Final Report of the Morris Inquiry: The Case for Change

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Chapter Summary This chapter deals with: Recruitment and progression The gateway – the training of recruits BUILDING CAPACITY 9 Enhancing the skills available to the organisation Retention and development ■ Induction ■ Appraisal ■ Training opportunities ■ Training for management ■ Developing police staff ■ Promotion and specialist posts Managing individuals Cross-fertilisation between the MPS, the private sector and other public bodies BUILDING CAPACITY 201
THE CASE FOR CHANGE “Training for training’s sake is a huge waste of money.” Nigel Whittaker, Reputations Inc. 9.1 As the ACAS and HMIC definitions we cited at the beginning of our previous chapter make clear, an effective organisation makes efforts to attract the right people, promotes the updating or acquisition of skills at all levels, provides opportunities for work / life balance and rewards achievement. 9.2 “How the Service treats, uses and plans for its most important resource – its people – will be the determining factor in the future success of the MPS and thus its continuing ability to meet key policing objectives and the targets of local policing plans.” (MPS Dignity at Work Guidance and Best Practice.) Recruitment and progression 9.3 Getting the right people starts with the recruitment process. There are established procedures for recruiting constables and we do not intend commenting on those here. We note that the MPS is moving to a unified recruitment process which would apply to police officers and staff and which could include a suite of tests which could be used for selecting candidates for both types of post. We view this as a positive step and in line with other modernisation initiatives. 9.4 However, there is an overriding issue which is of concern to us and, we know, of concern to the MPS itself; that is, the make-up of the MPS does not reflect the communities of London, a fact which is self-evident at the top of the organisation. 202
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THE CASE FOR CHANGE PEOPLE IN THE M
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Sir William Morris OJ Chair of the
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Anesta Weekes QC 1981 Called to the
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CHAIR’S FOREWORD approach we were
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THE CASE FOR CHANGE that it is nece
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THE CASE FOR CHANGE catastrophic. T
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THE CASE FOR CHANGE investigations
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THE CASE FOR CHANGE 1.52 However, t
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THE CASE FOR CHANGE Procedures. The
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THE CASE FOR CHANGE iv. candidates
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THE CASE FOR CHANGE i) That, when a
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THE CASE FOR CHANGE 23. That the is
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THE CASE FOR CHANGE 36. That where
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THE CASE FOR CHANGE “The primary
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THE CASE FOR CHANGE 2.14 The people
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THE CASE FOR CHANGE 2.24 Thus the C
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THE CASE FOR CHANGE The employment
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THE CASE FOR CHANGE 2.44 Therefore
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THE CASE FOR CHANGE misconduct. For
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THE CASE FOR CHANGE 2.67 As an exam
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THE CASE FOR CHANGE 2.76 They are e
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THE CASE FOR CHANGE certainty of di
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THE CASE FOR CHANGE “The sledgeha
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THE CASE FOR CHANGE “The MPS does
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THE CASE FOR CHANGE 3.25 It is clea
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THE CASE FOR CHANGE 3.39 We also re
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THE CASE FOR CHANGE Complaints and
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THE CASE FOR CHANGE 3.58 In additio
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THE CASE FOR CHANGE 3.62 The Police
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THE CASE FOR CHANGE How will our pr
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THE CASE FOR CHANGE 3.88 As the man
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THE CASE FOR CHANGE 3.103 We agree
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THE CASE FOR CHANGE We recommend th
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THE CASE FOR CHANGE “Staff will j
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THE CASE FOR CHANGE The role of the
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THE CASE FOR CHANGE 4.21 Good manag
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THE CASE FOR CHANGE The structure o
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THE CASE FOR CHANGE 4.43 The Divers
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THE CASE FOR CHANGE grievance, the
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THE CASE FOR CHANGE [the Fairness a
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THE CASE FOR CHANGE 4.77 The Trades
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THE CASE FOR CHANGE ● An ‘inter
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THE CASE FOR CHANGE are within the
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THE CASE FOR CHANGE process without
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THE CASE FOR CHANGE money. Whatever
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THE CASE FOR CHANGE process has on
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THE CASE FOR CHANGE increased chanc
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THE CASE FOR CHANGE “Rhetoric nee
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THE CASE FOR CHANGE implementing th
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THE CASE FOR CHANGE “I think a lo
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THE CASE FOR CHANGE 5.31 We underst
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THE CASE FOR CHANGE “The organisa
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THE CASE FOR CHANGE 5.47 It appears
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THE CASE FOR CHANGE 5.60 We welcome
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THE CASE FOR CHANGE 5.68 We appreci
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THE CASE FOR CHANGE 5.72 Indeed, in
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Chapter Summary GOVERNANCE, ACCOUNT
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GOVERNANCE, ACCOUNTABILITY AND SCRU
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THE CASE FOR CHANGE “Integrity is
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THE CASE FOR CHANGE the role of DPS
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THE CASE FOR CHANGE “My personal
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THE CASE FOR CHANGE networked group
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THE CASE FOR CHANGE people are too
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LESSONS FOR THE FUTURE Deputy Assis
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LESSONS FOR THE FUTURE “I do thin
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LESSONS FOR THE FUTURE ● 27 Decem
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LESSONS FOR THE FUTURE complainants
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LESSONS FOR THE FUTURE 10.104 We ar
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LESSONS FOR THE FUTURE 88. [Redacte
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LESSONS FOR THE FUTURE Detective Se
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LESSONS FOR THE FUTURE the MPS had
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LESSONS FOR THE FUTURE Delay 10.129
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LESSONS FOR THE FUTURE Lessons to b
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LESSONS FOR THE FUTURE 10.146 We ha
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THE CASE FOR CHANGE 11.9 This manif
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THE SECRETARIAT TEAM Amanda Kelly G
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THE INQUIRY PROCESS Extracts of thi
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TERMS OF REFERENCE AND COMMISSIONIN
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TERMS OF REFERENCE AND COMMISSIONIN
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THE WITNESSES Stephen Banyard, Inla
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ABBREVIATIONS AC Assistant Commissi
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Final Report of the Morris Inquiry: The Case for Change

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