Retention strategy

Report: 13
Date: 8 January 2004
By: Commissioner

Summary

As part of the agreed HR Committee workplan, this report has been prepared to summarise the progress of a range of projects designed to enhance the career management and retention of police officers and police staff.

A. Recommendation

That

1. members support the development of a Strategy, which will complement the existing Retention Strategy, which was approved by the MPA in July 2002; and
2. note the progress on current career management and retention projects.

B. Supporting information

1. In its commissioning brief the MPA asked for details of seven areas of work that the Retention Strategy. The MPA have also asked for details of performance measures and of the financial implications for each of the seven areas.

2. Of particular interest are the establishment of the Career Management and Retention Unit (CMRU) and the development of a coherent long-term career management strategy. This strategy will demonstrate the relationship between career management and wider staff retention issues. It will lead to a prioritised business plan for the CMRU and help to identify the priorities and resourcing requirements for future projects.

3. This report gives a comprehensive overview of the new unit and its strategic goals in relation to career management and retention, together with the information requested about other initiatives that support the Retention Strategy, at Appendix 1.

C. Equality and diversity implications

1. The CMRU will ensure that career management and retention strategies, policies and processes meet the needs of the MPS and key stakeholders. Particular attention will be given to anticipating and addressing the potential effects on staff from visible ethnic minorities and other under represented groups. The aim is to have a positive impact on the development, progression, and retention of staff from these groups.

2. The CMRU continues to work closely with the Trade Unions, Police Federation, the Superintendents Association, and the Development and Organisation Improvement Team (DOIT), with whom good working relationships have been established. The unit will also draw upon the expertise of other bodies, e.g. Staff Support Associations.

D. Financial implications

Financial implications are described under the various projects mentioned in this report, which will be managed within existing resources unless otherwise stated. The development of a strategy and supporting business plan will help to identify future resourcing requirements to progress these areas of work.

E. Background papers

None

F. Contact details

Report author: Colin Hambleton, Head of CMRU, MPS.

For more information contact:

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

Appendix 1

Free travel

1. A new five-year contract has been successfully negotiated with the Association of Train Operating Companies (ATOC), providing free rail travel for police officers on most trains operating within approximately 70 miles of London. The willingness of ATOC to enter into such an arrangement for a “reasonable” charge relies largely on the obligation of officers to exercise their police powers when necessary, while travelling.

2. In addition, an agreement has been reached with Transport for London (TfL) for Police Community Support Officers (PCSO) and Traffic Wardens to receive free travel on London buses. This is not a contractual term and TfL reserve the right to withdraw the facility at any time.

3. The provision of free travel is seen as an essential and cost effective component of the overall remuneration and benefits package to attract and retain experienced officers in competition with other forces. Any erosion of the remuneration differential would benefit the Home Counties forces at the expense of the MPS.

4. It is pertinent that the MPS only became a net importer of experienced officers in 2002-03. This coincided with improvements to its overall remuneration and benefits package, especially the free travel agreement with ATOC and the increase in the London Allowance for post-Sheehy officers. However, other forces are increasingly offering a competitive range of benefits, with the result that the gains to the MPS from its neighbours appear to be declining this year. For example, Surrey has recently introduced attractive benefits such as healthcare and a petrol allowance. Last year 88 officers transferred to the MPS from Surrey, but only 19 have done so this year, while 15 officers have transferred from the MPS to Surrey.

Career Management and Retention Unit (CMRU)

5. The aim of the new CMRU is to make a positive contribution to the performance of the MPS. This will be achieved by introducing a coherent framework of strategies, policies and business processes to develop and retain a diverse, professional and effective workforce.

6. Eight posts have been allocated to the unit at an annual cost of £256k when at full strength. Arrangements are in hand to recruit a balanced team of police officers and police staff with an appropriate mix of skills. In addition, the existing MetPeople team has been aligned with the CMRU under the Director of People Development, to ensure that the revised National Integrated Competency Framework forms the foundation for all areas of professional development.

7. Consultation within the MPS revealed that the Terms of Reference for the Unit have been broadly welcomed and a copy is attached at Annex 1. Whilst taking the lead on some major projects, the CMRU will have a co-ordinating role to ensure that the MPS has a consistent approach to the variety of retention and career management initiatives that are being progressed elsewhere in the organisation, e.g. the Specialist Operations Career Development Unit and the Active Career Development Programmes run by DOIT.

