Recruitment and retention

ps/20/06
1 June 2006
MPA briefing paper

Author: Simon Marshall, Director of Recruitment and Paul Madge, Director of People Development

This briefing paper has been prepared to inform members and staff. It is not a committee report and no decisions are required.

1. This report contains updates on recruitment and retention matters, including the diversity aspects of each.

2. Across the whole MPS workforce, including police officers, PCSO, police staff, special constables and traffic wardens, 13% of current strength is from black and minority ethnic groups and 32% is female. The diversity mix of the whole workforce continues to improve: of those offered employment during the financial year April 2005 to March 2006, 25% were from black and minority ethnic groups, 44% were female and 19% were aged over 39. 22% of new joiners who declared their faith were from minority faith groups. The proportion of new police recruits with a degree has increased from 17% to 26%.

3. An inclusive management training programme for police officers and staff has been built into the programme to be delivered by the Leadership Academy from April 2006, and a good practice line management guide will be launched in May 2006. 10 corporate induction days were run over the course of the financial year, with over 80% of attendees being in their first three months of service. PDR completion rates were 92% for police officers and 88% for police staff.

Recruitment highlights

4. Strength and recruitment

• Police officers: BME and female strength at its highest ever; 7.4% and 20% respectively, with 16% of new police recruits of BME origin and 35% female.
• Police community support officers: Recruitment target of 599 has been met, increasing strength by 7.6%. PCSOs remain the most diverse employee group in the MPS, with 35% of BME origin and 34% female.
• Metropolitan Special Constabulary: Strength of 1,221 represents a historic high and a 75% increase on strength of previous year.
• Police staff: Diversity figures for this employee group particularly strong, with 22.4% of new recruits of BME origin, 59% female, and 31% aged over 39.
• Attraction: BME police officer applications increased from 21% to 41%; females from 28% to 38%.

5. Diversity

• Age: 19% of all successful candidates are aged over 39.
• Disability: Of those who provided information, 2% of special constabulary recruits, and 0.7% of police recruits are currently recorded as having a disability, compared to the 8% of the economically active population who have a disability.
• Ethnicity: Black and minority ethnic (BME) new recruits for all roles have increased from 19% to 22%.
• Gender: Female new recruits have increased from 31.4% to 32.2%
• Faith: 18% percent of applications received for all roles are from candidates of a minority faith, compared to 14% of the economically active population of London.
• Sexual orientation: 6% of all applicants for police are gay, lesbian or bisexual
• Graduates: Proportion of new recruits that have a degree has increased from 17.2% to 25.7%.

Current diversity

6. The Recruitment directorate has made a direct contribution, through the development and implementation of innovative approaches, to increasing the level of underrepresented and minority groups in the MPS. This approach has resulted in a focused engagement with specific groups across London, highlighting the diverse opportunities within the MPS and demonstrating how different cultural and ethnic backgrounds add value to business, working together to make London safer. Overall, we have recruited 3,881 new people into the MPS this year. In March 2005, 12% of all MPS staff were from black and minority ethnic communities – this has now increased to 13% which represents a 1% uplift. Moreover, total MPS female presence has increased from 31.4% to 32.2%.

Police officers

7. The police officer staffing levels reflect major changes in the way London is being policed following the accelerated rollout of Safer Neighbourhood teams with considerable emphasis upon police community support officers (PCSOs) and specials, as well as the secondment and subsequent transfer of officers to the Serious Organised Crime Agency (SOCA). During the year there has been a significant increase in the demand for experienced police officers and a tapering in the need for new recruits. Additional funding has been made available at the end of the year towards counter terrorism, resulting in a large increase in the budgeted workforce target (BWT). At the end of 2005/06, the police officer strength out-turned at 30,871 officers against target strength of 31,062 and a funded BWT of 31,489, previously 31,262 (See table 1, Appendix). Although the out-turn position fell slightly short of target, much of the gap was due to the fact that a number of police officers that were on secondment out of the MPS officially left the MPS’ employment to join SOCA slightly earlier than anticipated, impacting on the end of financial year strength figure. Although below strength, this did not significantly impact on the organisation’s operational capacity, and the implementation milestone of Safer Neighbourhoods was achieved.

