Recruitment And Retention

Report: 06
Date: 5 June 2003
By: Commissioner

Summary

This is the regular report to inform HR Committee of progress, and related issues, of police and civil staff recruitment and retention against budgeted workforce targets for the financial year 2002/2003.

A. Recommendation

That members note this report.

B. Supporting information

1. HR Selection has had a very successful year in terms of achieving recruitment targets and developing strategies to improve retention. (appendix 1). The combination of these achievements has resulted in considerable growth in relation to police strength and the attainment of the budgeted workforce target. At the close of the year, both the recruitment target of 3,413 and budgeted workforce target (BWT) of 28,412 were exceeded with 3,489 officers joining and a strength reaching 28,477 officers.

2. Sustained marketing campaigns, improvements to the selection process and enhanced customer care, have resulted in the continued increase in the number of visible ethnic minority (VEM) officers recruited. During the year, VEM officers represented 11% of all those who joined. Consequently, the strength of VEM officers in the workforce has increased from 4.8% in April 2002 to 5.5% at the end of March 2003. The Home Office target of 7.9% was not reached as previously predicted and reported.

3. The number of women officers recruited has also increased throughout the year, with women officers representing 20% of all those who joined. The women strength has increased from 16.1% in March 2002 to 16.7% at the end of March 2003, against a target of 17%.

4. The development of the National Recruitment Standards and associated assessment centre is still on target for an implementation date of 29 September 2003 and remains achievable (see appendix 1, section 1.7 onwards). The use of Lay Assessors is being considered as part of the new process.

5. The ‘Intromet’ initiative - introduced during 2002 as a means of attracting applicants from visible ethnic minorities to a career within the MPS – has resulted in 386 participants, of which 218 applications are still progressing through the selection process. The approximate total cost for the eight events is approximately £500,000. Although the events are expensive, work is underway to identify ways to reduce costs (for further information on the initiative, see appendix 1, section 4.1 onwards).

6. The Retention Improvement Project has identified the importance of induction as a process for retention and recommended the creation of an interactive multi-media induction programme. The Directorate has also identified the need for the provision of advice and guidance regarding accommodation as a further tool to improve retention and is currently developing this theme through the introduction of a ‘Property Shop’ that will be available to all MPS staff (see appendix 1, section 4.2 onwards).

7. An analysis of the advertising and marketing activity since April 2003 has been circulated separately (Advertising & Marketing Briefing Note, April 2003, and spreadsheet at appendix 2 and appendix 3 respectively, refer).

8. A breakdown of the number of recruits posted to specific boroughs during the Financial Year can be found at appendix 1, annex E.

9. HR Selection has also directly supported new and developing initiatives in the MPS such as C3i and Police Community Support Programme through the achievement of challenging recruitment targets, thus releasing police resources.

C. Equality and diversity implications

1. Although the strengths of VEM and women officers did not achieve the respective targets, the strength of these two minority groups has continued to rise. It is anticipated that the number of VEM and women officers joining the MPS will continue to rise during the forthcoming year.

2. Current advertising and marketing campaigns are being developed to increase the percentage of VEM and women applicants within the police selection process.

D. Financial implications

The overall cost of the selection process and infrastructure in financial year 2002/2003 was £8.2 million, of which, the additional work associated with black and minority ethnic recruitment e.g. recruitment events, PACT and advertising was £1.9 million. This resulted in 3,489 officers being recruited, of whom 375 were black and minority ethnic, and 709 were women. The average cost of recruiting a single police officer is therefore £2,359.

E. Background papers

• Recruitment & Retention Report April 2002 – March 2003
• Advertising & Marketing Briefing Note, April 2003

F. Contact details

Report author: Neil Bayne, Interim Director HR Recruitment, MPS

For more information contact:

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

Appendix 1

Report on Recruitment and Retention April 2002 - March 2003

Part 1 – Police Officers

1.1 Police workforce strength

1.1.1 Overall police strength has increased from 26,768 in April 2002 to 28,477 in March 2003, amounting to a growth of 1,709 against an end of year target of 28,412. The VEM officer strength has increased from 1,289 on 1 April 2002 to 1,575 (i.e. 305 women and 1,270 men) - growth of 286 - in March 2003 against an end of year target of 2,244. Although the VEM BWT has not been reached, there has been a substantial growth in the number of VEM officers within the MPS. The women officer strength has also increased from 4,301 in April to 4756 (i.e. 4,451 white women and 305 VEM women) - growth of 455 - in March 2003, against an end of year target of 4,830. Within the current police workforce, women officers represent 16.7% and VEM officers represent 5.5%.

