Contents
Report 7 of the 3 March 2005 meeting of the Human Resources Committee and proposes the Human Resources Business and Performance Plan for the approval of the Human Resources Committee.
Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).
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HR business and performance plan 2005/06
Report: 7
Date: 3 March 2005
By: Commissioner
Summary
This report proposes the Human Resources Business and Performance Plan for the approval of the Human Resources Committee (HRC) of the Metropolitan Police Authority (MPA).
A. Recommendation
That the Committee approves HR Business and Performance Plan for 2005/06.
B. Supporting information
1. The proposed HR Business and Performance Plan for 2005/06 is attached at Appendix 1. An earlier draft of the Plan was presented at the January meeting of the Committee. The structure of the Plan follows the four themes of the HR Strategy as reported to Members at the January meeting of HRC. The Plan details key targets and activities that will be undertaken during 2005-06 in support of the delivery of HR’s strategic goals.
2. This HR Business and Performance Plan gives a clear picture of current high-level plans to improve and enhance HR provision in support of operational and organisational priorities. However, there are a number of drivers that are likely to influence the development of plans and priorities in-year. The most significant of these are:
- Current plans are broadly aligned with the recommendations and findings of the Morris Inquiry. However, it is possible that these plans and priorities may need to be reviewed in light of the outcomes of work currently ongoing within and between the MPA and the MPS in response to the Inquiry report.
- The forthcoming Service Review is expected to give further direction to HR’s work in support of organisational capability building.
- The development of the Leadership Academy is currently in the very early stages, and work plans have not yet been developed in any detail.
3. On a more detailed level, a decision has been taken recently to review the Performance Development Review (PDR) system. For this reason, although measures and targets relating to PDRs will be developed in due course, it has not been possible to include them in the HR Business and Performance Plan at this stage.
Workforce modernisation
4. Workforce Modernisation is not included as a separate theme within either the Plan or the HR Strategy. However, a range of work is being undertaken in support of this aspect of the police reform agenda. Relevant items include:
- Modernising probationer training by implementing the Initial Police Learning and Development Programme (IPLDP)
- Implementing leadership and development programmes, e.g. piloting the Core Leadership Development Programme (CLDP).
- Making initial moves towards multi-point entry by piloting direct entry for skilled investigators from outside the police service.
- Taking forward work on career pathways in respect of investigators and analysts in the first instance.
- Implementing a co-ordinated approach to people performance management, incorporating PDRs, career pathways, National Occupational Standards, qualifications and work-based assessment.
- Developing and implementing graduate recruitment strategies and products that increase the representation of graduates across the MPS workforce and are particularly appealing to graduates from under-represented groups.
5. Other elements of the workforce modernisation and broader police reform agenda are already well embedded in the ongoing business of HR. These include the introduction of the National Recruitment Standards, which have already been implemented within the MPS, exploring the use of language and other life skills to inform recruitment and deployment processes and work to improve retention, reduce ill-health retirements and retain police officers’ skills beyond 30 years.
Civilianisation
6. A detailed description of progress on civilianisation is included in paragraphs 27 to 41 of the report on Objective Two of the HR Business and Performance Plan 2004/05, which is being presented to this Meeting. Paragraph 41 of that report notes that MPS Management Board will be receiving a report on civilianisation, including proposals for future progress, at a meeting in March 2005. The MPA will be informed of future plans following that meeting.
C. Equality and diversity implications
Enhancing equality and diversity is a central theme of the HR Business and Performance Plan. Some initiatives make specific reference to particular dimensions of diversity, for example targets for the recruitment of women and visible ethnic minorities. Diversity continues to be an underpinning theme for all activity, and is understood in the broader sense, incorporating age, sexual orientation, disability, and religion and belief.
D. Financial implications
The HR Business and Performance Plan clearly has substantial financial and resource implications, and will be delivered within the overall HR budget allocation for the year.