8. Black and minority ethnic and female officers now make up 7.4% and 20% of total police officer strength; the highest in the MPS history. During the last twelve months, black and minority ethnic police officer strength has seen a 5% uplift, rising from 2,168 to 2,286 officers, with 16% of the new police officer recruits originating from black and minority ethnic communities. Similarly, female police officer strength has increased by 2.5% this year, rising from 5,978 to 6,132, with women constituting 35% of new police officer recruits.

9. Such successes are a consequence of community centric recruiting activity and working together with local organisations. An innovative approach to advertising and marketing has sustained high levels of interest from minority groups; for example, 45% of enquiries and 41% of applications for police officer roles now originate from black and minority ethnic candidates, exceeding the representation level of the black and minority ethnic economically active population in London. Similarly, women account for 35% of enquiries and 38% of applications. Furthermore, 12.7% of applications and 2.4% of offers made for police officer roles were to Muslim candidates (compared to an economically active population of 5.6%), and 3.8% of applications and 1.5% of offers made were to Sikh candidates, which is in line with London’s 1.4% economically active Sikh population (see table 4, Appendix).

Police community support officers

10. The Directorate has successfully achieved the recruitment target of 599 PCSOs this financial year, an accomplishment that was vital for the resourcing of the Safer Neighbourhoods programme. Whilst PCSO strength is marginally below the BWT of 2,332 by just 24 officers, PCSOs remain the most diverse employee group in the MPS with 35% of PCSOs originating from black and minority ethnic communities (as compared to 25% of London’s economically active population), and 34% being female (as compared to 45% of London’s economically active population). Furthermore, over the course of the year, PCSO strength has increased by 7.6%.

11. During 2005/06 focused advertising and marketing resulted in 2,633 applications of which 46% were from black and minority ethnic communities and 30% from women. Furthermore, 14.5% of PCSO applications and 5.2% of offers made were to Muslim candidates, and 1.6% of application and 2.1% of offers made were to Sikh applicants, a level that exceeds the Sikh economically active proportions in London. Applicants over the age of 39 make up 21% of all enquiries and applications received for the role of PCSO, and 12% of offers go to candidates in the same age group.

12. Interestingly, the role of PCSO has been an invaluable source of new police recruits, with 20% of new recruits having previously been PCSOs. This trend would suggest that the PCSO role has successfully provided access to a policing setting and given participants an insight into the work of police officers.

Metropolitan Special Constabulary (MSC)

13. The MPS has seen the number of Special Constables increase to an unprecedented high during the past twelve months, providing a major contribution towards the Safer Neighbourhoods scheme. The increase has been brought about by a number of existing and innovative ways in which to recruit, including the following employer supported schemes:

• Police Staff Recruitment Programme. Members of police staff were encouraged to become MSCs - successful applicants are permitted time off work to complete the four-week training course and, subsequently, are allowed one day off a fortnight to perform the suggested eight-hour tour of duty on the borough where they work;
• ShopWatch. Retailers provide shop staff volunteers time off for training and one day per fortnight for patrols - which take place in identified retail areas, usually near the store where they work;
• CampusWatch. Student volunteers are sponsored by their university and dedicate eight hours of their time, once every fortnight, to patrolling another college’s grounds;
• HospitalWatch. Volunteer hospital staff members, patrol the hospital itself and the immediate area, in many cases alongside experienced police officers;
• BoroughBeat. This is a pilot initiative that allows staff from Harrow Council to become Special Constables.

14. By the end of 2005/06, a total of 635 officers were recruited, increasing the MSC strength from 697, itself a historic high, to 1,221; a 75% uplift. Although there are no diversity targets, female strength now stands at 32% and black and minority ethnic strength at 25%. Furthermore, of the 635 joiners 36% were female and 29% were from black and minority ethnic communities. Moreover, of all those made an offer for MSC, 5.9% were Muslim and 2.2% were Sikh. Both exceed the economically active population percentages of that faith (see table 4, appendix). 12% of all offers extended for the role of MSC were to candidates aged over 39. The percentage of enquiries and applications received from this age group was 12% and 13% respectively.

