Progress report on HR related HMIC recommendations

5

that the HR review embraces the outstanding actions from HM Inspector’s report to the Home Secretary, which should be pursued to satisfactory conclusion. (para 4.21)

The MPS recruitment strategy identified the setting of police recruitment targets for 2001/2002 and monthly review processes to ensure the police BWT of 26,650 is reached by 31 March 2001. The recruitment target set for 2001/02 was 2,551. The MPS has had significant success in accelerating the level of recruitment. Enquiries have increased and the yield improved producing applications almost double that of last year (previous ratio 100:13:3 this year to date 100:25:4.8). Since 1 April 2001, 2203 officers have been recruited and with two further intakes scheduled before the end of the financial year this target should be achieved. The first two elements of the business process re-engineering project have been achieved within the timescales set: Changes to process including medical, testing, interviewing and security checks - achieved 1 Nov 2001 Move to Hendon to increase capacity for interviewing and testing candidates - achieved 7 Jan 2002. The introduction of fully automated recruitment processing through use of MetHR is still on target.

To note and receive regular updates on recruitment progress via HRC.

3

Recruitment and retention of skilled analysts: HMI urges the MPS to identify, within the review of Human Resources, the scale of key skill shortages and develop an appropriate action plan. (para 2.15)

The revised departmental structure, placing recruitment and workforce planning under a single command is now in place. The recently imposed budgetary constraints have resulted in a temporary suspension of recruitment to a number of agreed non-key support posts. However recruitment continues for communications officers, station reception officers and a number of similar roles. The MPS is working in partnership with the Employment Service and the London Employers Coalition to attract and select suitable candidates in the MPS area.

To note and receive recruitment updates via the HRC.

18

Leadership - HR function: Of considerable disappointment to HM Inspector was the number of weaknesses identified in the HR function. Some of these concerns are being addressed but clearly the time is right for root and branch reform.

This whole issue is being addressed by the HR Review and a ‘root and branch’ approach has been taken. The first stage of the review has been completed with the establishment of the new HR Directorate on 1 December, the appointment of the new Director HR and the heads of the Directorates of HR Selection and HR Services. Stage 2, a fundamental review by the Directorate heads of the core business and staffing levels within their Directorates, is in progress. Stage 3 will consist of a wider review of the HR function across the MPS, including customer focus, communication and refreshing the People Strategy (see recommendation 20 below).

To receive progress reports on stages 2 and 3 in due course.

19

Leadership - senior personnel managers: HMI was encouraged with the early work of the new postholders at pilot sites but was disappointed by the absence of corporate guidance from HQ Personnel about how the role should develop. (para 4.5)

There are no immediate plans to extend the senior personnel manager posts. The Directorate has initiated monthly meetings between the AC and key members of HR Directorate and Personnel Managers to improve communication and provide corporate guidance. The outcome of the pay and grading review is expected to impact on the recruitment and retention of personnel managers .

To note.

20

People Strategy: HMI was disappointed to see how little impact the People Strategy was having on recruitment, given the significant numbers needed to reach recruitment targets; nor is it demonstrably improving the HR function and practices. (para 4.6)

As part of the review of the corporate HR function a project has been established to refresh the People Strategy. The broad aim is to publish the refreshed People Strategy in April 2002, although this target may need to be reviewed when the scope of the work is clearer.

To note and receive progress reports as at recommendation 18 above.

21

Organisational strength: HM Inspector understands the reasons for the high vacancy levels, particularly for specialist roles such as analysts. (See also item 3, para. 2.14) One possible way of improving the situation is to develop internal mechanisms that reward meritorious work. HM Inspector urges that local reward mechanisms be explored further as part of the HR Review. (para 4.8)

No further work has yet been undertaken on promoting local reward mechanisms, which already exist. The efforts of our pay branch are currently directed to implementing the civil staff pay and grading review but the need for revising and publicising the special bonus scheme will be reviewed following implementation of the new pay and grading system.

To note and to be advised of any changes to the special bonus scheme in due course.

22

Recruitment challenge: HM Inspector shares the very real concerns of the MPS about its ability to meet police recruitment targets, and within that the targets for ethnic minority recruitment. Inaccuracies in the data recently submitted to the Home Office on staff from ethnic minorities have made it difficult to clarify the scale of the shortfalls against targets This needs to be addressed urgently.

Clear recruitment targets for all police officers have been set, including VEM recruits. A total of 203 have been recruited since April 2001 against a total of 90 in the whole of 2000/01. Currently VEMs represent 4.6% of the workforce and the target for the end of the financial year is 5%. It is expected that we will reach that target with the significant number of VEM recruits anticipated in the intakes in February and March.