1.1.2 The police budgeted workforce target (BWT) of 28,412 has been achieved and, as anticipated, exceeded by 65 officers. The women officer strength continued to rise throughout the year, and the strength has only failed marginally to reach the target of 17%. Similarly, despite the considerable growth in the strength of VEM officers, the Home Office target of 7.9% was not achieved. Annex A provides a breakdown of police strength.

1.1.3 Changes in strength include indirect wastage. This represents the net impact of officers moving to or from part-time working, changes in part-time hours and officers going on, or returning from career breaks. Such officers are not included in either recruitment or wastage numbers since they have not joined or left the service.

1.2 Police leavers

1.2.1 A total of 1,727 (i.e. 12.4 VEM women, 84.4 VEM men, 208.7 white women and 1,421.6 white men) officers have left the MPS since April 2002. There is an indication that the number of officers leaving the MPS is relatively constant at an average 144 each month. Similarly, the proportion of VEM and women officers leaving the police service has also remained relatively constant, average of 8 VEM and 18 women officers leaving each month. A breakdown of the reasons for leaving and the overall leaver numbers can be found at annex B.

1.3 Police applications

1.3.1 Since April 2002, a total of 74,805 job enquiries have been received compared to 55,012 received last year, amounting to a 36% increase in the number of enquiries. Of those enquiries received during the current year, there were a total of 17,942 VEM enquiries (i.e. 12,865 men, 4,770 women and 307 where gender is unknown) amounted to 24% of all enquiries and 19,780 women enquirers (i.e. 15,010 white women and 4,770 VEM women) which amounted to 26% of all enquiries; this compares favourably with the number of enquiries received last year, of which there were 13,433 (24%) VEM and 14,501 (26%) women. During the current year, there has been a 34% increase in the number of VEM and a 36% increase in the number of women enquirers.

1.3.2 Since April 2002, a total of 9,684 application forms have been received compared to 11,798 received last-year, amounting to an 18% decrease in the number of applications received. Of those applications received during the current year, there were 1,818 (19% of all applications) VEM applications (i.e. 1,379 men, 408 women and 31 unknown gender) and 2,213 (23%) women applicants (i.e. 1,805 white women and 408 VEM women), compared to 2,168 (18%) VEM and 2,612 (22%) women applicants last year. Therefore, although there has been fewer applications received during the year, the proportion of applications from VEM and women has increased.

1.3.3 The application return rate for the regular police recruitment process has reduced from 22% last year to 13% in the current year. The reduction in return-rates is also evident with VEM applicants with a reduction from 16% (FY2001/2002) to 10% (FY2002/2003), and women applicants from 18% (FY2001/2002) to 11% (FY2002/2003). The reduction in the VEM return rate is lower than for other groups.

1.3.4 Although there has been a reduction in the application return rate the quality of the candidates and refinements to the selection process have resulted in substantial improvements to the overall yield of successful applicants. At the end of the current year, the overall yield was 31% compared with 23% at the end of last year. The improvement in yield has therefore compensated for a lower application return rate.

1.4 Police recruitment

1.4.1 The original police recruitment target of 3,413 has been achieved with a total of 3,489 officers recruited, compared to 2,748 recruited last year. Of those recruited, a total of 2,997 officers have commenced training at Hendon, comprising 2,953 new recruits and 44 transferees/re-joiners. A further 492 officers have transferred from other forces and been directly deployed throughout the MPS.

