MPS retention strategy

Report: 07
Date: 25 July 2002
By: Commissioner

Summary

This report outlines a revised retention strategy for the MPS and seeks the Human Resources Committee's endorsement.

A. Recommendations

That the Committee comment on and endorse the proposed strategy.

B. Supporting information

1. The MPS is committed to maximise the retention of its workforce by examining its personnel policies and management practices to ensure it offers a range of career opportunities and challenges. This report expands on the paper presented at the last meeting on 2 May 2002, and outlines a proposed revised strategy for the future in order that there are greater prospects of retaining police and civil staff. This is especially important as the MPS embarks upon ambitious recruitment and growth plans for police, civil staff, PCSO and traffic wardens.

New Strategy

2. The revised strategy is attached at appendix 1, developed in conjunction with representatives from the Diversity Directorate. The plan is intended to monitor and understand the reasons for leavers and to introduce a series of practical initiatives to reduce the number of voluntary leavers. The new strategy – it is proposed – will be introduced with immediate effect. The intention is to report twice yearly to this Committee on progress, including providing details of leavers across the Service.

3. A retention intervention officer has been appointed and has already made a number of positive interventions. Further consultation on implementation and development of an action plan is underway across the MPS and will be presented to a future meeting.

Conclusion

4. The Retention Strategy is an important part of the MPS People Strategy and HR 2002/03 objectives. This strategy is commended for introduction with immediate effect.

C. Financial implications

Much of the proposed strategy carries no financial implications. Many of the individual components are of no cost or of such minimal cost that they can be contained. Where there are financial implications, these will be the subject of separate reports to this Committee as the appropriate initiative is developed and proposed.

D. Background papers

None.

E. Contact details

Report author: Jenny Deere, Director HR Selection, MPS.

For information contact:

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

Appendix 1: Metropolitan Police Service - Human Resources

Retention strategy

Introduction

The MPS is committed to working for a safer London for all the people we serve. Our aspiration to achieve this is captured in our Mission, Vision and Values statement. Valuing and respecting our staff, treating them fairly and providing support and development are all essential elements of this goal.

The introduction of a Retention Strategy further strengthens our intention to create an environment through which the MPS is able to retain experienced, able and motivated staff. It is designed to ensure that the Service is one which can demonstrably be shown to value its staff and one that constantly strives to be an employer of choice.

The implementation of this strategy forms an integral part of the delivery of both the Diversity Strategy as promulgated by the Development and Organisation Improvement Team (DOIT) and the overall MPS Human Resources People Strategy, as developed by Human Resources Directorate.

Aim

The overarching aim of the Retention Strategy is to sustain and improve retention of all our staff.

This new and evolving strategy will involve a fundamental change in the existing approach to retention issues within the MPS. This involves cultural change within the organisation and will enable us to improve the morale of staff by addressing individual needs whilst taking into account Service needs.

This will provide the MPS with greater control and influence in achieving staff retention targets and produce a sustainable and robust retention capability.

To do this we will:

• Seek to maximise the prospect of retaining staff at all levels
• Ensure that retention of all staff is a key priority within our corporate aims
• Seek to educate and empower MPS managers concerning retention and the need to reward and acknowledge staff effort
• Ensure HR policies encourage and support retention
• Promote and develop benefits to reward and motivate all staff
• Strive to achieve a status as employer of choice
• Provide development opportunities for all staff within the Service
• Provide an intervention service in circumstances where the corporate need is deemed greater than local requirements
• Put an evaluation process in place to monitor the reasons why staff leave

To deliver this strategy, we intend – in the short term – to:

1. Continue with the short term initiatives introduced in January 2002.
2. Place retention as a standing item on HR Board in order to monitor attrition rates and implementation of the strategy.
3. Require every OCU to devise a retention plan in accordance with a HR template and with HR assistance.
4. Collate and disseminate existing best practice within the Service.
5. Undertake phase 2 of the People Strategy insofar that it specifically focuses upon retention issues.
6. Review and implement existing retention and support programmes for under-represented groups within the Service.
7. Introduce the means by which every leaver is offered the opportunity to meet with a manager to discuss the reasons for leaving.
8. Ensure that the exit interview process is fully sensitive to issues of diversity and equality.
9. Collate and distribute staff turnover information by location and use as part of a new HR evaluation process.
10. Prepare a communication and marketing strategy to support the roll out of the Retention Strategy.
11. Complete the review of all promotion processes.
12. Ensure that our communication processes are in line with those of a large employer and generate good staff relations.
13. Consider the introduction of a voluntary employee benefits scheme.

These initiatives will be introduced within a period of six months.

In the medium term we intend to:

1. Review all HR policies to ensure they encourage and support retention of all staff.
2. Implement and disseminate a Service wide flexible working policy.
3. Review proposals for civil staff development plans including implementation of a mentoring and support scheme.
4. Research, develop and propose benefits to reward and motivate staff.
5. Ensure accountability of all managers for retention is monitored by the Human Resource Evaluation Team in conjunction with DOIT.
6. Introduce and develop a corporate induction package for all new civil staff.
7. Review all management training to ensure it includes the needs of the Service in relation to valuing and retaining staff.
8. Assign a formal mentoring plan to each new probationer.
9. Ensure that every effort is made to appraise each employee and they are given opportunity to develop.

These initiatives will be introduced within 12 months.

Longer term, we intend to:

1. Continually review and develop the retention strategy.
2. Research, consult and develop an effective scheme to retain police officers beyond 30 years of service.
3. Identify and disseminate existing best practice with external organisations within both the public and private sector.
4. Identify and disseminate best practice within the MPS recognised 'benchmark' partners.
5. Explore the introduction of a 'High Potential Scheme' for civil staff.
6. Introduce a means by which staff opinion is sought and gauged on a regular basis.
7. Ensure that every manager is trained in accordance with an MPS plan, covering leadership, diversity, communications, standards, motivation and discipline.

To monitor this strategy, we intend to:

1. Report quarterly to the HR Board, Diversity Board and Management Board.
2. Report half yearly to the MPA HR Committee.
3. Report half-yearly to each part of the MPS on their achievement against the plan and detailed figures.
4. Review this strategy in twelve months.

Send an e-mail linking to this page

Feedback