8. The CMRU represents the MPS on the National Career Development Strategy Group, which is led by Assistant Chief Constable B Taylor of Dyfed Powys Police. This Group is preparing a draft career development strategy for the police service that should be available for consultation by the end of the year. This strategy will inform the development of a career management framework for the MPS.

9. A coherent long-term strategy is being drawn up, which will demonstrate the relationship between career management and wider staff retention issues within the MPS. This will lead to the preparation of a prioritised business plan to enable the CMRU to deliver the strategy over a five to ten year period. It will also help to identify the resourcing requirements of future projects that will support the strategy. Some initial proposals for the strategy will be presented to the Assistant Commissioner Human Resources and Director of Human Resources in December, prior to formal consultation.

10. This strategy will be supported by a range of projects, which will include exploring the options for developing a comprehensive range of career pathways for both police officers and police staff. There is some debate at national level as to whether the focus should be on competencies or occupational standards. However, transforming the concept of career pathways into reality, in a way that is practical and meaningful, will be a complex and ambitious undertaking.

11. The Home Office has recently engaged consultants to develop career pathways for constables. The CMRU has expressed an interest in contributing to that work. In the meantime, the Unit is researching career pathways and proposes to create a simple model linked to the existing MetPeople competency framework. This model could then be used as a template for further development and evaluation.

12. Work has commenced in partnership with Territorial Policing (TP) and DOIT (Leadership Strand) to enhance the development of senior police officers. This will encompass a range of roles at superintendent level, the Accenture recommendations for Borough Commanders, and the development of suitable candidates for the new Police National Assessment Centre (PNAC). This work is timely because, from 2004, the focus of PNAC will change from identifying officers with the potential for progression, to selecting officers who are ready for promotion to chief officer level.

13. At this early stage, the costs of this programme have yet to be assessed, but they are likely to be managed within existing resources. Performance could be measured by the success of candidates at PNAC and the ability of the MPS to fill key roles at senior level.

Multi Media Induction Programme

14. Induction is a crucial element in securing the commitment and retention of newly recruited staff in any complex organisation. At present, police recruits are introduced to the organisation through the basic training course. Newly recruited police staff have a one-day induction course run by the Police Staff Development Co-ordination Unit (PSDCU) and a backlog of those joining during the past year has just been cleared.

15. For the future, the National Centre for Applied Learning Technologies (NCALT) is designing a corporate multi-media induction programme for the MPS. Delivered through the AWARE system or by means of compact discs, it is envisaged that that all new members of staff will receive the programme, including police recruits and officers transferring from other forces. The software will be interactive and monitor the progress of individuals through the programme. Initial impressions of a trial version are encouraging and it is expected to be available in the New Year. The corporate induction will complement local job-related information delivered locally at the workplace.

16. The development costs of the multi-media programme are being borne by NCALT. However, due to technical compatibility issues, launching the product to the MPS on AWARE requires the installation of a new server that will be shared with other major projects, e.g. C3i. The proportionate costs to place the multi-media induction programme on the system is estimated to be in the region of £20k, subject to further examination. This would represent excellent value in the context of introducing staff to the organisation to secure their commitment to the MPS, in line with recognised good practice.

Exit Process and wastage

17. Analysis of the anonymous questionnaires completed during 2002-03 shows that the main category of losses from the MPS was a “Transfer to another force,” for all groups of leavers. The top reasons given overall were:

1. “Wish to leave London/Quality of Life,
2. Cost of Living,
3. Disruption to Family Life, and
4. Disillusionment with the MPS.”

18. The main reasons cited by visible ethnic minority respondents were very similar, but leavers in this group more frequently quoted “Poor Management and Poor Morale.” These findings tend to remain fairly consistent. However, the data must be regarded with caution, as it may not be truly representative, due to the small sample available.

19. The main source of data is an anonymous questionnaire, but it is recognised that the present exit process does not produce information of sufficient quantity and quality about premature wastage, i.e. voluntary resignations and transfers to other forces. For example, it does not ascertain the precise reasons for leaving within the broad categories, such as, “Disillusionment with the MPS” or “Poor Management.” The returns from anonymous questionnaires have fallen from around 36.5% in 2000-01 and 2001-02, to 19% in 2002-03. This trend is continuing in 2003–04 and it appears to be attributable to revised questionnaires that were introduced in March 2002.

