People strategy – progress update

Report: 11
Date: 3 April 2003
By: Commissioner

Summary

Originally launched by the Commissioner in February 2000, the five-year People Strategy was reviewed in autumn 2002 to take stock of the achievements so far, to bring it up to date with current developments, and to set the agenda for the remaining two years.

This paper describes recent achievements and looks forward to continuing progress with the updated Strategy through the HR Business and Performance Plan 2003 – 04.

A. Recommendation

That the Committee notes the progress being made to implement the People Strategy and the arrangements to take it forward and monitor performance in the planning year 2003-04.

B. Supporting information

Introduction

1. The five-year People Strategy was launched by the Commissioner on 10 February 2000 to meet both the operational needs of the MPS and the career aims of our staff, creating a working environment that results in high performance.

2. During the latter part of 2002, the People Strategy was reviewed to take stock of the achievements so far, to bring it up to date with current developments, and to set the scene for the next remaining two years. The Commissioner announced the ‘refreshed’ strategy on 2 December 2002 and it has been circulated throughout the MPS. Copies have previously been made available to Members.

3. The refreshed strategy briefly describes the achievements of the first three years and clearly sets out what remains to be done under each of the six main strands: The Workforce, Performance, Advice and Support to Managers, Policy, Value, and Safe and Healthy. Borough/OCU Commanders used a common template to explain to their staff how the People Strategy would be implemented locally.

Recent Achievements

Workforce Strand

4. The MPS is on course to achieve the target of increasing police strength to 28,412 and to recruit and train the first 500 Police Community Support Officers (PCSO) by 31 March 2003. Additionally, there will be a combination of 276 Traffic PCSOs and Traffic Wardens for the Transport OCU. It is particularly welcome news that around 25% of PCSOs are women and 24% are from ethnic minority communities, as at 31 January 2003.

Performance Strand

5. Role profiles, in line with the generic competencies of the National Competency Framework, have been completed for all police roles and for virtually all civil staff roles, which will be completed by 31 March. The new Performance Development Reviews (PDR) are already in place for police officers and the scheme will start for civil staff on 1 May 2003.

Advice and Support for Managers Strand

6. A variety of activities and events have been held to provide relevant advice and support for managers, principally through our network of professionally qualified Personnel Managers. A programme of continuous professional development for HR professionals is run in partnership with our Legal Department to provide information on the latest developments in employment law and to give practical advice on how they will impact on working practices. The MPS has recently taken on the Secretaryship for the National CIPD Police Forum, which facilitates an exchange of good practice and provides additional developmental opportunities.

7. The HR Directorate recently held its first two Open Days at New Scotland Yard to promote the range of services that it provides for managers and staff. In addition to the HR exhibits, the MPA, the Police Federation, the Trade Unions, and a number of Staff Support Associations participated with informative stands and various workshops were held for managers. These Open Days were well supported by managers and HR staff from all sections of the MPS.

Value Strand

8. The new HR Evaluation Team has been formed and has completed three evaluation exercises at groups of Boroughs/OCUs, with the aims of measuring the effectiveness of employment policies and focussing on the benefits to operational policing. The team has already identified some examples of good practice as well as areas for improvement under various topics, including appraisal and attendance management.

Policy Strand

9. The initial review of current HR policies has been completed to check that they continue to meet the needs of the MPS and comply with employment legislation. Work is ongoing to make changes where necessary and to present all HR policies under a new corporate policy framework to ensure consistency, incorporating an introduction, a policy statement, and more detailed guidelines. The new policies on PDRs and Flexible Working will be published shortly in this format.

Safe and Healthy Strand

10. A new Health and Safety Manager has been appointed to lead and advise on Health and Safety plans to help the MPA and the MPS to meet their legislative obligations, including current Health and Safety Executive Improvement Notices.

HR Business Plan 2003-04

11. The HR Directorate is in the process of finalising its Business and Performance Plan for 2003-04, which will progress aspects of the People Strategy that are outstanding or ongoing. This approach will establish a clear link between the People Strategy and the annual HR planning objectives. It will ensure that activities are co-ordinated and continuously monitored as part of the established performance management regime.

12. Some examples of proposed key activities to take the People Strategy forward in 2003-04 are summarised at Appendix 1.

C. Equal opportunities and diversity implications

Diversity issues feature prominently in the People Strategy to achieve a workforce that more closely reflects the communities served by the MPS. The refreshed Strategy gives this work a renewed impetus. The HR and Diversity Directorates will work together on all issues concerning ethnicity, gender, age, disability, sexuality, and religion. Partnerships will be developed to address the issue of under-representation; such as focussing our marketing and advertising campaigns to reach potential minority ethnic recruits with the help of local community groups.

D. Financial implications

The aim of the People Strategy is to ensure the effective use of human resources to achieve the operational priorities of the MPS. The Strategy is being implemented within existing budgets and separate reports will be submitted should any additional funding be required.

E. Background papers

None.

F. Contact details

Report author: Colin Hambleton, MPS

For more information contact:

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

Appendix 1

Proposed activities for taking the People Strategy forward in 2003-04

Workforce Strand

• Maximise the recruitment of women and people from minority ethnic groups to increase their representation within the workforce.
• Work towards making the MPS responsive to the needs of people with disabilities, both those we employ and those for whom we provide a service.
• Develop a predictive model for forecasting human resources requirements, to facilitate effective recruitment, selection, deployment, and training delivery.

Performance Strand

• Progressively improve the quality and timeliness of PDRs for all staff.
• Create a Civil Staff Development Unit to deliver training and development opportunities for civil staff, particularly in the areas of management and leadership.

Advice and Support for Managers Strand

• Building on the HR Policy Review, provide a framework of policies that enable managers to apply flexibility and good practice.
• Introduce an interactive policy reference facility, AskHR.
• Introduce a Career Development Unit to encourage good practice in career development.

Value Strand

• Complete the introduction of the MetHR database to improve access to information about workforce skills and add value to HR.

Policy Strand

• Ensure that the policies and processes we develop are inclusive and meet the needs of all minority groups within the workforce, including issues of ethnicity, gender, age, disability, sexuality, and religion.

Safe and Healthy Strand

• Promote a dynamic approach to good health and safety practice by introducing and enhanced advisory service.
• Extend the ‘Spend to Save’ Scheme where early interventions will be most effective in assisting back to work individuals suffering ill health or injury.

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