Recruitment

Report: 4
Date: 6 September 2001
By: Commissioner

Summary

To inform members of the progress of police and civil staff recruitment against budgeted workforce targets (BWT) for 2001/02, and the steps taken to speed up the police recruitment process.

A. Recommendation

That Committee members note the contents of this report.

B. Supporting information

Strength

1. Police strength has grown by 473 officers since the beginning of April 2001, standing at 25,902 on 31 July 2001. This is 748 below the end of year BWT target for 2001/2002 of 26,650.

2. Civil staff strength has increased by 92, providing a strength of 10,289, showing a deficit of 1,247 on the 31 March 2002 BWT of 11,536

Police recruitment

3. Since April 2001 894 officers have joined the police, whilst in the same period last year the number was 390.

4. Figures show the numbers joining each five weekly intake as April 177, May 235, June 234 and July 248. A total of 74 visible ethnic minority (VEM) (8.2%) and 147 women (16.4%) have joined since April 2001.

In 2000/01 the average ratio of applications sent out, to applications received, was 100:13:3. The current ratio for April to June 2001/02 is 100:26:5. It must be acknowledged that a number of factors should be taken into account to sustain the current ratio. The significant increase in the number of applications sent out continues. These are running at much higher rates than for the same period last year. The recruitment graph at appendix 1 provides information on the numbers of applications received and the numbers attending Training School, with VEM and female proportions.

The flow chart at appendix 2 shows the high level process currently undertaken. The current methods are not effective in terms of the amount of time taken to process the applications, the staffing levels required or the service we provide to candidates throughout the period.

A fundamental review is underway to improve the business processes related to police officer recruitment. The review will examine how other organisations, including other Forces, provide efficient recruitment services and will draw on best practice.

It is anticipated that the new processes will provide more concurrent elements, greater quality assurance and reduce the time taken to recruit officers. Some of the proposals can be introduced immediately whilst others are dependent on the transfer of the function to Hendon. The major business benefits and quality assurance systems will be achieved after the introduction of PRISM, the corporate HR system. To give an indication of how the new process might look appendix 3 shows the emerging system, but further refinement of the process is necessary.

9. A Project Initiation Document has been written showing the key objective of the Business Improvement Project as the achievement of the Budgeted Workforce Target. The aim is to provide more manageable, faster end-to-end processing of candidate applications at a reduced cost per successful candidate. This will be achieved through the demonstrable application of best practice in line with the MPS corporate Mission Vision and Values policy.

10. The project will use internal and external resources to produce re-designed business processes that will be implemented through a change management plan encompassing full user training as necessary. A fully automated process will be achieved using existing or currently planned PRISM system capability.

11. It is anticipated that faster end-to-end processing of all applications will enable a job offer to be made in 12 weeks by the end of March 2002. The improved quality of data and presentation of management information will aid better decision making. There will be improved customer focus and because of quality checks and workflow in system-embedded controls compliance with regulations, policy and procedures is assured.

12. A high-level action plan is shown below providing an indication of key dates.

Senior managers workshops to determine business process

3 and 4 September

Policy review forum chaired by Assistant Commissioner to finalise agreed changes with processing, medical and security

19 September

Specification of individual procedures including data fields

By 28 September

Transition plans completed and tested on all processes

By 28 September

System build undertaken within PRISM project team requiring constant input from processing teams

By 29 October

Design and build of training programme incorporating system development, business change and customer focus

By 15 November

Redesign of all collateral including standard application forms, pre-printed materials, letters, documents

By 20 November

Implementation

2 November to 20 December

Redesign of all collateral including standard application forms, pre-printed materials, letters, documents

By 20 November

Working Prism system and business changes incorporated into every day practice

20 December

Go live at Hendon

7 January 2002

Validation of work loading and job design

January and February

Interfaces and bridge building into existing systems (CLEF, PIMS, CARM, CTAS) until full roll out of PRISM

January onwards

13. In the interim work continues to deliver sustained intake numbers to meet the recruitment target and the BWT and this remains a challenge. There is significant impact on staff and resources to attract additional enquiries, process the increased number of applications received, apply the security checks tests, undertake a greater number of interviews, perform medical and fitness tests and prepare files for training school.

14. A number of initiatives have been introduced to improve delivery, including:

• Increase the capacity for candidates attending day 2 of the process (Medical and Fitness) by 33% (4 days per week instead of 3). This will help to speed up the process and reduce the backlog of applications.
• Introduction of security vetting by Security Services Branch. This again has the potential to speed up the process and reduce backlogs. It also provides an independent dedicated trained team to ensure quality standards are consistently applied.
• Major advertising campaign in South East England for officers to transfer to the MPS. This has resulted in the potential to deliver up to 40 transfers per intake from August. Associated with this is a revised process to facilitate their entry to the MPS.
• Improvements to administrative arrangements, which have had significant impact on morale and standards of performance. For example, transfer of non-processing staff from Aybrook Street to Beak Street to relieve pressure on poor accommodation, purchase of a faster and more efficient franking machine, outsourcing of production of printed materials rather than photocopying.

15. Over the course of the next two months further changes will be introduced. A new Directorate structure will be put in place to ensure that individual and team roles, responsibilities and reporting lines are clarified. A revised recruitment strategy will be written and a new marketing and advertising contract will be awarded.

16. The graph at appendix 4 shows the length of time taken from receipt of the application form to both date of job offer and to date of joining Training School. Last year the average time taken to process applications was 39 weeks. This has been reduced to an average of approximately 24 weeks and the target is to provide a job offer within 12 weeks.

17. Currently 250 applicants are provisionally signed up for the August intake and a further 180 applicants have already been offered places in October (there is no intake in September). The size of intakes from October to the end of the financial year has been redefined to meet the overall 1050 growth in the BWT, although the precise numbers will depend upon on-going turnover. The size of the intakes between October and February 2002 (no intake in March) is in the region of 280, including 40 transferees/rejoiners.

Civil staff recruitment (excluding traffic wardens)

Applications

18. Approximately 500 applications were received during the first quarter. Of these applications, 289 (59%) were from women and 212 (43%) were from ethnic minorities.

Starters

19. Between 1 April and 31 July 2001 495 new members of the civil staff started employment within the MPS, 72 (15%) were from ethnic minorities and 287 (58%) were women.

20. Civil staff vacancies arise constantly throughout the organisation for all grades. Generally, administrative roles grade 13, 12 and 10 will be recruited locally after checking if there are possible candidates in the recruitment pool administered centrally. The exceptions are specialist posts such as crime analysts who are appointed centrally, together with other senior posts at grade 9 and above.

21. An exercise is underway to determine how many of the current civil staff vacancies local managers wish to fill, and a recruitment campaign is being organised for September. Linked with this, there is a review of the selection criteria currently applied to internal candidates wishing to be considered for level transfer or promotion.

22. It is anticipated that the results from the Hay civil staff pay and grading review will assist in the recruitment to ensure the BWT for civil staff is achieved.

C. Financial implications

There are no financial implications associated with this report.

D. Background papers

None.

E. Contact details

Report author: Jenny Deere, Business Director, Recruitment, Selection and Workforce Diversity, MPS.

For information contact:

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

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