20. Therefore, arrangements are being made to pilot a new Exit Process designed and delivered by an external service provider for six months, starting early in 2004. This trial will cover approximately 50% of the MPS and the Internal Consultancy Group (ICG) will conduct a thorough evaluation against the remaining control group.

21. This new scheme will be designed to obtain more detailed information about the reasons for staff leaving the MPS, in a form that enables action to be taken to address the causes and reduce further losses. The provider will be set a challenging performance target to ensure that as many leavers as possible are encouraged to participate in a structured interview, which will allow for supplementary questioning when appropriate. Employing independent interviewers drawn from diverse backgrounds would be expected to capture a greater insight into the particular concerns of under represented groups.

22. The procurement specification has been completed and awaits approval, in order that the tendering process can proceed in December 2003. A budget of up to £64k has been set aside for this project. If successful, the total cost of extending the scheme to the entire MPS would be in the region of £250k to £300k over a three-year period. This investment would represent significant value for money in terms of savings from reduced recruitment and training costs. Lower rates of wastage should also help the MPS to achieve its targets for visible ethnic minority and female staff.

23. The Strategic Planning Unit has made progress in improving the quality and analysis of data in relation to the loss of experienced police officers and police staff, with the introduction of the bi-monthly Wastage and Attrition Report. By comparing the performance within “family” groups of Boroughs and other operational command units (OCU), the aim is to identify trends and locations where good practice or significant premature wastage occurs.

24. Until a new exit process is introduced, the CMRU is taking steps with the Performance Information Bureau (PIB) to improve the use of the data collated under the existing policy. The presentation and analysis of data will be improved, particularly in relation to women and visible ethnic minorities. In addition, the Recruit School monitors the loss of recruits and the main reasons for leaving are commonly related to unsatisfactory performance in training.

25. Records show that between September 2002 and August 2003, 3,222 recruits joined Training School, of whom 406 were minority ethnic officers. Of these, 54 left before completing their training. Therefore, of the original minority ethnic officers who joined, 13.3% left during training, compared with 6% of non-minority ethnic recruits who left without completing their training. The Director of Training and Development is exploring the reasons for this trend.

Property Zone

26. Helping staff to find suitable accommodation has been identified as a central factor in attracting and retaining staff. From their contacts with potential police recruits, the Positive Action (Central) Team has identified this as a particular issue for visible ethnic minorities who wish to move to London. Therefore, the Human Resources Directorate and Property Services Department (PSD) have jointly launched the Property Zone to police recruits at Hendon Training School, with a view to extending the scheme to all staff in the New Year.

27. This scheme provides a helpline for obtaining information and practical advice about the provision of MPS accommodation, letting agencies, shared equity schemes, Housing Association properties and mortgages. These facilities are easily accessible via the Intranet and a Help Line, to assist members of staff who are experiencing difficulty in finding and purchasing affordable homes. 60 enquiries were received at the opening advisory session, indicating a high level of interest.

28. The resources for operating the help line have been found by realigning staff within PSD and, excluding opportunity costs, the design and marketing costs of this scheme amount to £10k. The number of enquiries made and feedback from users will help to evaluate this facility.

Accelerated Development Scheme for Police Staff

29. A bid was made for Home Office funding to develop an accelerated development scheme for police staff to complement the High Potential Development Scheme for police officers, but the application was unsuccessful. However, a business case has been prepared to develop and fund the scheme from internal resources. The ICG is conducting a scoping study, which will explore the likely costs of the project. Links have been established with the Home Office and some useful information was obtained about their Intensive Development Scheme, which is open to a broad spectrum of staff and involves a programme of active career management.

Benefits of Belonging

30. Two booklets entitled, “Benefits of Belonging,” have been prepared setting out the various benefits available to police officers and police staff, ranging from leave entitlements, pensions, sports clubs, staff associations, to free travel where applicable. Publication is scheduled for December 2003, at a cost of £17k, including design and development. They will also be accessible on the Intranet and copies of the booklets will be placed in the Members’ library when they are available.

31. The HR Services Directorate has a business objective to introduce a range of voluntary employee benefits for all staff. External providers can deliver schemes that cover a package of benefits at minimal cost to the MPS, such as discounts on “life-style” purchases, e.g. holidays, eating out, and membership of fitness centres. Payments for purchases can be fully met by staff direct from salary, or the MPS could consider subsidising selected benefits in areas that are particularly important to the organisation, e.g. healthcare and fitness. Contacts have been made with a number of service providers to invite proposals and an Employee Benefits Conference was attended by the CMRU to identify and explore new ideas.

