MPS Human Resources Strategy (People Strategy) - update

Report: 12
Date: 19 April 2001
By: Commissioner

Summary

This report provides an update on the implementation of the People Strategy since its launch in February 2000. It highlights initiatives completed and those ongoing. It also describes the re-shaping of the implementation programme.

A. Recommendations

1. That members note the report.
2. That a further report be provided for at a future meeting on the 2001/02 People Strategy programme of work.

B. Supporting information

Background

1. The MPS Human Resources Strategy 2000-2004 was launched by the Commissioner on 10 February 2000, under the title People Strategy. It was the first major strategy introduced by Sir John Stevens to underpin his Policing Pledge to Londoners and the associated Mission, Values and Vision. This is reproduced at Appendix 1.

2. The People Strategy is designed to move the policing profession forward into the 21st century. It is based on a corporate change agenda for local implementation with central support. A specific briefing was provided to personnel managers and specialists focusing on the implications for them and their role in facilitating implementation on the ground. The aims and objectives of the strategy were described in published documentation sent to every member of staff at the time of the launch.

3. The strategy contains a programme of linked activities designed to bring about change in how the MPS attracts, retains, motivates and develops staff, both to improve operational performance and for the Met to be viewed as an employer of choice.

Structure

The strategy was made up of six workstrands:

• Workforce - the way the demand and supply of competent people are predicted and provided, where and when they are needed;
• Performance - how people can be motivated to do their work even better, developing their professional skills now and in the future;
• Advice and support to managers - a proactive contribution from personnel professionals who understand what is right for operational performance;
• Policy - using best personnel practice to create a hospitable working environment for all, keeping pace with relevant legislation and cultural changes;
• Value - achieving change positively and through challenge, comparison, consultation and competition with other proven systems, ensuring the personnel function provides best value;
• Safe and healthy - ensuring the well-being of all staff and the environment they work in, improving the quality of their working lives.

5. Leadership and Diversity were not separately listed as workstrands since these are overarching aspects to be addressed in all initiatives.

6. In addition, a totally integrated new IT based people management system would be introduced providing the vital infrastructure improvement necessary to deliver the improved personnel function effectively and efficiently. A separate report has been provided to the Human Resources Committee on the PRISM (People Resources Integrated Solution Management) system and therefore is not covered by this report.

Re-shaping the implementation programme

7. Whilst the fundamental rationale for improvements set out under the original six workstrands and two overarching issues (Leadership and Diversity) remain, during the course of 2000-2001 the focus for change in the personnel function and the personnel related challenges facing the MPS evolved. Externally, a much greater emphasis on recruitment and retention emerged as a critical issue for the MPS from when the People Strategy was first devised. Internally, there was recognition that, to keep in line with other corporate strategies, developments and change programmes, the People Strategy needed to be a more holistic, overarching human resources strategy and fully reflect all aspects of personnel management.

8. Consequently, the implementation programme is being re-shaped under four broad headings:

• Attract, retain and motivate
• Able people, well led and managed
• Reflecting the community
• Infrastructure (back office)

9. Many initiatives, however, straddle these headings. For instance, positive action initiatives that improve the recruitment of visible ethnic minority staff and thereby support the 'reflect the community' aspect are likely also to heighten the attractiveness of the organisation as an employer generally and also retain people who might otherwise leave. These headings are therefore used flexibly to provide a structure to the implementation programme, but not to constrain the potential benefits to be obtained from specific initiatives.

Achievements

Attract, retain and motivate

10. There have been a number of headline achievements such as the London pay lead, the free rail travel deal and the end of tenure. Other initiatives delivered over the past year include publication of a Guide to Flexible Working, giving greater freedom to staff to better match work and family responsibilities thereby increasing motivation and commitment, and allowing people to remain working who might previously have left.

11. A Recruitment Task Force was established which sparked new interest and brought about improvements in the selection process. In particular, selection standards were reviewed and a more rounded view is now taken of potential recruits. Recruitment numbers have vastly increased with intakes now reaching over 200 compared to around half this number a year ago.

12. The Competency Framework project has become a national project with support from ACPO and the Home Office. This will be assessing every role in the Service and identifying behaviours and technical competencies needed to fulfil them. It will form the foundation of selection and training policies, and succession planning and more meaningful and less bureaucratic appraisals. It will also be used for recruitment. 22 generic police roles on Borough have been compiled to date, covering 85 per cent of police staff. Roles within Specialist Operations and ACPO ranks are to follow. Work on key civil staff roles will be considered once the police roles have been completed.