1.4.2 During the year, a total of 375 VEM officers (i.e. 296 men and 79 women) – representing 11% of the joiners - and 709 women officers (i.e. 630 white women and 79 VEM women) – representing 20% of the joiners - have been recruited, compared to 283 (11%) VEM and 542 (20%) women recruited last year. Although the proportion of women and VEM officers recruited this year is identical to last year, there has been a 33% increase in the number of VEMs and a 31% increase in the number of women recruited over the year. It is hoped that the overall VEM yield will increase in future months once the VEM candidates who have undertaken the revised PIRT emerge from the selection process.

1.4.3 Annex C provides a breakdown of police recruitment during the fiscal year.

1.5 Police application processing times

1.5.1 The average time for the March 2003 intake was 34 weeks (for the 80% sample).

1.5.2 The increase in processing times during 2002/03 has been attributed to the success of the advertising campaign with unprecedented numbers of applications entering the recruitment process and a shortfall in staffing following the transfer of recruitment to Hendon. These factors created a backlog of applications within the system. Improvements to the selection process, increased staffing levels and re-focussing of effort has resulted in a considerable number of applications older than six months skewing the processing time average. Once the number of these ‘older’ applications has been reduced - the signs are that the majority are now out of the system - the average processing time will become lower, indeed the trend-line is down. Whilst processing times are coming down, due to the number of applications within the system, and the limited capacity of training school places, the intakes during the next year are rapidly filling further ahead. It is anticipated that a decline in processing times will be evident with the intakes in September and December 2003.

1.5.3 A pilot exercise has been arranged during April 2003 to allow PCSOs to complete the police selection process within 5 weeks. This will be achieved by allowing the PCSO applicants to take the PIRT and PFT on day 1, then, within 4 weeks of day 1, to have an interview and medical. An offer of employment will be made on the date the applicants pass the interview and medical. This process is to be extended to MPSC applicants.

1.6 Selection centre attrition

1.6.1 The police officer selection process is multi-faceted, requiring candidates to complete numerous stages that evaluate a wide range of qualities required for the role of constable.

1.6.2 The overall yield of successful recruits from applications was 23% last fiscal year but has improved during the current year to 31%. This variation is attributed to improvements within the selection processes – such as greater pro-activity in the Day 1 and 2 arrangements - and does not represent a reduction in standard. The current ratio shows that from every 100 applications received approximately 31 will join the MPS.

1.6.3 Currently, the selection assessment includes an interview, using competencies from the National framework, and the completion of the Home Office Police Initial Recruitment Test, medical screening, and fitness assessment. These are completed over two separate assessment days following an initial paper-sift, which identifies compliance with recruiting standards including nationality, residency and convictions. Candidates were also subject to extensive security checks by the MPS service security branch. Candidates are rejected at each stage with a proportion to be invited for reassessment between 6-12 months. The current selection process, however, will be replaced in September 2003 by the process developed as part of the National Recruitment Standards programme.

1.7 National recruitment standards

1.7.1 A project team has been formed to implement the assessment centre developed as part of the Home Office National Recruitment Standards. The components of the new selection process are designed to test more than once each competency required to work effectively as a constable. In developing the selection events, the tests have been thoroughly assessed to ensure that they do not have an adverse impact upon minority groups such as ethnic minorities and women. However, it is anticipated that the new process has a lower pass rate than the current process, and the impact of this factor upon increasing application levels is being assessed as part of the implementation.

1.7.2 The National Recruitment Standards implementation is progressing steadily and the target date for the introduction of the new assessment centre is still September 2003. The only tests retained within the PIRT will be those that cover verbal and numerical logical reasoning. The remaining tests will be replaced by a variety of new selection tests and exercises. It is anticipated that new assessment exercises will significantly reduce the risk of adverse impact upon minority groups.

1.7.3 The new competency-based application form has been revised so that it is now compatible with MetHR. The new application form will be sent to applicants during late-April/early-May 2003. The facility to allow applicants to apply online is currently being developed and options for its implementation are being assessed.

1.7.4 In addition to an adoption of the Home Office medical standards, a revised medical questionnaire process is also to be introduced. The process will require applicants to complete the Home Office self-assessment medical questionnaire. They will only be required to obtain information from their GP once they have successfully completed the first assessment centre. Currently, applicants are required to pay at the beginning of the selection process for their GP to complete a medical questionnaire.