Development Programme for Administrative Staff

32. The Police Staff Development Co-ordination Unit (PSDCU) is developing an Administrators' Development Programme targeted at Bands E and F administrative staff. Developed in partnership with The National Extension College and Skill IT/Learn Direct, the work-based programme will offer participants the opportunity to attain an NVQ at either Level 2 or 3 and enhance their IT skills over a 12 month period.

33. A trial at four sites (Hillingdon Borough, Corporate Performance Group, HR Selection, and Forensic Services) will commence in January or February 2004. During the trial, research will be conducted into the possible expansion of the programme to cover NVQ Level 4 and diploma status. The introduction of internal tutors/assessors would greatly reduce future costs.

34. It is anticipated that 50 staff will take part in the trial at an approximate cost of £1,700 per person. Options for funding are being explored and it is anticipated that the pilot sites and HR Directorate will share the costs with the Learning and Skills Council (LSC), subject to a successful application. If external funding can be secured from this source, it would represent excellent value. The progress of participants through the scheme will be monitored as part of the overall evaluation of the trial. If it proves to be successful, there may be potential to expand the scheme to other groups of staff.

30+ Scheme

35. The Home Office introduced the 30+ Scheme as a national pilot in two phases, until 31 March 2004. The scheme aims to retain skills and experience of police officers, especially in areas where there would be difficulty in replacing them, whilst assisting to increase police numbers and smooth out significant fluctuations in the long-term pattern of retirements. Officers are re-engaged at their former rank and pay, subject to certain conditions.

36 Under Phase I, the MPS re-engaged eight retired officers and has been allocated a further 30 places for Phase II. A selection process is currently being held to consider applications from officers who wish to participate in the scheme. There has been a good response, which suggests that all of the available places will be filled in a variety of critical areas, e.g. investigative roles. However, it remains to be seen whether the scheme is generous enough to attract a sufficient number of officers whose skills and experience will be of value. The Home Office is aware of concerns that it is not sufficiently generous.

37. The 30+ Scheme is broadly cost neutral over time. Although participating officers retire and can commute a tax-free sum when re-engaged, they do not draw further pension payments and cannot rejoin the Police Pension Scheme. Ongoing salary costs are met within the overall budgeted workforce budget.

Diversity

Lesbian, Gay, Bisexual and Transgender Issues

38. The Equal Opportunities Policy is under review and the refreshed version will incorporate the new Employment Equality (Religion or Belief and Sexual Orientation) Regulations, which take effect from 2 December. It will set out the specific responsibilities of managers and staff in relation to lesbian, gay, bisexual and transgender issues.

39. At present, there is no requirement for an employer to monitor personal data for sexual orientation and faith or belief. However, a working group has been set up to investigate the feasibility of extending data monitoring, with a view to establishing how well the MPS reflects the communities that we serve. This working group includes representatives from HR Directorate, DOIT, and the Strategic Disability Team, and the MetHR Team.

40. Following an internal consultation exercise, it is proposed to introduce a voluntary scheme to record such data using the MetHR system. The areas where data will be recorded will include recruitment; promotions and level transfers, and training. This information will enable the MPS to:

1. Develop strategies that support the recruitment and retention of lesbian, gay, bisexual and transgender staff;
2. Undertake disproportionately analysis;
3. Identify the extent to which the extension of pension entitlement to same sex partners will affect the MPS; and,
4. Support the MPS to truly reflect the community it serves.

41. HR Directorate and DOIT will be holding a focus group on 5 December, facilitated by the ICG, which is designed to identify the key issues that affect lesbian, gay bisexual, or transgender staff. This focus group will assist the development of Guidance Notes for Managers that will address the issues arising from the new legislation. The implementation of these regulations will also be promoted through internal MPS media such as the intranet and “The Job” newspaper.

42. DOIT held an event on 28 November, which promoted cultural awareness and a better understanding of lesbian, gay, bisexual and transgender issues. Members of Borough/Operational Command Unit (OCU) senior management teams were invited to take part in various facilitated discussions and interactive exercises, which were supported by a theatrical group at a cost of around £10k.

