Recruitment and retention

Report: 12
Date: 19 May 2005
By: Commissioner

Summary

This report summarises the activities undertaken by Recruitment and People Development Directorates within the reporting period.

A. Recommendation

That the report be noted.

B. Supporting information

Recruitment

Police officers

1. Overall, the police officer target for 2004/05 has been comfortably met, with 1,887 recruits joining training school and 464 trained officers taking up posts across the MPS. The creation of the diverse recruitment pool (N.B. black and minority ethnic candidates now account for half of all police enquirers) has increased the strength of both black and minority ethnic and female officers in line with planned growth. Consequently, unprecedented numbers of minority groups have been achieved with officers from black and minority ethnic communities comprising 7% against the budgeted workforce target (BWT), compared to 6.6% last year, and female officers representing 19.4% of BWT. Females have represented a larger proportion of joiners than ever before, filling a third of all Training School places.

2. Highly targeted positive action and marketing events led to a substantial increase in the proportion of both expressions of interest and applications for the role of police officer from under-represented groups. Enquiries from black and minority ethnic groups increased from 26% (2003/4) to 50% (2004/5) of the total. Similarly, enquiries from females have risen from 30% to 41% year on year.

3. Concerns remain about the delays imposed upon the recruitment process by the security clearance stage. A group now meets fortnightly to review the progress of each strand of recruitment activity and explore dynamic and innovative ways of reducing delays.

4. A set of criteria to help with the selection of police officers has been developed and is in use by the Positive Action Team. It emphasises the importance of life skills, language ability, and knowledge of minority cultures in the MPS. The vetting status of police officer candidates is being monitored and, where possible, activities taken to improve the vetting times, in particular applicants with overseas connections (see Appendix 1, Table 1).

Police Community Support Officers

5. PCSOs are critical to the success of the Safer Neighbourhoods scheme and as such the MPS has seen a rapid increase in borough demand. The MPS now has a strength of 2,144 PCSOs, which is a 47% increase on last year. 972 PCSOs were recruited this year.

6. The application and enquiry diversity targets were exceeded. 44% of PCSO enquiries and 43% of applications came from black and minority ethnic candidates; 33% of PCSO enquiries and 32% of applications were from female candidates. Such high levels of interest at the initial stages of application have been reflected in the recruitment levels where 26% of PCSOs were from black and minority ethnic communities and 32% were female.

7. The selection process has been revamped, tailoring it around job-specific needs. This new process, aimed at further improving the quality of candidates, now includes job related fitness and substance misuse tests. The Home Office has expressed an interest in adopting the model developed in the MPS across the UK. The vetting status of PCSO candidates is also being monitored and, where possible, activities taken to improve the vetting times, in particular applicants with overseas connections (see Appendix 1, Table 1).

8. PCSO recruitment was particularly challenging this year due to the near doubling of the target from 567 to 1,035 in year. However, the campaign style management introduced for the November campaign proved an overwhelming success and may yield sufficient applicants to supply the majority of PCSOs for the coming year, based on present target and wastage rates.

9. One of the most significant changes has been the introduction of an assessment centre modelled on the NRS (National Recruitment Standards) process for the selection of PCSOs. This change was made in order to select candidates on criteria clearly matched to the role profile. Initial results are very positive with a pass rate of approximately 44% and no evidence of adverse impact on black and minority ethnic applicants. Further development of the process is due in 2005/6 and it is very likely that the MPS model will be used as the basis for the Home Office national model.

Police staff

10. Of the 2,219 police staff recruited this year, 21.7% were from black and minority ethnic communities. 40% of enquiries and applications came from black and minority ethnic candidates, and as such the 2004/5 recruitment target was considerably exceeded. Women represent 59% of both the strength and recruitment totals for last year (see Appendix 1, Table 2).

11. 2,000 Designated Detention Officers were deployed throughout boroughs across London this year releasing police officers from various custody procedures.

12. A strong working relationship has continued this year with Jobcentre Plus. Approximately 1,200 members of police staff have been recruited as a result of this partnership since 2001. Black and minority ethnic joiners represented 45% of this figure whilst females made up 42%. The Jobcentre Plus partnership will be developed further in 2005/6.