1.7.5 The current police selection event named ‘Day 1’ has a pass rate of approximately 70%, whereas the assessment centre that is part of the Home Office national recruiting standards has a pass rate of 54%. The current yield of recruits from applications is likely to fall from 31% to 23% following the implementation of the new process. This means advertising campaigns will need to generate greater number of enquiries, the selection centre will need to process more application forms and increase assessment centre capacity to meet recruitment demand. For example, to meet a recruitment target of 3,000 we need approximately 76,000 enquiries, under the new process this will need to increase to 100,000; currently, we need approximately 10,000 applications, under the new process that will need to increase to 13,000; and the Day 1 capacity will need to be increased from 7,000 to 9,000.

1.7.6 However, in an effort to further reduce processing times, prior to the introduction of the new Home Office assessment centre, an interim process will be implemented during June 2003. Under the interim process, Day 1 will comprise PIRT (verbal and numerical logical reasoning tests) and the physical fitness test; Day 2 will comprise an interview and medical examination. Although there is evidence that shows that VEM applicants perform more poorly during the PIRT than white applicants, there is a strong correlation between PIRT scores and training school performance. It is envisaged that by using the PIRT as a screening tool, there will be a reduction in processing time, reduced demand on interviewer and medical staff, and improved wastage rates during training school.

1.8 Transfers and re-joiners

1.8.1 Improved benefits package for MPS officers coupled with an extensive advertising campaign has resulted in a record number of officers transferring into the MPS. Since April 2002, a total of 536 transferees/re-joiners have entered the MPS. Of these joining, 492 officers have been directly deployed within the MPS and 44 officers have been required to undertake the full 18-week foundation course. The number of transferees/re-joiners has exceeded the original target of 439 by 97 officers.

1.8.2 There is some indication of a slowing up of received applications. To counteract this, other advertising techniques are being introduced. Advertisements for SO19, Royalty Protection Group, Territorial Support Group and the Robbery Squad are being run in Constabulary SE supplement and Evening Standard.

Part 2 – Civil staff

2.1 Police Community Support Officers

2.1.1 The PCSO recruitment campaign commenced on 23 May 2002 with a recruitment target of 500 community/security PCSOs by 31 March 2003.

2.1.2 The community/security PCSO campaign has been very successful and resulted in approximately 7,000 enquiries. From these enquiries approximately 1,800 applications have been received. There are currently approximately 533 live applications remaining within the selection process. A number of our PCSOs are previous police officer applicants who, having been unsuccessful have been encouraged to become PCSOs if their skills merit it.

2.1.3 During the financial year, a total of 498 Community and Security PCSOs have joined the MPS (Source: HR Selection Feb 2003) against a target of 500. Of these, a total of 172(34.5%) were VEM and 132 (26.5%) were women.

2.1.4 From October 2002 an additional PCSO role was introduced for the Transport OCU, with a provisional BWT of 276 staff. The recruitment target, however, was dependant upon the number of traffic wardens who elected to convert to PCSO and transfer to the new OCU. At the end of March 2003, a total of 104 PCSOs (59 VEM and 32 women) have joined the Transport OCU and the remainder of the Transport OCU strength is comprised of traffic wardens.

Table 1

2.1.5 Therefore, at the end of March 2003, the total PCSO strength stands at 602, of which there are 231 (38.37%) VEM and 164 (27.24%) women.

2.1.6 The next stage in the PCSO campaign has not yet been confirmed. Targets have not yet been agreed and Boroughs are currently waiting for confirmation on the amount of PCSOs they have requested. Nevertheless, the recruitment is ongoing, including an awareness campaign designed to provide information about the role of PCSOs within the MPS.

2.1.7 PCSOs receive a competitive salary and allowances. Additionally, all PCSOs – including Community/Security - will receive free bus travel when on or off duty.

2.2 Communication officers

2.2.1 The recruitment campaign for communication officers has progressed steadily during the current year with a total of 483 (Source: HR Selection Feb 2003) officers having started training against a year-end target of 440. A further 86 communication officers are due to join during April and May 2003. During the campaign, approximately 3,087 applications have been received. There are approximately 1,450 live applications remaining within the selection process.