13. Civil staff pay has continued to adversely impact recruitment and retention. The issue now sits at the top of the agenda for early improvement. An additional £20m has been secured to improve civil staff pay in the forthcoming year. Some early changes to Location Allowances are envisaged and a pay and grading review has been undertaken. This has recommended a fundamental overhaul of the pay and grading structure for civil staff, which is to be progressed over the next few months.

14. A staff survey was undertaken, which has directly led to action being pursued at all levels of the organisation to address those issues cited by staff as being of most concern.

Able people, well led and managed

15. A Healthy for Life programme was introduced in the autumn of 2000. Around 200 staff have now received screening. Healthy for Life provides health and fitness assessments in the workplace, with personal advice on diet, exercise, stress reduction and safety. Locations with high sickness levels and prolonged absences have been targeted for early attention.

16. A guide to employment tribunals has been issued which provides practical advice and assistance to managers on handling ET cases and in avoiding problems arising in the first place particularly for sensitive situations. This also impact grievances.

Reflecting the community

17. A wide range of work has been undertaken on diversity and this has been recognised externally in many quarters and by Independent Advisory Groups. The HMIC report 'Winning the Race – Embracing Diversity' cited the MPS as a 'beacon of excellence'. This work has included a range of positive action initiatives on Boroughs and increasingly in other parts of the organisation. It has continued the delivery of the Dismantling Barriers & Police Service for all the People programme.

18. Two diversity conferences have been held to date in conjunction with the Commission for Racial Equality and the Association of London Government, each attended by some 500 representatives from public, private and voluntary sector organisations. The third MPS diversity conference entitled Everybody Benefits will take place on 24 April, at which the next stage of the MPS diversity strategy 'Protect and Respect' will be launched. This will emphasise diversity beyond race and will demonstrate a more inclusive approach. It will highlight how the MPS works together with people of different disabilities, race, gender and sexual orientation and how institutional racism and discrimination are being addressed.

19. The structured Community and Race Relations Training programme has been accelerated. It continues to inform staff across the Service on the complexities of policing diverse communities. Nearly 40 per cent of front line staff have been trained so far. The target is to complete the programme by December 2002.

20. This work has been complimented by the publication of a MPS Handbook of London's Religions, Cultures and Communities.

21. Recognising that 'diversity' extends beyond race, a major seminar was held in October 2000 to drive forward the implementation of the Disabilities Discrimination Act. Issues affecting the needs of people with disabilities whether MPS staff or customers are being addressed. Programmes are underway to improve access to buildings and services and to develop a disability awareness training package. As with many aspects of the People Strategy, some of this work is long-term.

Infrastructure (back office)

22. As mentioned previously, PRISM will provide much of the infrastructure improvements necessary to modernise the personnel function. This is the single biggest 'back office' change being pursued.

23. Other infrastructure developments include the introduction of a structured development programme for personnel managers. 100 personnel managers and key practitioners are going through the programme, which is being delivered by the Industrial Society.

24. Also introduced are employment law updates and briefing sessions, provided in a joint venture with the Directorate of Legal Services.

25. Trials of an upgraded post of 'senior' personnel manager have been undertaken. The evaluation and associated grading review is due to report shortly

Other achievements

26. Other People Strategy products delivered include:

• Substance Misuse Policy
• Interim succession planning procedure
• Borough commander development programme
• On Course – a regular newsletter by the Directorate of Training and Development
• Building skills for policing – a suite of literature by the Directorate of Training and Development
• Guidelines for dealing with dyslexia
• MPS - standards for training delivery
• Guidance on financial assistance in legal proceedings
• Home working in the MPS
• Health and safety - manual handling ops. regulations, 1992
• Control of infection in the MPS
• Guidance on work with display screen equipment
• First aid procedures
• Notice publishing revised arrangements for extensions of service for civil staff
• Pay and allowances manual published on intranet
• Revised exit survey

Future

27. The precise programme of work for the forthcoming year and the longer-term complete programme of work for the remaining years of the People Strategy are presently being prepared in line with the Personnel Department business plan for 2001/02. It is proposed to bring a further report on this aspect to a future meeting of the Committee.

C. Financial implications

None.

D. Background papers

• New challenges; new thinking: A Policing Pledge for Londoners (MPS, January 2000)
• Metropolitan Police Human Resources Strategy 2000-2004 (MPS, February 2000)

E. Contact details

The author of this report is Chris Haselden, MPS.

For information contact:

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

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