Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
9.60 HMIC pointed to a cultural issue in the MPS: “A major difficulty is the lack of
credibility appraisal has in the organisation. Audits were conducted of the old system and
levels of completion, particularly for detective officers and civil staff, were found to be poor.
Some units in the CID had 88% of their appraisals outstanding; over a quarter of these were
over 12 months late. For civil staff, non-completion was as high as 46% in certain sections.
Of those completed, many were poorly evidenced and while some examples were found of
individual objectives being set in support of corporate aims, this was very patchy, particularly
amongst detective officers. Her Majesty’s Inspector is concerned that there is a long-standing
cultural issue which is not being adequately addressed. Quite simply, staff and many
supervisors and managers across the MPS do not see any value in appraisal. Unless action is
taken to change this view, the new system is unlikely to succeed.”
9.61 HMIC did, however, welcome the improved arrangements for monitoring the
timely completion and quality of appraisal practice. These will involve giving
borough personnel managers the responsibility for ensuring that PDRs are
completed and central monitoring from the HR directorate to ensure compliance
and a consistent approach across the boroughs.
9.62 It is clearly a concern if the organisation is not managing and developing its
own people effectively. PDRs should be an effective tool for developing all officers
and staff, to enhance their skills for the Service. This is likely to impact on the
individual member of staff’s commitment to the MPS, if the individual concerned
perceives a lack of interest in his or her performance and career development.
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