15. Such diverse recruitment is the result of targeted advertising campaigns generating a diverse application pool. For example, 42% of MSC enquiries and 43% of applications originated from black and minority ethnic communities and 33% of application and enquiries were female. Furthermore, 14.7% of all MSC applicants were Muslim and 2.4% were Sikh. In much the same way as PCSOs, a large proportion of new police recruits were formerly Specials.

Police staff

16. Police staff strength is 175 above the AWT of 13,595. Diversity figures for police staff are particularly strong, with those from black and minority ethnic communities accounting for 22.4% of the total number recruited, which misses the 25% target but still brings the total black and minority ethnic representation within police staff to strength of 22%. The female strength of 59% surpasses the economically active profile of London of 45%. Moreover, 31% of new police staff were over 39 years of age.

Attraction

17. The considerable achievements in attracting diverse applicants to MPS roles are attributable to the application of focused and dedicated advertising and marketing strategies and applicant support. Highly targeted Me+ Careers and marketing events have resulted in a high level of applications from black and minority ethnic groups and women. Such events have resulted in a substantial increase in the proportion of both expressions of interest and applications for the role of police officer from under-represented groups compared to 2003/04. Black and minority ethnic applications have increased from 21% to 41% and at one point ‘peaked’ at 45% and those from women have increased from 28% to 38%. Overall, 2.7% of applications have come from those whose faith is recorded as Hindu, 0.7% Jewish, 12.3% Muslim and 2.2% Sikh (see chart 2, appendix).

18. Me+ awareness campaigns have been part of the concentrated marketing and advertising that has been used to address some of the perceived barriers that prevent groups currently under-represented in the Service from considering a career with the MPS. Such work has been supported by the recruitment bus, which is used to reach out to particular communities. The bus careers advice team work with boroughs to identify specific community groups and to set up recruitment activity in partnership with those groups as well as supporting local volunteer initiatives including forging closer links with Safer Neighbourhoods. In addition, the Metco Careers Office has now been opened, acting as a central point of contact to assist boroughs in local recruitment campaigns for EPF, MSC, and Volunteers.

Diversity

19. The Directorate is committed to pursuing equality across the six strands of diversity. Gender, age and ethnicity data is collected and recorded on MetHR at enquiry stage, and the equal opportunities declaration collects information regarding disability and religion and sexual orientation, though access to data on the last group is restricted.

Age

20. Standard Operating Procedures are in the process of being reviewed and recommendations have been made to ensure they are in line with forthcoming legislation. Table 3 (appendix) provides further information on age.

Disability

21. Recruitment policies and procedures have been brought in line with the Disability Discrimination Act (DDA). The Recruitment Directorate has established a strong partnership with the Jobcentre Plus to help gain access to people, for instance, in receipt of incapacity benefits. The Me+ Careers Team has developed and introduced the role of disability advisor to provide specialist advice and guidance, as well as to take disability issues forward for the MPS. During selection processes, the majority of requests for reasonable adjustments have been from applicants with dyslexia; these cases are reviewed on an individual basis and extra time is permitted for completion of the written exercise. Of the new recruits during the year, who have provided disability information, 1% are currently recorded as having a disability, compared to 8% of the population of working age (i.e. there are 3.6 million people with disabilities who are economically active within the overall UK economically active population of 46.9 million). It should be noted that 44% of all recruits have not stated whether or not they have a disability. Consequently, the number of people with a disability may be greater than currently reported. A breakdown of the different roles can be found in Table 5.

Ethnicity

22. Ethnic diversity continues to be at the heart of MPS recruitment strategy and is the focus of MetCo and the Recruitment bus. Continued media and outdoor activity in support of the latest Me+ awareness campaign and One London One Community Events have also been featured in minority press and on outdoor sites such as tube and rail station stations. Various advertising campaign and recruitment events have been held throughout the year, of the most innovative being the ‘Bollywood’ campaign whereby a 30-second advert was shown in two ‘Bollywood’ cinemas in areas of high Asian population about career opportunities within the MPS.