13. The challenge remains for boroughs to continue efforts to be representative of their local communities. Although significant improvements have been made this year, central recruitment will continue to monitor and support local Human Resource Managers (HRMs) in achieving this aim for the coming year.

Metropolitan Special Constabulary officers

14. 168 MSC Officers have completed their training during the year. 23% are from black and minority ethnic communities and 45% are female.

15. The MSC Programme Board has been re-instigated to coordinate recruitment, retention, training and deployment. Local and central initiatives (e.g. Glazier’s Hall ‘Intromet’ event, West Ham FC in February) proved very popular and resulted in a substantial number of applications being submitted.

16. The recruitment of MSC Officers has also been progressed through a collaborative approach to recruitment, for example boroughs have been issued with a Guide to Recruitment enabling them to recruit officers locally, likewise the innovative ‘Shopwatch’ scheme was implemented, combining MPS training with retail resources.

17. The change of targets in-year, provision of training places and length of vetting time contributed to the difficulties around recruiting Special Constables this year, resulting in our non-achievement of the overall target. Despite this, more MSC officers have been recruited this year than in any previous year.

18. The targets for 2005/6 present a particular challenge. However, with the campaign style management, focused events and the continued support at local events we are better placed than before to succeed in increasing the number of MSC officers.

Local recruitment

19. Looking forward, local recruitment events will be the main method of attracting applicants from under-represented groups. To support this, various initiatives are being introduced, including the recruitment bus, highly motivated positive action local volunteers, a team of careers advisors, linked to an effective marketing strategy. These are likely to net considerable interest from target groups during the foreseeable future.

Career management

Pilot exit process

20. The six month period used for the pilot exit process finished on 31 December 2004. A final report with findings and recommendations was received from Leadership Research and Development Ltd (LRDL) in early March 2005 and initial copies have been supplied to Internal Consultancy Group (ICG) in order that an evaluation of the alternative process can be completed by the end of April 2005. Once the ICG report is completed, the Career Management Unit (CMU) will make recommendations for a new generic exit process for the entire MPS.

21. The pilot project captured leavers who resigned or retired from the pilot sites. Of those leavers, LRDL were able to contact 77% (323 individuals), who fitted the interviewing criteria and were accessible.

22. The purpose of the pilot exit monitoring process was to test a process for obtaining more detailed information as to why officers and staff leave the MPS, and ultimately to encourage them to remain with the organisation. A particular driver for this activity was the recognition by the MPS of the need to capture more specific demographic information surrounding the varied issues of diversity and clarification of the specific issues facing leavers from under represented groups.

23. As part of the review of the current exit process, significant consultation was undertaken to create a new and more appropriate ‘information template’. This standard template was used within the pilot as the basis for the collation of information obtained through face to face interviews, telephone interviews and written questionnaires.

24. Recruit Training School (RTS) at Hendon is a particular and specific environment with distinct working practices. The standard template was adapted to reflect these specific needs. The exit process is now being integrated into the work there. This unit provides an early intervention service to new officers who may be having difficulties integrating into the MPS. It is being particularly active in areas concerning diversity.

25. As an initial summary, the emerging general results indicate the following to be the main areas of concern:

• issues with management
• career development issues
• travel/accommodation in London
• working conditions

26. When the reasons for leaving of the pilot group are split demographically, it is found that:

• both male and female leavers are affected by management and career development issues;
• male leavers are more affected by issues associated with travel/accommodation in London and with working conditions;
• female leavers are more affected by family and other caring issues;
• both black and minority ethnic and white leavers are affected by management and career development issues;
• black and minority ethnic leavers are more affected by desire for career change and family and other caring issues;
• white leavers are more affected by issues associated with travel/accommodation in London and working conditions;
• leavers with less than two years’ service are more affected by a desire for career change than groups with longer service;
• leavers with more than ten years’ service are more affected by family and other caring issues than those with fewer years’ service.

27. It is important to note, however, that the sample of black and minority ethnic leavers was fairly small and may not necessarily be representative. In addition, staff are now given the opportunity to describe themselves more appropriately in terms of diversity including gender, ethnicity, age, sexual orientation, faith/belief or disability.