2.2.2 The evaluation of the Career Harmony solution that was recently used with the Communication Officer recruitment process has been completed. The programme was successful, albeit at a financial cost. E-recruitment solutions will be examined in the future.

2.3 Metropolitan Special Constables (MSC)

2.3.1 The strength at 31 March 2003, was 692 of which 184 (27%) are women and 113(16%) are VEM. During the current fiscal year, the call centre has received approximately 1,724 enquiries and 255 applications have been received of which 102 (40%) were VEM. Since April 2002, 144 applicants have attended interviews and 154 have started training.

2.4 General and senior civil staff recruitment

2.4.1 The civil staff strength as at 31 March 2003, was 10,958.76. Of these, VEM staff represent approximately 2,103.63 (19.2%) and women 6,486.83 (59.2%) of the strength.

2.4.2 The Senior Civil Staff recruitment team has received approximately 1,178 applications for the 86 campaigns managed within the year.

2.4.3 The existing civil staff literature is in the process of being reviewed and updated. The staff association booklet awaits approval.

Part 3 - Marketing

3.1 Campaigns and initiatives

3.1.1 General advertising was stopped during November and there is no plan to re-start the advertising in the near future until the backlog of officers has been reduced.

3.1.2 The advertising campaign shortly to commence is going to be aimed specifically at ethnic minority groups and women. This will include advertising in group-specific publications. The VEM advertisements will include a focus on police officer families and their attitudes to encourage awareness within different communities and cultures. A series of nationality advertisements appeared in the Evening Standard and Metro.

3.1.3 Empower Group’s contract is now confirmed to deliver the new recruitment website.

3.1.4 The main objective is to provide an informative site that enables candidates to apply on-line. The online application facility has not yet been incorporated into the website due to Police National Network (PNN) and MetHR security considerations. Once this issue has been resolved, it is hoped that a greater percentage will use the on-line application facility, as currently the Internet enquiry rate is about 30% of all applicants.

3.1.5 The ‘Life at Hendon’ video is at the final stage of development and will be launched during May 2003 and will be distributed to all police officers offered a place at training school.

3.1.6 An Open Day at Hendon for recruits who have been allocated to future intakes is due to take place on 11 May as part of the ‘keep warm’ strategy. Initial indications from those invited are very positive.

3.1.7 The Springboard competition winner recently visited the selection centre at Hendon and Sutton police station.

Part 4 – Positive action and retention

4.1 Positive action recruitment

4.1.1 The influence of the Positive Action Central Team (PACT) upon the recruitment of staff from visible ethnic minority groups has increased significantly during the year. Since April 2002, the PACT has directly supported a total of 922 VEM applicants throughout the recruitment process. The number of applicants receiving support amounts to approximately half of all the VEM police applications received since April 2002.

4.1.2 The PACT has participated in 188 events within the financial year. During this time, representatives from the MPS have spoken to approximately 100,000 visitors and generated a total of 6,642 police and 4,137 civil staff application registration forms. A total of 3,911 (59%) requests were received from VEM applicants for police vacancies; and a total of 2,590 (63%) requests were received from VEM applicants for civil staff vacancies.

4.1.3 The ‘Refer-a–Friend’ has been proposed and a marketing strategy is currently being developed.

4.1.4 An annual recruitment target of 10 recruits completing training for each borough has been agreed to encourage local VEM recruitment further.

4.1.5 The ‘Intromet’ initiative was introduced during October 2002 to assist in the recruitment of applicants from visible ethnic minority groups. Initially, the event combined all aspects of Day 1 with advice and guidance about a career in the MPS. However, since November 2002, the events continued to provide advice, but only retained the PIRT and written test as the elements from the selection process.