Gender

23. There has also been extensive use of advertisements designed to appeal to women, with innovative campaigns appearing throughout the last two months in a variety of media including Cosmopolitan, and Real World Graduate Magazine. The 'Can you be?' campaign extends to women, to tackle perceived barriers to joining the MPS. All advertising for job vacancies is explicit in offering flexible working conditions where appropriate.

Faith

24. The ‘Can You Be?’ advertising campaign and literature was developed, complemented by the Faith Intromet event, addressing and assisting in breaking down some of the perceived barriers that prevent groups currently under-represented in the Service from considering a career with the MPS. The ‘Can You Be?’ campaign series, which incorporates Muslim, Sikh, Hindu and Jewish adverts, has been used to advertise MPS generated faith events. The percentage of candidates who reached enquiry, application and offers is outlined in the appendix, table 4.

Sexual orientation

25. The MPS is aware of the importance of ensuring equality and representation levels whilst also maintaining full confidentiality. Therefore, a voluntary self-service facility is due for implementation later in 2006, which will allow staff to update parts of their personnel records including any missing diversity data (such as sexual orientation) in confidence. Staff support associations and other bodies that represent the interests of lesbian, gay and bisexual staff are involved with recruitment activities, and of all those that applied for the post of police officer in 2005/06, 6% were gay, lesbian or bisexual.

Graduates

26. The MPS is increasingly becoming an employer of choice for university graduates, with the proportion of new recruits who have a degree increasing during the last twelve months from 17.2% to 25.7%. This has been strongly supported by the award winning “What good is your degree?” campaign.

27. The graduate market is being approached from several perspectives, with a graduate strategy that provides the framework for how the MPS is marketing to this specialist group in the employment market, together with the police officer graduate development plan and the Intensive Development Programme for police staff. These development schemes focus upon nurturing qualities required for rapid promotion. The focus of advertising and marketing is towards the black and minority ethnic and female graduate markets. Each HR Director has developed links with London universities with high black and minority ethnic students populations.

28. Career Management Unit Highlights

• Retention - The Career management Unit (CMU) has begun first stages of research in order to produce a new Strategic Vision, due to be submitted to MPA for approval in Autumn 2006.
• Exit Process - Process of undertaking exit interviews was implemented Met-wide in October 2005.
• Management Training - Management training programme for police officer and staff has been incorporated into leadership programme.
• Property Zone - This has continued to grow in success, with over 200 enquiries per month.
• Centre for Research into The Older Workforce (CROW) - Following research carried out regarding age discrimination compliance, findings and recommendations were made to senior staff.
• Corporate Induction - 10 corporate induction days run per year, with over 80% of attendees having been recruited within previous 3 months.
• Multi Media Induction - All three phases of multi media induction programme completed and launched on AWARE and NCALT website in May 2005.
• Career Pathways - Pathways have been developed for Detectives, Intelligence roles, Analysts and HR Managers.
• Performance Development Reviews (PDR) - PDR appraisal form was improved in February 2005; 92% of police officer and 88% of police staff PDRs were completed during reporting period 05/06.
• Integrated Competency Framework - Upgrade from Version 4 to Version 7 went live March 2006.
• Career management schemes for senior police staff and officers - National Senior Careers Advisory Service was launched in January 2006 and has received 55 applications.
• Senior Police National Assessment Centre (PNAC) process 2006 - The internal application process for Senior PNAC has been approved; 10 candidates have indicated firm intention to apply.
• High Potential Development Programmes - Work has been undertaken to ensure stronger links between the development schemes for police and for staff and a comprehensive review of the scheme is in progress.
• Good Practice Line Manager Guide - The guide is being developed for all new line managers and is expected in May 2006.
• Centre of Vocational Excellence - CMU is forming a Centre of Vocational excellence based around delivery of National Vocational Standards.
• Work Based Assessment – CMU is scoping and implementing a number of workplace assessment programmes and has been accredited with centre status to deliver two NVQ courses.
• Bursary Scheme – CMU was able to provide financial assistance to staff to develop for current and future roles.

