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Briefing paper 50/2011, provides an update on evaluation of effectiveness of talent management initiatives
Warning: This is archived material and may be out of date. The Metropolitan Police Authority has been replaced by the Mayor's Office for Policing and Crime (MOPC).
See the MOPC website for further information.
Update on evaluation of effectiveness of talent management initiatives
50/11
28 June 2011
MPA briefing paper 50/2011
This briefing paper has been prepared to inform members and staff. It is not a committee report and no decisions are required.
This briefing paper has been prepared by Amrit Dawson, Directorate of Leadership and Learning, MPS
Summary
This briefing note sets out the results of measures used to assess the effectiveness of talent management initiatives within the MPS in response to a request from members during the Human Resources and Remuneration Sub-Committee held on 18 April 2011. The note sets out both quantitative metrics and qualitative information regarding the development of members who are enrolled onto the High Potential Development Scheme, Emerging Leaders Programme, Equip to Achieve Programme and Skills Apprenticeships.
The above schemes are all part of the MPS Talent Management Strategy and are designed to identify and select members to form part of a diverse talent pool where they will benefit from the development offered to improve their knowledge base and skills set and progress into new roles (laterally and vertically) within the organisation. In order to evaluate the effectiveness of Talent Management initiatives within the MPS, the following measures quantitative metrics are used:
Table 1 - Comparison of Progression Rates - 2008-2011
| 2008 | 2009 | 2010 | 2011 | |||||
|---|---|---|---|---|---|---|---|---|
| Rank | No. of scheme members promoted | No. of non scheme members promoted | No. of scheme members promoted | No. of non scheme members promoted | No. of scheme members promoted | No. of non scheme members promoted | No. of scheme members promoted | No. of non scheme members promoted |
| Sergeant | 1 (3%) | 389 (7%) | 3 (10%) | 670 (11%) | 2 (7%) | 229 (4%) | 1 (3%) | 0 (0%) |
| Inspector | 1 (3%) | 301 (17%) | 9 (25%) | 156 (9%) | 16 (44%) | 0 (0%) | 2 (6%) | 0 (0%) |
| Chief Inspector | 0 (0%) | 50 (11%) | 7 (26%) | 161 (33%) | 2 (7%) | 0 (0%) | 0 (0%) | 0 (0%) |
| Super-intendent | 6 (24%) | 42 (20%) | 5 (4%) | 52 (24%) | 0 (0%) | 0 (0%) | 0 (0%) | 0 (0%) |
Table 2 - Diversity of the Talent Pool
| 2008 | 2009 | 2010 | 2011 | |||||
|---|---|---|---|---|---|---|---|---|
| No. (%) on scheme | No. (%) in MPS | No. (%) on scheme | No. (%) in MPS | No. (%) on scheme | No. (%) in MPS | No. (%) on scheme | No. (%) in MPS | |
| BME | 12 (10%) | 7203 (14%) | 24 (20%) | 7615 (15%) | 26 (22%) | 8805 (16%) | 30 (25%) | 8929 (16%) |
| Female | 24 (20%) | 16,559 (33%) | 28 (23%) | 17,330 (34%) | 33 (28%) | 18,613 (33%) | 41 (34%) | 18,572 (34%) |
| LGBT | 1 (1%) | No data | 1 (1%) | No data | 3 (3%) | No data | 4 (3%) | No data |
The profile of the talent pool has become more diverse in percentage terms across the three diversity strands outlined above over the last 4 years.
11% (14) of female officers have successfully progressed on promotion.
0 LGBT officers have progressed, however, this is due to the fact that they are Inspectors and Chief Inspectors and therefore have no access to promotion opportunities currently.
3% (3) of BME officers have successfully progressed. However, there are 9 BME Inspectors and Chief Inspectors on the ELP and a further 13 BME officers on Equip to Achieve preparing for the HPDS or ELP selection processes. It is therefore reasonable to conclude that if they had access to promotion opportunities, the percentage of those securing promotion would be significantly higher.
Apprenticeships
As part of the MPS wider commitment to skills development and aligned to the Mayor’s Skills and Employment Agenda, 23 employees have successfully completed an NVQ in Business and Administration or Management and a further 112 are currently working towards completion.
PDR Scores
At this time, we have not been able to conduct a quantifiable comparative analysis of the PDR scores achieved by scheme members and those not on the schemes as the data is not yet available centrally as the deadline for submissions was 31st May 2011. However, early indications from scores that we have received are that the majority of scheme members are achieving a rating of 2 or above, which is expected to be higher than the corporate average.
Improved Skills
Feedback is regularly sought from scheme members and when asked whether participation on a talent management scheme/initiative has enhanced their performance it was unanimously felt that it had. There was a strong consensus that members have benefited from “a broader awareness and understanding of strategic issues….networking opportunities and wider exposure within the organisation”.
Specific examples of this include a TP Duty Officer utilising the skills of an SCD Detective Inspector to enhance his borough’s response to sexual offences and the development of a crime prevention initiative with o2 which came about through a scheme member facilitating an introduction for another member.
Furthermore, scheme members undertake an academic qualification which has provided theoretical knowledge that has allowed members to “contextualise a lot of operational activity and [allowed them to] articulate stronger arguments about decisions and choices”.
Organisational Commitment
Pre and post programme, scheme members complete a questionnaire to evaluate changes in attitudinal factors, such as organisational commitment, perceived organisational support for individual development, and job satisfaction, which have been shown by research to significantly influence factors such as performance and productivity. Responses from the questionnaire show that the effect of being on the talent pool significantly increases individuals’ organisational commitment and job satisfaction.
Union and PCS
The Talent Management Team regularly meet with and consult Staff Support Associations, Union Representatives and Federation representatives to ensure all processes are fair, knowledge of the scheme is maximised and the schemes can be continuously reviewed and improved.
Future
In order to further ensure that Talent Management initiatives are increasingly effective and meeting business [as well as individual] needs we are now working with Business Groups to identify future performance measures to more closely link Talent Management Initiatives to Business Group Priorities.
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