To note.

23

Recruitment challenge: While recognising the potential impact of the benefits of campaigns to assist the recruitment effort, (e.g. free travel concessions), HM Inspector is concerned that they are targeted at police officers and not civil staff. The MPS has embarked upon a wide-ranging review of pay and grading and HM Inspector urges completion of the work within a short time frame. (para 4.11)

The third stage of the civil staff pay and grading review, the introduction of a new pay and grading system has now been accepted by the trade unions and will be implemented. A paper has been prepared for the March HRC, providing details of implementation.

To note and receive a separate paper at the HRC on 7 March

24

Civil Staff Recruitment Unit: HM Inspector was concerned at the poor state of the CSR Unit’s accommodation at Aybrook Street. Whilst understanding the difficulties in finding appropriate space for initiatives of this kind, HM Inspector urges the MPS to review the existing accommodation needs and find a more appropriate setting. (para 4.13)

The new recruitment centre at Hendon received its first candidates on 7 January and was officially opened on the 21 January 2002. The ceremony was attended by the Chair of the MPA, Commissioner, and the Mayor. All HRC members were also invited to attend. Action complete.

To note and discharge.

25

Personnel data: A major concern of HM Inspector is the inaccuracy of personnel data. A strategic review of IT systems is being undertaken, but in the interim there is no central personnel data warehouse. Shortcomings will, it is hoped, be addressed by the new PRISM system. In the opinion of HM Inspector, it is vital that PRISM succeeds if the MPS is to avoid repetition of the embarrassing data inaccuracies in Home Office submissions. (para 4.16)

MetHR is progressing on schedule with the first part of the rollout to commence in April 2002. This first phase will see the replacement of the corporate HR database, the training database is due to be replaced in early/mid May and recruitment systems in late May/early June. Devolved HR will start with 3 beacon sites in July followed by full Borough and HQ rollout from October 2002 to March 2003.

To note position. MetHR continues to be monitored via the IS/IT sub group of the Finance, Planning and Best Value Committee

26

Staff appraisals: Additionally, PRISM needs to rescue the current situation in respect of police staff appraisals. During the inspection it was evident that the current system is widely discredited and, in any case, ignored - hundreds of appraisals are outstanding. HM Inspector will expect to see a considerable reduction in the backlog of appraisals when he next inspects the MPS. (para 4.18)

It is anticipated that MetHR will include specific recording of appraisals, which will more easily identify outstanding cases for managers’ attention. It is not currently within the build and awaits specification. All Borough OCUs have now received the new generic role profiles for police officers. Training on the appraisal process commenced for Borough trainers in January and commences for inspectors mid February. Boroughs will then take responsibility for implementation of the system. Phasing in of the role profiles and PDR for non Borough OCUs is expected to commence in April.

To note.

27

Career Management Policy: In the absence of a policy, a posting panel works smoothly where individuals have volunteered for particular moves but has yet to find a successful way to transfer staff in the absence of sufficient volunteers. HM Inspector urges a re-examination of the postings panel to address the identified shortcomings, perhaps as part of the HR Review. (para 4.19)

Police postings are managed through the postings policy and a postings panel. Work is being undertaken with senior managers in Territorial Policing to develop a process to ensure a balance of numbers and experience across Boroughs when transfers are arranged.

To note.

28

Career Management Policy: Representatives from the Police Federation conveyed to HM Inspector the need for an effective career management system now that tenure has been abandoned. He urges that these views are fully considered and the Federation is fully involved in the HR Review where decisions on a future career management system may be made. (para 4.19)

The introduction of the new MetHR IT system and the Competency Framework will enable the MPS to develop further its career management policies .

To note.

110

Recruitment of Senior Officers from outside forces: There is a national shortage of experience senior detectives, which is a stumbling block to progress. It would be to the ultimate benefit of the whole service if it were to introduce reciprocal attachments to widen the learning experience and spread good practice. Initiallly the MPS should widen experience by initiating a programme of attachment to MITs. Experience needs to be shared and expanded so that succession planning does not become problematic. (paras 51& 52)

A review of the Senior Investigating Officer training attachment will be undertaken at ACPO level to seek a more effective way of widening experience.

To note.