28. ICG has conducted an evaluation study to assist a decision on how the staff exit process should be continued and developed in future. ICG has collected data for the evaluation from the following sources.

• Evaluation forms sent to leavers at both pilot and non-pilot sites to assess their satisfaction with the staff exit process throughout the six-month pilot.
• Focus groups with HR managers at local level to discuss the usefulness of the information collected from the pilot staff exit process and emerging issues.
• A series of debriefs with the external service provider, corporate and local stakeholders about the quality and usefulness of the data to facilitate proactive action, satisfaction with the pilot process and the effectiveness of the feedback cycle.
• Cost-benefit analysis of proposed options for taking the process forward.

29. ICG has analysed this information, collated the findings and will shortly be presenting a number of options for ways forward for the staff exit process within the MPS with associated risk/benefit analysis. A number of recommendations will be made to ensure the future staff exit process cost effectively meets the needs of the organisation and its staff. The pilot has thus been useful to show us how best to build a structure to provide much more timely, accurate and detailed information about those who choose to leave the Service and why, as well as to provide much better statistical trend information and allowing the MPS to respond more effectively to any individual or organisational issues.

30. While the CMU considers the options for the new process, LRDL has been asked to provide a more detailed executive summary and continue interviewing at the current pilot sites until July 2005 to ensure no loss in continuity.

Induction

31. There are now four distinct components of induction:

• multi-media induction (MMI) programme
• corporate induction day (CID)
• induction pack for new employees
• checklist for line managers (local induction)

Multi-Media Induction

32. The MMI programme is now complete and has been launched in its entirety on both AWARE and the National Centre for Applied Learning Technologies (NCALT) portal. The MMI programme uses a full range of media including video clips, audio, virtual reality scenarios and multiple-choice questions. It is designed to complement rather than replace local induction procedures. The programme is aimed at new police officers and police staff, as well as those rejoining the service or transferring from another force, who are able to access the programme through the NCALT website before they arrive. In addition to core content introducing staff to their new employer, there are also separate sections meeting the different needs of police staff and police officers. Going forward, the MMI will be kept under review to ensure it remains relevant to the MPS.

Corporate induction days

33. The feedback from the induction days has been very positive. Evaluation sheets show that 93% of respondents concluded they would perform their role more effectively. Having now dealt with the majority of the backlog of staff awaiting corporate induction, future audiences will fall within the target service range of six weeks from date of joining.

34. In addition, the CMU has been working with the Traffic and Criminal Justice Operation Command Unit (OCU), which has recently recruited over 300 staff. To cater for this OCU’s specific needs, a bespoke “four option” approach to induction was agreed dependent on the length of service of those joining the OCU:

• with less than 4 months service a full CID (run locally by CMU)
• with 4-6 months service a half-day CID (run locally by CMU)
• those over 6 months service, a CID welcome pack & letter
• any further new staff inducted via generic central CID

35. To date, 150 members of Traffic and Criminal Justice OCU staff have been through the induction programme.

Local induction checklists

36. Local induction checklists have been developed and circulated to HR Managers for feedback. In the long term, the intention is to link the checklist to new entrants’ probationary reports.

Property Zone

37. Property Zone receives over 200 enquiries and about 80 telephone enquires per month. It also receives advertisements from MPS staff wishing to advertise their own properties to rent. Property Zone continues to promulgate details of Housing Associations that handle shared ownership schemes that are available to MPS staff as key workers. A number of sites are being discussed which will provide more opportunities for single staff to live and work in London. In the longer term, it is also proposed to use the Property Zone to enable MPS staff with properties for sale to advertise them to other staff within the organisation.

38. Between 1 April 2005 and 28 February 2005, 105 equity loans were granted to MPS staff under the key worker living for equity scheme.

Staff development

39. Work continues on the Best Practice Guide for developing staff. Its purpose is to assist managers in developing their own staff. The Guide will be published later this year.

Career Pathways

40. The CMU is working with business groups to develop Career Pathways to support the professional development of officers and staff. Currently, the most advanced of the pathways are for police officers and staff specialising in:

• investigation (with a link to the Professionalising Investigation Project);
• intelligence (with the link to the National Intelligence Model);
• either performance or intelligence analysis.

