MPS Retention Strategy Improvement Plan

Report: 07
Date: 5 June 2003
By: Commissioner

Summary

This report sets out the current position of the Retention Strategy Improvement Plan project. It is provided to update Members on progress to date and to note actions being pursued.

A. Recommendation

That the report be noted.

B. Supporting information

1. Appendix 1 provides an update of the Retention Improvement Plan setting out the position reached on each of the agreed actions.

2. The project team has completed its work and actions are now being taken forward by the respective units in HR Directorate.

3. Additional information is provided below on staff exit information and consultation during the project.

Staff exit information

4. Analysis of staff exit information revealed that of the 2,718 police and civil staff members that departed the MPS in 2001-2002, over half (58%) left voluntarily (i.e. through either resignation or transfer to another force). In just over 500 of these cases the decision to leave the organisation would have been difficult to reverse - cases in which factors such as disillusionment with London and commuting were cited as key contributory factors (by 22% and 17% of all voluntary leavers polled respectively). The remaining 1000, however, might possibly have been reduced by proactive intervention in order, for example, to alleviate disruption to family life (12% of cases) or the effects of duties on health (8%). These are the type of issues that the Retention Manager is now pursuing.

Consultation

5. Consultation was undertaken with over 100 members of MPS personnel during the course of the project, including incumbent staff, senior managers and those rejoining the force. Consultation revealed a number of common reasons as to why an individual might review their position with the MPS, the most significant of which included dissatisfaction with management (particularly in terms of feeling undervalued and unsupported by managers), what could be termed as ‘quality of life’ issues, such as the cost of living and travelling within the capital, the subsequent impact on work-life balance, physical working conditions and equipment (notably information technology), bureaucracy and the absence of more defined career pathways.

6. A number of existing and new pieces of work are being pursued to address these concerns as far and as quickly as possible.

C. Equality and diversity implications

The issue of retention applies to all staff. There are however certain areas where the retention of minority ethnic and female staff are of greater concern. In taking forward each of the actions of the Retention Improvement Plan, emphasis is being given to considering any particular concerns for minority ethnic and female staff and other underrepresented groups to ensure appropriate focus is given. Actions thus determined will help reduce any disproportionate wastage and thereby assist in increasing overall proportions of underrepresented groups in the workforce.

D. Financial implications

The variety of initiatives outlined in this report will consume resources, the quantum of which is still being developed in some cases. It is intended that the costs of all the actions will be contained within the overall budgetary allocation to HR Directorate. Should additional resources be considered necessary, separate reports will be submitted.

E. Background papers

None

F. Contact details

Report author: Sara de Neut, Internal Consultancy Group and Chris Haselden, HR Directorate, MPS

For more information contact:

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

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