Retention

29. The current Retention Strategy was produced in 2003 and the majority of proposals have been introduced or are ongoing projects within the overarching MPS HR Strategy. The current Retention Strategy will be ‘closed’ with a report, identifying key achievements, organisational learning and recommendations for future activity, which will be published during the Summer 2006.

30. The elements of work falling within the Retention Strategy that remained outstanding at the previous annual update in 2005 were:

• Management Training
• The pilot exit process
• Corporate Induction
• Multi-media Induction

All of these elements have been or are in the process of being embedded into the organisational infrastructure and culture.

31. The research carried out to produce the ‘Strategic Vision focused on Retention’ will ensure close links with the HR Strategy; Employer of Choice project-work and will be interwoven with the MPS Values and Behaviours.

32. Once authorised for publication, the Strategic Focus will be shown on the Intranet in a user-friendly format, aimed at all MPS officers and staff, with the intention of improving the understanding of retention at all stages in a career life-cycle (i.e. Recruitment through to Exit), for individuals and managers. The ‘Retention WebPages’ will bring Service-wide activities supporting retention together into one place – for example: Learning, Development and Training opportunities; High Potential Development programmes; guidance on Performance Development Reviews; Integrated Competency Framework; Manager’s Guides and Family Friendly policies.

The Exit Process

33. The pilot exit process was completed and a final report with findings and recommendations was received from Leadership Research and Development Ltd (LRDL). Internal Consultancy Group (ICG) provided an evaluation of the process and as a result the CMU made the recommendation for a ‘new’ and revised generic exit process for the entire MPS, including undertaking exit interviews. HR Board approved this and as a result two members of staff were recruited and trained to undertake exit interviews. The process was launched Met-wide in October 2005 and the first quarter analysis has been completed. A report combining the first two quarters is currently under preparation and will provide sufficient numbers for data analysis – expected mid-May 2006.

34. The process will not only provide statistically significant evidence of trends and reasons why officers and staff leave the MPS, but as importantly, it is providing the MPS with opportunities for intervention with aggrieved staff. This provides the ability to gain and feed back organisational learning and allow local and strategic management action.

Management Training

35. The provision of an inclusive management-training programme for both police officers and police staff has been incorporated into the leadership programme that is due to be delivered by the MPS Leadership Academy from April 2006. The Leadership Academy, which forms part of the Together programme, will develop the leadership and management skills of first and second line managers prior to promotion or role change.

36. The objective of this development programme will be to convey the MPS Values and Behaviours within a value driven leadership curriculum, as well as developing core management skills in our managers. This programme will incorporate conflict and attendance management, misconduct and performance development processes.

37. The ‘Together’ approach is about making the best of teams and partnerships and communicating the MPS as a values based organisation, seeking to achieve performance with quality and integrity. The Together work is closely linked with retention activity, career management, selection, PDR, assessment and promotion processes and it will form the core of leadership training.

Property Zone

38. Property Zone, the conduit through which Housing Associations reach MPS staff, has continued to grow in success with over 200 enquiries per month.

39. The Property Zone coordinator now sits on the Office of Deputy Prime Minister (ODPM) committee that is responsible for Key Worker Living, enabling provision of direct feed back from MPS experience of the scheme, to assist shaping of Key Worker policy. The Co-ordinator has been requested by Lambeth and Westminster Local Authorities to sit on committees/ focus groups, helping them to formulate their Key Worker Housing Policy.

40. MPS Property Zone has also been working with London Fire Brigade, who are now included in Key Worker Living scheme, to share best practice and advise on how to promote the scheme to their employees. Property Zone support and advisory function regularly exhibit at Corporate Induction and Market Place Events, reaching both police recruits and police staff new joiners.

CROW

41. The Centre For Research Into The Older Workforce (CROW) completed its research regarding age discrimination compliance within the MPS and its findings were posted on the Department of Trade & Industry website in May 2005. A presentation of the findings and recommendations was made to senior staff from the People Development and HR Services Directorates in June 2005 to help ensure HR policy and procedures are ‘fit for purpose’ regarding the impending age discrimination legislation.

42. A designated HR Project Manager has been identified to co-ordinate strategic activity relating to Age Discrimination Legislation.