2

HMI recommends that the CRR Occupational Standards, developed by NPT, are adopted throughout the Service and absorbed into PDR processes. These standards should become the principal tool for assessing staff in relation to issues of diversity, whether on performance review or selection processes. (para 7.24)

The National CRR Occupational Standards were developed by National Police Training, following work within the MPS. Piloting of these standards in the MPS was undertaken on Hammersmith & Fulham, Camden and Tower Hamlets BOCUs. Implementation of the standards is concentrating initially on integrating the standards into all training at Peel Centre. A Diversity Implementation Steering Group was established in November 2001 for this purpose.

To note.

5

HMI recommends that before conducting any CRR training programmes, forces carry out appropriate training needs analysis to ensure that the training meets the requirements of both national drivers and local community needs. (para 7.33)

A full training needs analysis was initially undertaken on Hammersmith division, the results of which were used in the formulation of the MPS CRR training model that is currently being rolled out across the MPS. The content of the current two-day awareness programme, which is due to be completed at the end of December 2002, will vary according to the needs of each BOCU. This flexible format enables specific local issues to be incorporated as appropriate. Action complete.

To note and discharge.

6

HMI recommends that only ‘qualified ’trainers are used in CRR training and that NPT and ACPO compile a suitable definition of ‘qualified’ that the Service can adopt with common accord. (para 7.38)

As previously reported it is considered that the selection and training of the police and associate trainers in the MPS fully meets requirements but a definition of ‘qualified trainers’ has not yet been provided. This is being pursued by the Clerk.

Clerk to pursue definition for ‘qualified trainers’.

7

HMI recommends that forces have in place sufficient resources for sustainable CRR training programmes and that these allow for regular staff rotation. (para 7.41)

Sufficient resources have been made available to finance the delivery of the first phase of the CRR training programme, due for completion on 31 December 2002. CRR training is also built into ongoing training programmes. CRR training continues to be monitored through CDO and progress updates will be provided to HRC as required. Action complete

To note and discharge.

Rec 7

The report of the positive action team on equal opportunities should be implemented as a matter of urgency. (para 4.32)

The work undertaken by in the Deputy Commissioners Command (DCC6 - formerly the Positive Action Team) to address retention and progression issues and disproportionality between Boroughs and HQ is described comprehensively in a separate report which will be presented to HRC in May.

To note and receive a report at HRC on 2 May.

Rec 11

that the MPS develops a single database so that details of those who have received community and race relations training can be recorded and maintained. (para 4.46)

The attendance of all personnel who have received CRR training is recorded onto the central training administration system and this information will be collated centrally onto MetHR (the new HRIS system) in due course. Action complete

To note and discharge.

Rec 12

that the MPS review the strategic management arrangements for the planning and delivery of all CRR and Diversity training so that they reflect the policy specified in the MPS Human Resources Strategy. (para 4.53)

The Diversity Training Action Plan has been produced in consultation with key stakeholders and ratified in December 2001. The Diversity Training Branch has overall responsibility for implementation of the plan. Action complete

To note and discharge.

Rec 13

that the MPS develops a CRR training strategy. (para 4.54)

As at recommendation 12 above the Diversity Training Action Plan is now being implemented.

To note.

Rec 14

that the MPS develops an evaluation strategy, which is capable of measuring the effectiveness of all CRR training. (para 4.58)

Directorate of Training and Development’s evaluation of CRR training is continuing and the first comprehensive evaluation reports are expected mid year. With regard to external evaluation a steering group, chaired by the MPA has been established. The first meeting of the steering group was held in January. Terms of reference and scope for the evaluation have been agreed but funding has still to be identified. A further meeting scheduled for 30 March.

To note and receive further reports in due course.

Rec 17

that the MPS reviews the planned ‘roll out’ of the CRR awareness training to ensure that sufficient resources are available to deliver the training within the published timescale. (para 4.63)

Sufficient resources have been made available to finance the delivery of the first phase of the CRR training programme, due for completion on 31 December 2002. By 31 March 2002 76% of all police and front line civil staff will have received training, exceeding the HO target of 75% by that date. CRR training continues to be monitored through CDO and progress updates will be provided to HRC as required. Action complete

To note and discharge.

Rec 23

that the MPS conduct a review of the grievance procedure to make it more effective and user friendly, for both management and staff at all levels. (para 5.29)

A report has been prepared for the HRC on the review of the grievance procedure.

To receive separate report at HRC on 7 March and further progress reports as necessary.

Rec 24

that the mentoring scheme for minority ethnic officers with 0 - 5 years service should be overseen by the local borough commander or departmental head. Also any career development plans should be agreed and jointly signed off by the officer’s own line manager. (para 5.34)

The support and development programme is now well established and will be devolved to Boroughs and Directorates in the longer term. Action complete

To note and discharge.