4.1.6 Since the introduction of the Intromet, there have been eight events within locations where there is a high-density VEM working population. During these events 386 people participated. The targeted advertising and marketing was particularly successful since of the 386 participants, there were 171 VEMs (i.e. 44% of all the participants). At the end of March 2003, a total of 218 applications were ‘live’ within the selection process. Of these ‘live’ applications, there were 83 (38%) VEM applicants and 135 (62%) white applicants. The difference in the proportion of ‘live’ applications continues to illustrate the higher fail rate amongst VEM applicants during the selection process. [1]

4.1.7 Despite the initial high start-up costs - i.e. the Westminster Intromet cost £289K - the cost of subsequent events has decreased to between £31K - £67K, the cost dependant upon the event size, location and marketing. Nevertheless, work is continuing to identify ways in which costs can be further reduced, and the benefits from the initiative maximised.

4.2 Retention

4.2.1 The Retention Improvement Project (RIP) has identified the paramount importance of induction as factor in improving retention and recommended (see ICG Internal Consultancy Discussion Paper, March 2003) the creation of a series of corporate, interactive multi-media induction programmes. The induction programmes would be compulsory and linked to particular roles within the competency framework. It is envisaged that the trainee will follow a clearly defined route that allows them to develop not only the skills to carry out their role effectively, but also an understanding about the organisation and environment in which they work. The benefits would be twofold in that, firstly, the induction programme would provide motivation to staff and increase productivity, and, secondly, demonstrate to potential recruits the investment the MPS makes to its staff, and develop its status as an employer of choice.

4.2.2 Research into the issues surrounding retention has identified a need to enhance the provision available of quality advice and guidance about accommodation, housing and property matters. In order to achieve this goal, the MPS Property Shop has been conceived as a way forward. Although the Property Shop is at an earlier stage in its development, links have already been made forged with the MPS Property Services Directorate. It is anticipated that since the Property Shop will be very busy, the supply and demand need to be forecast to determine the resources necessary.

4.2.3 Additionally, a booklet highlighting the employment benefits, along with terms and conditions, for police and civil staff is being developed.

Annex A

Workforce strength at 31 March 2003 - Police

Workforce strength at 31 March 2003 - Civil staff

Workforce strength at 31 March 2003 - Traffic Wardens

Workforce strength at 31 March 2003 - Police Community Support Officers (PCSOs)

* The provisional PCSO BWT comprises 500 community/security PCSO and 116 transport – this BWT will differ from that previously reported due to the staffing within the Transport OCU where 160 Traffic Wardens have joined, leaving a balance of 116 PCSOs required to raise the OCU’s strength to meet the BWT of 276; ultimately, this BWT will change once the Traffic Wardens convert to PCSOs.

** The PCSO strength is comprised of 498 community/security PCSO and 104 transport PCSO.

Annex B

Police leavers April – February 2003

Annex C

Police Recruitment 2002/2003

Note

' This includes 44 transferees/re-joiners and previous police service requiring full time training.

Annex D

Recruitment against leavers net difference

Total Recruited

Total Leavers

Net change

Annex E

Probationer borough allocation 2002/2003

Appendix 2

Evaluation of Advertising and Marketing 2002/2003

1. Introduction

1.1 This paper is intended to outline, in summary, the approach taken to the Advertising and Marketing Strategy for the period 2002/2003. In essence the summary will be a ‘snap shot’ of the activity dealing with cost savings and evaluation in the absence of any direct question being asked. However, detail concerning the creative concepts may be made available if required.

2. Background

2.1 Prior to December 2001, the appointed advertising agency TMP Worldwide provided an ‘all service’ contract to the Metropolitan Police Service (MPS). The ‘all service’ contract provided the media buying, creative direction, interactive and research facility.

2.2 It became obvious that in order to achieve the tough political targets being set, it was necessary to change the very nature of the way in which the MPS advertised if it was to attract and recruit the quality and quantity of applicants required in an efficient and accountable way.

2.3 Following a series of competitive tender processes, TMP Worldwide were awarded the contract dealing with the creative direction. However, the remainder of the contract was divided to provide greater accountability and cost effectiveness. Further to this, an additional agency was appointed, to provide impartial evaluation and the tracking of media executions. This was a new element, which had not been used previously by HR selection.