Corporate Induction

43. The CMU continues to run 10 Corporate Induction Days per annum, with an average attendance of 120 new starters at each event, and now over 80% attending within their first 3 months of service. Evaluation of each event continues to provide positive feedback, which is taken into account for making improvements to the content of the day. Several key improvements have been made to the content of the day, in particular improvements to the Trade Unions’ session; commencement of MPS Childcare, DoI and Health & Safety experts providing presentations from May; the Marketplace extended to include exhibitions from Diversity-related stallholders and support from a broader range of senior speakers, including Assistant and Deputy Assistant Commissioners; Directors and Business Managers.

44. Research and development of a project to produce Corporate Induction tools for senior staff is nearing conclusion, with proposed content currently out for consultation with HR Board. The CD Rom providing an interactive presentation on the MPS is being produced and the ‘Induction Buddy Scheme’ will commence a 6-month pilot process during Spring/Summer 2006. The impact and business benefits will be measured and evaluated, with a report expected post-pilot.

Multi Media Induction

45. As part of the corporate induction programme all three phases of the multi media induction programme were completed and the programme launched in its entirety on both the internal AWARE and external NCALT website in May 2005. This is now a mandatory element of corporate induction for all staff.

Career Pathways

46. Pathways have been developed for Detectives, Intelligence roles, Analysts and HR Managers, with publication and visual upload on to CMU WebPages being developed and co-ordinated in partnership with Department of Information. The Pathways depict an explanation of the generic options available and are supported by Training and Development, relevant Integrated Competency Framework activities and behaviours and professional standards (e.g. Professionalising Intelligence – PIP; National Intelligence Model – NIM, and Chartered Institute of Personnel & Development – CIPD).

47. In order to capitalise on the user-friendliness and appeal of the Intranet pathways site, several types of article have been designed, such as real-life examples of career routes, ‘Day in the life’ articles and question and answer sessions. Personal experiences are being collated to populate a sample of real-life experiences:

• Examples of ‘Career Routes’ staff have taken to reach their rank/role, within each pathway.
• ‘Day in the life of …’articles demonstrating the similarities and differences of roles within the pathway across different business groups.
• Senior Officer Articles – a Question and Answer session with a variety of senior officers offering nuggets of experience to be shared with more junior staff and/or those interested in joining the pathway.

48. Career Pathways planning is also going forward for the volume of uniformed officer roles and for police community support officers. A series of confidential interviews with individuals collected information about their career planning experiences and needs, and this is being used to inform the work. There is close consultation with the ACPO and MPS Workforce Modernisation strands and Home Office thinking on possible multi-point entry arrangements for the future.

Performance Development Reviews (PDRs)

49. The PDR appraisal form was changed in February 2005 at the request of the Commissioner in order to make it more concise and user-friendly. To update and assist line managers with completing the forms and undertaking the performance reviews, the CMU designed a Modular Performance Development Review Training Programme. During January 2006, the CMU also ran a series of ‘Train the Trainer’ sessions to which OCU HR and Training Managers were invited with the aim of providing them with the ability to hold local training sessions for line managers.

50. During the PDR reporting period 05/06 the completion rates for the MPS were as follows:

• Police officers 92%
• Police staff 88%

51. The CMU monitored the compliance rates on a monthly basis and any Directorate, BOCU or OCU failing to reach the 80% compliance threshold was tasked with providing information as to why the target was not being met. Occasionally, this level of monitoring included identifying why individual PDRs were not completed.

52. The main reason for non-compliance was Long Term Sick Leave or Maternity Leave, or having to chase previous Units for PDRs for staff or officers recently transferred.

53. The closing date for completing PDRs for 2005/06 is 31 May 2006 and the evaluation of full compliance will commence on 1 June 2006. Compliance rates will continue to be monitored for each Directorate and B/OCU and incorporated into a management report submitted to HR Director for onward submission to the MPA.

Integrated Competency Framework (ICF)

54. Role Profiles within the MPS have been supported by the ICF since 2002 and have been running on Version 4 of the Framework. During the last year, a joint project has been taking place between the Career Management Unit, Department of Information (DoI) and Skills for Justice to upgrade to the current Version (7). There have been some technical issues surrounding the purchase of a new server and back up processes being agreed which have delayed the project to some degree (for example, all MPS role profiles from the old Version 4 had to be manually inputted to Version 7 by the CMU).

