The role of human resource management

Case study: police – marching to a modern beat; massive
investment and a clear framework will increase the performance
of all police forces
‘The police service is going through a period of radical change,’ says Jane Stichbury, chair of the
Association of Chief Police Officers for the Personnel Management Business Area. ‘Reform is
improving and enhancing the professionalism of the service and there are now better opportunities
for staff than ever before.’
Indeed, the first National Policing Plan for England and Wales was published by the Home
Secretary last year. This three-year plan sets out a clear framework for raising the performance
of all forces, delivering improved police operation and greater public reassurance.
Coupled with an investment increase of £1.8bn over the last three years into the service,
conditions for employees have greatly improved. The pay system is being modernised to
improve rewards for the most difficult and demanding front-line posts, as well as increasing
basic pay to boost recruitment and retention. Following extensive training, a new recruit can
now expect a starting salary of £26,000 in London. A recent allocation of £20m has also been
provided specifically to improve police stations, modernise officers’ working surroundings and
update technology.
‘We’re also delivering an environment now that is far more supportive, where there is strong
leadership and a range of new policies that offer people flexibility,’ says Stichbury. Indeed, mentoring
programmes, part-time working and job sharing are increasingly common options in
many forces. Support networks and welfare provisions, such as counselling, have also been
extended.
In a climate where public confidence in pensions is low, police staff can also be assured of a
secure retirement. ‘You can pull your police pension after 30 years, regardless of how old you
were when you joined,’ says Bob Carr, head of recruitment for the Metropolitan Police Service,
who will be eligible for retirement at just 49. ‘The vast majority of people go on to serve their
full term. So you have security of tenure when you’re in the job and when you’ve finished.’
Police officers frequently cite the satisfaction and challenge of the varied workload as the
most rewarding aspects of their jobs. Indeed, police in Britain deal with about six million 999
emergency calls a year and have cut overall crime by 22 per cent in the last five years. They are,
however, faced with more and more complicated crimes, often high profile and in the public
eye.
‘When a police officer comes to work they have no idea what they are going to be faced with
over the next eight hours,’ says Jan Berry, chair of the Police Federation of England and Wales
and a serving police officer with 28 years’ experience. ‘It can be tough as you are dealing with
life and death situations, but this is part of the attraction, the challenge of being able to turn
your hand and deal with a small child who is lost one second to a raging fire or shootout the
next.’
There are now a record number of police officers employed by the 43 forces across England
and Wales, with 5400 more officers than two years ago. However, the good news is that recruitment
is still highly active. Indeed, numbers are set to increase, with a government target of
132,500 police officers by 2004. In addition, a further 4000 Community Support Officers are
being recruited by forces who have limited powers to deal with low-level crime and disorder.
Measures are also being introduced to increase the numbers and effectiveness of Special Constables.
When joining the police service, whether as a school leaver, a graduate or later in life as a
second career, the same basic training programme will apply, lasting for 15 weeks at a National
CASE STUDY 37