Female and Ethnic Minority Detective Training Programme

43. Recognising the need to reflect the diversity of London in all areas of policing, DOIT and HR Directorate are conducting a trial of the Female and Ethnic Minority Detective Training Programme for twelve months. This scheme comprises a structured programme of development and assessment against the competencies for the role of detective inspector, which may in time lead to accreditation and the award of higher educational qualifications.

44. At present, the six officers on the pilot programme are assessed to National Vocational Quality (NVQ) Level 4 standards. Based on the success of the pilot a second selection exercise is currently underway. This exercise is also open to eligible external candidates. The programme is also seeking university accreditation.

45. Although the participants are supernumerary to their host units for the duration of the programme, there are no additional costs because they are funded centrally within existing resources. The progression of participants into detective roles will provide a basis for evaluating the scheme.

0 to 5 Mentoring Scheme

46. Since 1999, mentoring support has been provided for visible ethnic minority officers, in order to improve retention during their first five years of service. As the result of a recent review conducted by the ICG, a number of recommendations are being considered by DOIT to raise awareness of the scheme and to increase the level of participation among the target group. The training of mentors also needs to be improved.

Active Career Development Programme (ACDP)

47. The Positive Action Team launched the ACDP in 1999 for visible ethnic minority officers of inspector to superintendent rank. The aim of the scheme is to help them reach their full potential thereby creating positive role models, as well as increasing diversity within the rank structure. Each officer receives individual support from a mentor and a senior ACPO (Association of Chief Police Officers) advisor. DOIT promotes the programme, provides financial assistance for specific development opportunities, and organises regular seminars on topics of professional interest.
48. Of 53 eligible officers, 37 are currently participating in the scheme and only two have left since its inception, both on promotion. The results have been very encouraging and of the original 39 members, the following promotions have taken place:

• Inspector to chief inspector 14
• Chief inspector to superintendent 3
• Superintendent to chief superintendent 1

Age

49. New legislation is expected to be in place by October 2006 to make discrimination on grounds of age unlawful. In preparation for this development, the MPS has joined the Employers Forum on Age to identify good practice and the practical implications for the MPS as an employer. The HR Directorate is currently reviewing the Equal Opportunities Policy, which will deal with age discrimination in general terms, based on current knowledge about the forthcoming legislation. DOIT is planning a series of focus groups to raise awareness and understanding of age discrimination issues under the “Engage” programme.

Communication

50. The CMRU has prepared an internal communications plan and instigated a Career Management Steering Group consisting of key stakeholders to help achieve its objectives and provide a forum for direct consultation. A new Intranet site was opened by the CMRU at the end of November 2003, as a reference point for good practice guidance on career management and retention issues. It will also provide information about current projects, career development opportunities and useful links. Only opportunity costs have been incurred in setting up this facility.

Annex 1

Career management and retention unit – terms of reference

Vision:

The Career Management and Retention Unit (CMRU) will make a positive contribution to the performance of the MPS by:

• Developing a career management and professional development framework to support a diverse, professional and effective workforce;
• Leading the development of a strategic approach to maximise the retention of skilled and experienced police officers and police staff;
• Enhancing the reputation of the MPS as an employer of choice;
• Establishing the CMRU as an authority on career management and retention issues.

To achieve this vision, the CMRU will:

• Work in partnership with key stakeholders, Trade Union Learning Representatives, national policing agencies, and other organisations to identify and promote good practice;
• Introduce innovative strategies, policies, and processes that meet the needs of the MPS and key stakeholders, including staff from visible ethnic minorities and other under represented groups;
• Develop career pathways, utilising the National Competency Framework, National Occupational Standards, and performance development reviews;
• Co-ordinate retention and career management initiatives to ensure a consistent approach;
• Raise awareness and understanding about career management, succession planning, continuous professional development, and the reasons that cause people to leave the MPS;
• Set up an Intranet site for publicising information about retention issues, career management, and professional development opportunities;
• Provide a career management and retention consultancy service for managers;
• Deliver an intervention service to assist in the retention of police officers and police staff;
• Review the performance of the CMRU against these terms of reference.

Key stakeholders:

Metropolitan Police Authority, Greater London Authority, Management Board, Trade Unions, Superintendents Association, Police Federation, Staff Support Associations, Business Groups, Development and Organisation Improvement Team, and Borough/Operational Command Units, and police officers and police staff.

Send an e-mail linking to this page

Feedback