55. On 22 March 2006, the new Version (7) went live. This was advertised through an intranet Corporate News item, an updated CMU website and a group email sent from DoI to all Intranet Publishers to advise them to amend any links on their own sites to the ICF to the new Version. Work is on-going regarding the creation of new role profiles for Counter-Reconnaissance officers, Rainbow officers and the civilianisation of several other posts. Progress is also being made with reference to role profiles for full time trade union representatives.

Career management schemes for senior police staff and officers

56. In January 2006, the Home Office launched the National Senior Careers Advisory Service (NSCAS), designed to support the personal and professional development of senior police officers and police staff, which has received 55 applications.

57. Over 40 MPS superintendents and staff equivalents have applied for the NSCAS Level 1 services (consisting of web-based self-assessment and analytical tools). Fifteen MPS officers of superintending ranks have applied for the Level 2 services (this involves working with a Development Adviser to prepare for Senior PNAC within 4 years). The Career Management Unit continues to provide the MPS link for this service.

58. The Career Management Unit has also launched the Transform programme, a MPS career development programme for senior police staff. This programme will support senior staff in their career development by providing access to self-diagnostic tools, 360-degree feedback, 2-day career development workshops and one-to-one development coaching. The programme concludes with delegates undertaking a targeted 5-10 day project attachment to a pre-selected external organization, where they will work on a development assignment to demonstrate what they have learnt on the programme. This will promote both partnership working and encourage senior staff to transfer back best practice from the private sector to the MPS.

59. Transform is currently being piloted with 40 senior police staff. The programme will then be formally evaluated, prior to organizational roll out.

Senior PNAC process 2006

60. The internal MPS application process for Senior PNAC has now been approved and will be similar in format to last year’s process. A Moderating Panel comprising the business group DACs has been arranged for June 2006 to review applications and prepare a select list for sign-off by the Commissioner. To date, 10 candidates have indicated a firm intention to apply. This suggests the number of candidates who submit applications will be lower than the 17 that applied in 2005.

High potential development programmes

61. Over the past six months, work has been progressed to ensure there are stronger links between the High Potential Development Scheme (HPDS) for police officers and the equivalent MPS scheme for police staff, the Intensive Development Programme (IDP). A calendar of joint leadership events for 2006 has been sourced and communicated to scheme members. These events will provide opportunities for high potential officers and staff to work closely together, as well as receive valuable leadership input. A range of high profile internal and external keynote speakers, such as Sir Ronnie Flanagan and Lord Sebastian Coe, will share their leadership strategies and experience. Members of both schemes have also been brought together through joint development courses at Centrex, and the establishment of a high potential steering group to shape the future evolution of both schemes.

62. A comprehensive review of the HPD scheme is currently in progress. This review will encompass all aspects of the HPD scheme including programme support, development activities and the appropriateness of the scheme for current members. Agreement has been sought from the Home Office for this process, so we can ensure that we are focusing our investment on those officers that are fully realizing their potential on the scheme. Other improvements to the scheme include: assigning ACPO officers as mentors to HPD officers; the implementation of a buddy scheme to place ‘like’ ranks in contact to encourage networking and support; the launch of a standardised placement and secondment policy, and a review of the career development planning process.

63. Over the past year, the Career Management Unit has also represented the MPS on a Home Office working party to improve the selection process for the HPD scheme, including the application form itself and the format of the assessment centre. As a result, the new process will include the requirement for all National Recruit Assessment Centre candidates scoring 75% or higher to be invited to the combined HPDS assessment centre, which will be held three times a year. Candidates already serving as police officers will have to apply on the application form and, if they reach the standard, will also be invited to the combined assessment centre. The new Home Office application process is now being marketed. Application forms became available from the Home Office Police website in March 2006.

64. During the year, four Graduate ‘Placement’ weeks for high calibre graduates were held. Of the 42 participants, 17 have already joined the MPS or have applied to do so and a further 12 have stated an intention to do so. Two of the participants are in the process of applying for the HPD scheme, one of which is from a black and minority ethnic community. Another female participant has been accepted onto the scheme.

