Programme, where we are building a four-stage induction programme for all new members of staff
• Management Training, where we are examining the training all managers receive where this relates to retaining staff
• Property Zone, where we are assisting members of staff to find property in London
• Intervention Guide, which is a guide to help managers assist staff who may be contemplating leaving the MPS
• Age/Older Workers, where we are working with an academic institution to examine the impact of age discrimination and forthcoming legislation.
• Diversity Monitoring Data, which is where we closely monitor data to identify any adverse impact or trends that require further examination.

Diversity Monitoring Data

11. For some years the MPS has collected data and has monitored the workforce for ethnicity, gender and age. The number of ethnicity categories has progressively expanded to the current 21, more than the national census 16+1 categories. This provides the MPS with a better breakdown of groups within the workforce. The 21 categories can be correlated back to the 16+1 list when required. More recently the necessary facilities have been introduced for recording disability, and this is included in the equal opportunities monitoring forms for both recruitment and internal selection. The disability recording facility includes both a disabled classification based on a self-declaration by individuals that they are disabled, and a management record of any work-place adjustments introduced as a result of a disability. The Service-wide collection of disability declarations for existing staff has not yet been undertaken, though some declarations are already recorded where provided, for instance where work place adjustments have been made.

12. Data collection for religion, faith and belief is being further developed: the recording facility is currently included in the MetHR system and on equal opportunities monitoring forms for recruitment. The corresponding updating of the equal opportunities monitoring forms for selection awaits completion. The current nine categories for religion, faith and belief are: Buddhist, Christian, Hindu, Jewish, Muslim, Sikh, None, Other and ‘Prefer not to say’. A data collection exercise is needed to collect this information from existing staff. Additional categories and sub-categories are being considered in conjunction with staff support associations and members of staff.

13. The aspect requiring most development is sexual orientation. The categories to be used are currently under discussion. Once agreed, a facility will need to be added to the MetHR system and a data collection exercise carried out. The equal opportunities monitoring form for police officer recruitment applications contains a self-declaration for sexual orientation; other equal opportunities monitoring forms need to be similarly updated.

14. The position of recording data for transsexual staff is generating some debate. A growing consensus emerging during the strategic assessment workshops held by the Diversity Directorate that transsexual data should be recorded as a gender type and not a sexual orientation. There is also a high need to preserve the confidentiality for transsexual staff, which poses some practical difficulties in collecting and recording such data. The Gender Recognition Bill provides that those who have acquired a gender different to their biological sex at birth, and subsequently obtained a Gender Recognition Certificate, are entitled to complete confidentiality and anonymity. Nonetheless, it is generally considered important to monitor this dimension of diversity as much as any other group to check for discrimination.

15. As reported above, there are a number of areas where data needs to be collected for existing staff. Consideration is being given to holding a MPS census day, possibly early in the New Year, to collect this data and to reaffirm existing diversity information. There are a number of practical issues to be resolved with such an approach, such as processing the returns and recording of the information provided where MetHR does not currently have the necessary facilities. Confidentiality is a major factor. These considerations are on going at the time of writing the report: more information will be available at the meeting.

C. Race and equality impact

1. Recruitment is a key area for diversity. If efforts in this area are successful the MPS will better reflect the communities served, those communities will have more confidence in reporting crime and providing information. This in turn will help the MPS be more successful in preventing and tackling crime. The same goes for retention. If through our efforts we ensure that all staff, whatever their background or status are treated properly, we will retain good staff and keep the experience and skills they have. That will assist us in again reflecting those communities and providing an effective policing service.

D. Financial implications

1. There are no financial implications arising from this report.

E. Background papers

None

F. Contact details

Report author: Simon Marshall, Director of Recruitment, Paul Madge, A/Director of People Development and Chris Haselden, Head of HR Strategic Management.

For more information contact:

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

Appendix 1: Recruitment – position at end November 2004

The number of people recruited during the current financial year for each main process have been summarised below:

Police Officers

New recruits

• 1,230 total – further 628 to join to meet the training school target of 1,858
• 197 minority ethnic (VEM) – 16% of recruits – further 170 need to join before end March 2005 to meet the recruitment target of 2,248 (17%); however, an additional 118 VEM recruits is likely to result in an VEM strength of 7% at the year-end
• 472 females – 38% of recruits – further 129 needed to meet the recruitment target of 652 (19%)

Transferees and experienced officers

• 281 total – further 109 required to join to meet the target of 390
• 15 minority ethnic (VEM) – 5% of recruits
• 51 females – 18% of recruits

Extended Policing Family

Police community support officers (PCSO)

• 595 total – further 450 required to meet target strength of 2,291
• 155 VEM – 26% of recruits – further 190 VEM required to meet strength target of 802 (35%)
• 183 female – 31% of recruits – further 192 females required to meet the strength target of 733 (32%)

Designated detention officers (DDO)

• 109 total
• 23 VEM – 21% of recruits
• 39 female – 36% of recruits

Specials (MSC)

• 102 total – further 240 required to meet the strength target of 1,000
• 24 VEM – 23% of recruits
• 44 female – 43% of recruits

Police Staff

• 1,460 total
• 323 VEM – 22% of recruits
• 883 females – 60% of recruits

Appendix 2: Selection of Activities to Promote Diversity

Within the current year, the Recruitment Directorate has initiated a wide-range of initiatives, which support a range of action designed to promote diversity. A summary of the past and planned activities associated with each of these strategies has been provided below.

