Final Report of the Morris Inquiry: The Case for Change

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.
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