E. Background papers
- Report to HRC, 20 January 2005: MPS HR Business Plan 2005/06
F. Contact details
Report author: Avril Cooper, HR Planning & Performance Unit, MPS
For more information contact:
MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18
Appendix 1: HR Business & Performance Plan 2005/06
1. Becoming an Employer of Choice
| Measures | Targets | Owned by | Cross ref. |
|---|---|---|---|
| Police officer strength | 31,278 [1] | ||
| New police recruits | 1,200 [2] | HR Recruitment | |
| Transferees recruited | 300 [3] | HR Recruitment | |
| Minority ethnic police officer recruits as a percentage of all new police recruits | 29% | HR Recruitment | PPAF SPI 3e |
| Minority ethnic police officers as a percentage of total police officer strength | 7.7% | ||
| Female police officer recruits as a percentage of all new police recruits | 41% | HR Recruitment | |
| Female police officers as a percentage of total police officer strength | 20% | PPAF SPI 3g | |
| Ratio of police officers from minority ethnic groups resigning to all officer resignations | No target - diagnostic indicator only | HR People Development | PPAF SPI 3f |
| Total PCSO strength | 2,252 [4] | ||
| New PCSO recruits | 200 [5] | HR Recruitment | |
| Minority ethnic recruits as % of PCSO recruits | 30% | HR Recruitment | |
| Female PCSO recruits as % of PCSO recruits | 50% | HR Recruitment | |
| Minority ethnic police staff as % of police staff appointed | 25% | HR Recruitment | |
| Special Constables recruited | 888 | HR Recruitment | |
| No. of applications from individuals wanting to work flexibly | No target - diagnostic indicator only | HR Services | |
| % of applications for flexible working that are approved | No target - diagnostic indicator only | HR Services |
| Supporting activities | Owned by |
|---|---|
| 1. Consult with external stakeholders to agree and implement a recruitment strategy that results in the MPS better reflecting the community we serve. | HR Recruitment |
| 2. Develop and implement graduate recruitment strategies and products that increase the representation of graduates across the MPS workforce and are particularly appealing to graduates from under-represented groups. | HR Recruitment & HR People Development |
| 3. Continue the implementation of the MPS childcare strategy, including developing and implementing plans for workplace nursery provision. | HR Services |
| 4. Develop and implement a Code of Ethics, endorsed by Management Board, to guide personal and professional standards of behaviour across the MPS. | HR Services |
2. Releasing potential
| Measures | Targets | Owned by |
|---|---|---|
| Number of advanced drivers trained | No target - diagnostic indicator only | Directorate of Training and Development |
| Number of response drivers trained | No target - diagnostic indicator only | Directorate of Training and Development |
| Percentage of PDRs completed within 60 days of due date | 75% | HR People Development |
| Percentage of PDRs completed within 90 days of due date | 95% | HR People Development |
| Supporting activities | Owned by |
|---|---|
| 1. Pending successful conclusion of the Camden pilot, roll out the Initial Police Learning and Development Programme across the MPS. | HR Directorate of Training and Development |
| 2. Scope potential within IT School and Crime Academy for greater use of e-learning. | HR Directorate of Training and Development |
| 3. Evaluate "lock in" training contracts to determine further roll out to ensure best return on investment. | HR Directorate of Training and Development |
| 4. Support the implementation of pilot of direct entry for skilled investigators from outside the police service. | HR Recruitment |
| 5. Develop career pathways for detectives. | HR People Development |
| 6. Implement a co-ordinated approach to people performance management, incorporating PDRs, career pathways, National Occupational Standards, qualifications and work-based assessment. | HR People Development |
3. Developing leaders and managers for the future
| Measures | Targets | Owned by |
|---|---|---|
| Number of sergeants foundation training courses delivered | No target - diagnostic indicator only | Directorate of Training and Development |
| Number of Inspectors foundation training courses delivered | No target - diagnostic indicator only | Directorate of Training and Development |
| Supporting activities | Owned by |
|---|---|
| 1. Pilot the national Core Leadership Development Programme in the MPS and, if suitable, lead the implementation of the programme. | HR Directorate of Training and Development |
| 2. Review and develop arrangements to oversee speedy and effective follow up action in respect of all key employee relations activities. | HR Services |
| 3. Put in place arrangements to provide welfare support to MPS personnel under suspension and under investigation, and to ensure their effective re-integration into the workplace. | HR Services |
| 4. Make our people policies simpler, less prescriptive and more accessible, and increase awareness of HR policies throughout the MPS. | HR Services |
| 5. Overhaul the Fairness at Work policy and related arrangements for handling workplace conflict. | HR Services |
4. Using people effectively
| Externally-driven measures | Targets | Owned by | Cross ref. |
|---|---|---|---|
| Number of individuals subject to work-related accidents | 5% reduction | People Development | HSC, HSE |
| Number of individuals subject to major injuries, fatalities and accidents resulting in absence from work of more than 3 calendar days. | 15% reduction | People Development | HSC, HSE |
| Average number of working days lost per annum due to sickness per police officer | 8 days | People Development | PPAF SPI 13a, NPP |
| Average number of working days lost to sickness per annum per member of police staff (excl. PCSOs & TWs) | 9 days | People Development | PPAF SPI 13b, NPP |
| Average number of working days lost to sickness per annum per PCSO | 9 days | People Development | |
| Average number of working days lost to sickness per annum per traffic warden | 9 days | People Development | |
| Keep police officer ill-health retirements below the Home Office target of 0.65% of strength | <0.65% | People Development | NPP |
| Keep police staff ill-health retirements below the Home Office target of 0.65% of strength | <0.65% | People Development | NPP |
| Keep traffic warden ill-health retirements below the Home Office target of 0.65% of strength | <0.65% | People Development | NPP |
| Supporting activities | Owned by |
|---|---|
| 1. Lead work to ensure clarification, and influence delivery through business groups, of key benefits of MetHR; deliver MetHR enhancement programme. | HR Services |
| 2. Conduct a review of health and safety training. | HR People Development |
| 3. Lead on the development of people resource planning, to help managers across the MPS predict and plan for future strength and skill requirements. | HR Strategy |
Footnotes
1. Planning assumption subject to Management Board approval and minor changes in response to decisions relating to external funding, partnerships etc. [Back]
2. Subject to actual strength as at 31 March 2005 [Back]
3. Subject to actual strength as at 31 March 2005 [Back]
4. Planning assumption subject to Management Board approval and minor changes in response to decisions relating to external funding, partnerships etc. [Back]
5. Plus any privately funded [Back]
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