2.4 The contracts were awarded as follows:

• Creative direction: TMP Worldwide
• Media buying: Mediacom
• Interactive Services: The Empower Group
• Media tracking: Martin Hamblin

2.5 Additional support was provided to the Positive Action Central Team by Mc Cann Erickson, an agency that specialise in the event management and targeting of under represented groups and whose work was ongoing with the team.

2.6 Following the advice of Mediacom, the media buyers, an approach was adopted which moved the MPS away from a recruitment agency background through Direct Response (DR) principles to provide a more efficient way to meet its targets.

3. Objectives

• Obtain sufficient enquiries to meet the targets required for new recruits at Hendon.
• Obtain sufficient enquiries to meet the targets for transfer and re-joiners.
• Increase applications from under represented groups, in particular from women and visible ethnic minorities.
• Set into place systems to ensure accountability, which would allow the MPS to improve efficiency.

4. Implementing the Systems

4.1 Accountability of the advertising budget is paramount and with no effective measurement beyond comparing monthly spend to monthly application requests it was necessary to implement some basic key systems.

5. Call handling

5.1 Response had previously been channelled through one telephone number using the ‘temporary’ call centre facility at Beak Street, resourced by temporary staff and dated I.T equipment prior to the introduction of the METHR system.

5.2 External Call Centre facilities, using a preferred government approved supplier and the rental of additional telephone numbers allowed each advertisement to be assigned a different number and tracked alongside the existing facilities of the MPS Call Centre. Titles which had been extensively used for classified activity in the past and which accounted for a high level of spend were given their own numbers. Separate executions such as ‘leaflet door drops’ were given separate numbers to gauge how well they performed.

5.3 Based on analysis undertaken by Mediacom, the MPS was able to evaluate its advertising expenditure in detail, which in turn, was used to determine future activity. Some of the analysis was as follows:

• Comparison % of responses by title and media.
• Relative cost per enquiry.
• In some cases, tracking and therefore comparison was made between ‘run of press and classified executions.
• Compare creative v creative.
• Performance by day of the week and month.
• Colour v mono advertisements.

6. Media Strategy

6.1 Working with both the creative and media buying agency a strategy was created which for the first time ever identified the principles of Direct Advertising, for example what are we selling and to whom and how are they responding to it?

6.2 The creation of a new interactive site will increase the existing thirty percent enquiry rate and offer both on line applications in addition to enhancing the applicants knowledge of the MPS. Additionally, on-going research and media tracking will continue to build a solid database of learning for future campaigns.

7. Results

7.1 The results have been impressive, but there is still much to learn, and in particular about the ‘inhouse’ evaluations processes. Difficulties with the newly introduced technology has lessened the quality and quantity of the data obtained from the system available and the Call Centre facility at Beak Street cannot, in anyway compare with the level of information gained from an external Call Centre facility. Both of these concerns are being examined and there are plans to address the latter by introducing a bespoke Call Centre facility at Hendon in the near future.

7.2 However, some very positive results have been achieved. In excess of one hundred thousand enquiries have been received, seventy five percent of which relate to police officer enquiries.

7.3 With the exception of proactive targeted campaigns for Visible Ethnic Minority (VEM) applicants and women, all general advertising ceased in Autumn 2002 as a direct consequence of the thousands of applications in the selection processing system at Hendon. Targets for Communications Officers, Police Community Support Officers and Transferees have all exceeded the targets set.

7.4 The specific targeted event activity for under represented groups, Intromet, which though innovative was warned to be costly has proved to be exactly that and a revised way forward will be determined for the future.

7.5 Dedicated campaigns specifically targeted towards VEM and Women will continue, but be even more targeted using research to determine more cost efficient and effective ways of communicating with these difficult to reach groups.

7.6 Media buying will continue to be aggressive by comparison to industry standards, this translates to, in some cases, up to twenty percent discount off rate card prices operated within the industry.

7.7 Creative executions will continue to be innovative and award winning within the industry, but more importantly attract the quality and quantity of applicants required to reach increasing ministerial targets.

8 Summary

8.1 The MPS has commenced a new approach to recruitment advertising and the results have been both significant and informative.

D.J. Whitaker
Head of Marketing and Advertising

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