Liaison with minority organisations

• Participation by community assessors in all recruitment processes
• Engagement with, and support from, the MPS staff associations
• Features on Premier Radio
• British Iranian Business Association
• Asian lifestyle show
• BigGayOut
• Consultation with community centres
• Open day for Farsi speaking community
• Involvement of minority groups in developing MPS image
• Radio diaries (Lewisham)

Presence at minority group events

• Development of a pool of over 400 PACT network volunteers with links to local communities
• Participation at graduate and other career events, with particular emphasis on universities with a high VEM population
• Faith Intromet
• London dragon boat festival
• Cyprus wine festival
• Chinese society ball
• Events at Hindu and Sikh temples
• Pride

Advertising and marketing

• Development of VEM+ brand image
• Production of leaflet regarding disabilities and the police service, and enhancement of website with level 3 accessibility for users with disabilities
• Contract with Premier radio, features involving role models
• Insertion of focused advertisements and features in publications with high circulation within particular groups, including Sikh Times, Cosmopolitan and local newspapers
• Development of website with access to information on the MPS and job opportunities
• Introduction of text messaging, particularly for young people
• Variety of advertising ‘give-aways’ for specific groups
• Development of specialist analytical tool to identify particular underrepresented groups

Education

• Access courses introduced at colleges for further education
• Workshops arranged by PACT for applicants focussing on the National Recruitment Standards assessment centre and the pitfalls in the selection process
• Pre-employment courses developed by the Jobcentre Plus for police staff posts, including PCSO vacancies
• Development of education plan by EdComm for inclusion within citizenship national curriculum item at schools
• Website provides a good, interesting and accessible source of information on the MPS

Voluntary service

• Development of the MPS Volunteer Cadet Corps across London
• Launch of Met Volunteers initiative
• Launch of Shop Watch and Specials campaign

Appendix 3: Pilot Exit Process

The pilot exit monitoring process was initiated to test a process for obtaining more detailed information on the reasons why officers and staff leave the MPS and ultimately to encourage them to remain with us. A particular driver for this activity was the recognition by the MPS of the need to capture more specific demographic information surrounding the varied issues of diversity and clarification of the specific issues facing leavers from under represented groups.

As part of the review of the current exit process, significant consultation was undertaken to create a new and more appropriate ‘information template’ for the needs of the Service in the 21st century. This standard template is being used within the pilot as the basis for the collation of information obtained by:

• Face to face interviews
• Telephone interviews
• Written questionnaires.

Hendon Recruit School was identified, due to its specific training environment, as an area with distinct working practices. As a result, the standard template was adapted to reflect its specific needs. The exit process at Hendon is now being integrated into the work of the Student Options and Support (SOS) Unit. This unit provides an early intervention service to new officers who may be having difficulties integrating into the MPS, being particularly active in areas concerning diversity.

The choice of method by which the exit information is obtained is that of the leaver, although pilot sites have been instructed to encourage face-to-face interviews with the independent company interviewers to enable as much interaction and detailed response as possible. This is particularly the case for under-represented groups.

The ‘reasons for leaving’ section of the template has specific sections designed to highlight and drill down into the detail of why staff are leaving. The emerging results indicate the following to be the main areas of concern:

• Family and other caring issues
• Working hours
• Working conditions
• Discrimination, harassment or bullying
• Inappropriate culture
• Health issues
• Unfair treatment at work

In addition, the biographical and demographic information now requested provides staff the opportunity to describe themselves more appropriately in terms of diversity including gender, ethnicity, age, sexual orientation, faith or religion or disability.

This pilot will show how we can best build a structure to give the MPS much more timely, accurate and detailed information, which will allow us to respond effectively to any individual or organisational issues. An example is that officers at recruit school left due to a particular issue, which because of this process, we were able to deal with within a few weeks.

The pilot ends on 31 December 2004, with a final report and recommendations made by Leadership Research and Development Limited (LRDL) and the MPS Internal Consultancy Group by March 2005.

Induction Programme

The final draft of a developing induction programme that incorporates a CD package, workbook, induction day and line manager’s guides have been approved and will now be implemented by the end of January 2005. This programme will now be included in the revised police staff corporate induction programme that is due to re-start in February 2005. It contains specific sections dedicated to diversity and under represented group issues.

Management Training

The provision of an inclusive management training programme for police officers and staff is currently under review in line with a proposed leadership academy. This includes a much greater training emphasis on developing ‘people’ skills, awareness of diversity issues and a greater understanding of the needs of under represented groups within the Service.

Property Zone

One of the main drivers for the implementation of the Property Zone initiative was the demand identified via the Intromet recruitment drive of potential minority ethnic (VEM) recruits, particularly from outside London requiring support, advice and assistance to set up home in or around the capital.