41. Further pathways currently under development include Finance and Resources, Human Resources, Safer Neighbourhoods, Procurement and Territorial Support Group. Further pathways that will be developed in the longer term include Information Technology, Marketing and Communications, Forensic Science, Legal Services and Performance/Policy.

42. Each pathway sets out the skills, accreditation and qualifications that individuals will need to obtain as they progress. Each pathway will be integrated into key HR processes such as Personal Development Reviews (PDRs) and promotion assessments in order to minimise bureaucracy and burdens on managers.

43. The purpose of the intranet site, MetPathways, is to provide clarity around differing career pathways and the range of opportunities available for both police staff and police officers.

44. The differing paths presented on MetPathways link directly with role profiles and the competencies and behaviours required, as well as highlighting development programmes that assist staff to enter and progress through those pathways or to move laterally from one career path to another. Where a qualifications framework does not currently exist to underpin a particular pathway, or there is no clear pathway to progress into more senior roles, career advice is still presented.

45. The role of the MetPathways intranet site is to act as a basis for career and development information. It currently includes:

• introductions to roles and the benefits of choosing each role;
• links to career related role profiles at all bands/ranks, linking to accreditation levels
• criteria individuals would need to meet in order to enter each separate stage of a career, and a description of the selection processes candidates would need to go through
• guidance notes to assist in all stages of selection and accreditation processes, including development portfolios et cetera.
• a direct link to career opportunities on MPS Notices, listing the most recently advertised roles
• a list of all appropriate training, qualifications and courses to enable individuals to achieve set levels and guidance on where to find any relevant information it is not possible to present on the intranet site.
• further desirable or essential development opportunities within each career pathway
• identification of further opportunities available once in a role.

46. Although both police officers and police staff are responsible for initiating and pursuing their own career planning and learning and development, MetPathways supports this, offering online advice and points of contact.

47. The intranet site includes a question and answer section, direct links to MetPeople, the Police Staff Development Unit, the Intensive Development Programme and the High Potential Development Scheme (HPDS). The site also offers advice to staff who are looking for their next move and considering applying for a position, raising awareness about the selection process, including interview tips.

48. Each pathway includes examples of job advertisements. Currently under development is an option to search using key words, identifying a list of jobs recently advertised, and listing the most recently advertised role first.

49. Research is being carried out to develop an online motivation-based assessment that helps an individual identify their strengths and suggests a number of best match career pathways directly linked to the responses derived from the questions.

Research into the older workforce

50. The Centre For Research Into The Older Workforce (CROW) has now completed its research within the MPS and its findings were due to be published on the Department of Trade & Industry website in April 2005. Unfortunately, this has been delayed due to the General Election. Arrangements are in hand for the findings and recommendations to be presented to MPS Human Resources Board and senior staff from the People Development and HR Services directorates.

High Potential Development Scheme

51. The HPDS currently has 82 MPS participants, of whom 56 are male and 26 female, and of whom five are from black and minority ethnic groups (three male and two female). The selection process is split into three stages:

• a competency based application form
• a non-interactive examination comprising written exercises
• a two-day interactive assessment centre held nationally.

52. The first selection process of the year has reached the second stage and the 28 MPS officers, of whom ten are women and two from black and minority ethnic groups, have been selected to undertake the examination.

53. Building on the success of the previous MPS Placement Week, two further weeks, each providing 12 places, have been arranged for university graduates interested in joining the MPS and the HPDS. Presentations are being arranged with four universities – Oxford, Warwick, the London School of Economics and University College London – to encourage interested students to apply for a place on one of the placement weeks.

C. Race and equality impact

Equality and diversity implications arising from this report are covered within the body of the report.

D. Financial implications

Police strength exceeded the Budgeted Workforce Target (BWT) by approximately 407 officers. This eventuality, which is a consequence of bringing forward the rollout of the Safer Neighbourhoods scheme, was considered earlier in the year and authority to exceed the BWT by up to 500 officers has been secured previously from the MPA.

E. Background papers

None

F. Contact details

Report author: Simon Marshall, Director of Recruitment and Paul Madge, A/Director HR People Management, MPS.

For more information contact:

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

Appendix 1

Table 1: Vetting status for the month of March 2005

Table 2: MPS strength summary at the end of March 2005

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