Final Report of the Morris Inquiry: The Case for Change
Final Report of the Morris Inquiry: The Case for Change
Final Report of the Morris Inquiry: The Case for Change
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BUILDING CAPACITY<br />
9.45 <strong>The</strong> HMIC report does not make a recommendation on multi-point entry but<br />
simply acknowledges <strong>the</strong> strong views expressed both <strong>for</strong> and against <strong>the</strong><br />
proposition. However, it goes on to say:<br />
“What is unchallenged is that unless someone takes a leap <strong>of</strong> faith, <strong>the</strong> service will not be able<br />
to tap into <strong>the</strong> wealth <strong>of</strong> experience and talent currently lodged outside policing. A 40-year<br />
old expert in drugs is unlikely to apply to be a probationary constable but could be invaluable<br />
in shaping <strong>the</strong> police response to such issues. <strong>The</strong> time is right ei<strong>the</strong>r to embark on controlled<br />
pilots <strong>of</strong> such deployments or move on from <strong>the</strong> debate.”<br />
9.46 We welcome <strong>the</strong> recent Government announcement to support <strong>the</strong> principle<br />
<strong>of</strong> multi-point entry. <strong>The</strong> MPS is a large organisation with <strong>the</strong> need <strong>for</strong> particular<br />
skills.<br />
We recommend that <strong>the</strong> MPS gives consideration to early implementation <strong>of</strong><br />
any proposed scheme <strong>of</strong> multi-point entry <strong>for</strong> <strong>of</strong>ficers.<br />
Retention and development<br />
9.47 Recruiting <strong>the</strong> right people is only part <strong>of</strong> <strong>the</strong> challenge, <strong>the</strong> o<strong>the</strong>r is retaining<br />
<strong>the</strong>m and ensuring that <strong>the</strong>y acquire <strong>the</strong> right skills and experience to discharge<br />
<strong>the</strong>ir given roles.<br />
9.48 Becoming an employer <strong>of</strong> choice involves more than being attractive to<br />
potential employees but also providing incentives to <strong>of</strong>ficers and staff to remain in<br />
post ra<strong>the</strong>r than move elsewhere.<br />
“I think recruiting <strong>of</strong> female <strong>of</strong>ficers is quite high, it is maintaining <strong>the</strong>m, looking at maternity<br />
issues, promotion issues, retention issues. That is where I feel we need to concentrate our<br />
ef<strong>for</strong>ts, and using senior women and experienced women, senior PCs who have been around<br />
a while, to mentor and be available to newer serving female <strong>of</strong>ficers.” (Evidence <strong>of</strong> Ms LL.)<br />
Induction<br />
9.49 Work on retention should start immediately after an individual is accepted<br />
into <strong>the</strong> service. Induction provides an early opportunity <strong>for</strong> <strong>the</strong> organisation to<br />
communicate its vision and values, set out what it expects <strong>of</strong> its work<strong>for</strong>ce and<br />
demonstrate <strong>the</strong> value it places on <strong>the</strong> contribution <strong>of</strong> its <strong>of</strong>ficers and staff. <strong>The</strong>ir<br />
experience <strong>of</strong> that process will be one <strong>of</strong> <strong>the</strong> first tests <strong>for</strong> <strong>the</strong> organisation.<br />
9.50 As with recruitment and retention, effective organisations will have developed<br />
policies on induction.<br />
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