As a result the pilot was initiated at recruit training school, providing a one-stop shop facility for all new police recruits to advise on internal and external housing options. Due to its success the project was expanded to be inclusive of all staff across the MPS early in 2004.

Currently Property Zone receives about 30 enquiries per week split 50/50 police officers and staff. A large number of enquiries are from PCSOs.

VEM staff are well represented in their use of the scheme, particularly Asian and mixed race groups. In addition, there appears little difference in the distribution of male and female applicants to the scheme in comparison to the MPS workforce. The majority of applicants are drawn from the 25-39 age category with the 16-24 category the next largest. These age groups make up 90% of applicants, which may show the areas we need to focus upon. The bulk of these staff are in there first three years of service with the MPS.

Currently discussions are continuing with the national accommodation Internet site regarding integration to provide even broader geographic coverage and more increased support and opportunities for all staff regarding housing provision.

Intervention Guide

The Career Management Retention Unit (CMRU) has published an intervention guide on the MPS intranet site and it has been circulated to all (B) OCUs. It provides guidance to managers on early intervention activity where an officer or member of staff is contemplating leaving the MPS and gives details of the help and support that is available to them. There is a particular emphasis on the need to deal with diversity and equal opportunity issues appropriately and it provides specific contact details of DOIT, Staff Support Associations, Occupational Health and the HR Child Care Co-ordinator for the support of diversity issues.

Age/Older Workers

With the Age Discrimination Act coming into effect from October 2006, employers need to ensure that they have HR policies in place that conform to the new legislation and its requirements.

The MPS, via the CMRU, have been invited by the University of Surrey's Centre for Research into the Older Workforce (CROW) to participate in a research project commissioned by the Department for Trade and Industry (DTI) to study the implications of age discrimination of employers' HR policies and their staff management and employment practices. This work will inform and shape the future legislation and regulations produced by the Government.

Our participation in this study will ensure that the DTI take into consideration the needs of organisations such as our own when preparing for the implementation of the regulations and CROW will also provide a summary of its findings from within the MPS. This will provide valuable feedback to assist the HR Directorate to prepare for the legislation prior to its implementation.

In order to conduct their research CROW has interviewed a number of key stakeholders and held two focus groups with staff over 45 and line mangers of older workers. The results of the findings are due early in 2005 and the CMRU will be arranging a number of presentation workshops for CROW to provide feedback to the MPS.

Diversity Monitoring Data

For some years the MPS has collected data and has monitored the workforce for ethnicity, gender and age. The number of ethnicity categories has progressively expanded to the current 21, more than the national census 16+1 categories. This provides the MPS with a better breakdown of groups within the workforce. The 21 categories can be correlated back to the 16+1 list when required. More recently the necessary facilities have been introduced for recording disability, and this is included in the equal opportunities monitoring forms for both recruitment and internal selection. The disability recording facility includes both a disabled classification based on a self-declaration by individuals that they are disabled, and a management record of any work-place adjustments introduced as a result of a disability. The Service-wide collection of disability declarations for existing staff has not yet been undertaken, though some declarations are already recorded where provided, for instance where work place adjustments have been made.

Data collection for religion, faith and belief is being further developed: the recording facility is currently included in the MetHR system and on equal opportunities monitoring forms for recruitment. The corresponding updating of the equal opportunities monitoring forms for selection awaits completion. The current nine categories for religion, faith and belief are: Buddhist, Christian, Hindu, Jewish, Muslim, Sikh, None, Other and ‘Prefer not to say’. A data collection exercise is needed to collect this information from existing staff. Additional categories and sub-categories are being considered in conjunction with staff support associations and members of staff.

The aspect requiring most development is sexual orientation. The categories to be used are currently under discussion. Once agreed, a facility will need to be added to the MetHR system and a data collection exercise carried out. The equal opportunities monitoring form for police officer recruitment applications contains a self-declaration for sexual orientation; other equal opportunities monitoring forms need to be similarly updated.

The position of recording data for transsexual staff is generating some debate. A growing consensus emerged during the strategic assessment workshops held recently by the Diversity Directorate that transsexual data should be recorded as a gender type and not a sexual orientation. There is also a high need to preserve the confidentiality for transsexual staff, which poses some practical difficulties in collecting and recording such data. The Gender Recognition Bill provides that those who have acquired a gender different to their biological sex at birth, and subsequently obtained a Gender Recognition Certificate, are entitled to complete confidentiality and anonymity. Nonetheless, it is generally considered important to monitor this dimension of diversity as much as any other group to check for discrimination.

As reported above, there are a number of areas where data needs to be collected for existing staff. Consideration is being given to holding a MPS census day, possibly early in the New Year, to collect this data and to reaffirm existing diversity information. There are a number of practical issues to be resolved with such an approach, such as processing the returns and recording of the information provided where MetHR does not currently have the necessary facilities. Confidentiality is a major factor. These considerations are on going at the time of writing the report: more information will be available at the meeting

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