65. A second selection process for the Intensive Development Programme (IDP) has now taken place, with 22 successful candidates accepted onto the programme in February 2006. These delegates are currently undertaking a comprehensive induction onto the programme, including a 360-degree feedback exercise, career diagnostics and a development-planning day. The eleven participants from the first IDP cohort are entering their second year on the programme and are progressing well, with six achieving promotion within the past year and the other five undertaking developmental placements in line with their career development plans. On the second year of the programme, this group will undertake brief project attachments to external organisations to broaden their strategic perspective; receive executive coaching to refine their career strategies, and participate in leadership master classes and projects to test their skills in new contexts. A full evaluation of year one of the IDP has been commissioned and is currently in progress.

Good Practice Line Manager Guide

66. A good practice guide is currently being developed for all new line managers. This will provide a one-stop toolkit for line managers to reference in order to ensure they are complying with organisational good practice for key management and staffing issues. It is intended that this Guide will both enhance the capability of current managers and provide a valuable resource for the next generation of MPS managers. The Guide will explain how to properly induct staff into the organisation; how to manage staff performance, welfare and healthy & safety; how to develop and motivate staff; promotional issues, and the process to be followed when staff are exiting the organisation.

67. A draft of the guide is expected in May 2006 with publication due by end June 2006.

Centre of Vocational Excellence

68. The Career Management Unit is currently forming a Centre of Vocational Excellence, based around the delivery of National Vocational Standards (NVQs) and underpinned by National Occupational Standards to support the move towards workplace assessment as a method to assess, develop and improve the competence of its staff. In its role as the primary link to Skills for Justice, and in managing several large areas of work, the Career Management Unit is already the primary ‘Centre’ for the MPS, providing the link with awarding bodies such as the Open University and the Chartered Management Institute.

Work based assessment

69. The Career Management Unit is scoping and implementing a number of workplace assessment programmes allowing us to assess the competence of staff in the workplace and offer, where appropriate, qualifications to support them.

70. The Career Management Unit has been accredited with centre status to deliver an NVQ Level 3 and 4 in Intelligence Analysis (in conjunction with the Open University) and the trial of promotion through workplace assessment for sergeants and inspectors (in conjunction with the Chartered Management Institute (CMI)).

71. A NVQ and Modern Apprenticeship in Business Administration has also been agreed and will be opened up to all staff carrying out an administrative role in the MPS (the NVQ will be available for staff over the age of 24, the apprenticeship for staff aged 16-24 years). 50 places will be available for staff initially, with 50 rolling on and off the programme quarterly, plus 13 individuals are to be funded by the Diversity directorate as part of a positive action initiative.

72. Further exploratory work is currently taking place to extend the programmes available to include an NVQ in Management for first line and middle managers, a Customer Service NVQ for front-line staff, and a Foundation Degree for police staff.

Bursary scheme

73. During 2005/2006 the Career Management Unit was able to offer support for academic study by providing financial assistance to staff to develop for current and future roles. The MPS bursary scheme was launched in April 2005 to provide funding for staff and officers who wish to pursue further education, in order to facilitate improvements in individual’s competence, increase retention of skilled and effective staff and advance employer of choice status. Applications are prioritised from those individuals who do not hold previous degree-level qualifications and 65 staff and officers were approved to receive some funding. A formal evaluation of the scheme is being implemented.

74. The bursary scheme will be re-launched in May this year, and many queries are currently being received, suggesting that demand for funding will be even stronger than last year.

Equality and diversity implications

75. The report content highlights the importance the MPS places on issues of equality and diversity from a recruitment and retention perspective. The report shows where performance has improved. Areas of particular note are the improvement in the retention rate for black and minority ethnic police recruits and the diversity profiles of the MSC and PCSO workforces in particular – and our strategic intentions to improve for the future, for example through the Met Careers Bus and the MetCo.

Financial implications

76. Analysis was undertaken to ascertain whether there would be any financial implications and no significant implications were found. Any that were to arise would be absorbed through normal business as usual processes.

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