Final Report of the Morris Inquiry: The Case for Change

THE CASE FOR CHANGE
9.94 We are not able to comment on the merits of these candidates. We accept
that the MPS needs policies and procedures for dealing with promotion in a way
that is fair and transparent. However, we would question the validity of those polices
and processes where they act to prevent good candidates from being promoted.
9.95 We also have serious concerns that feedback is not automatically given to
unsuccessful candidates so that they can address areas of weakness to ensure a
more successful outcome in the future. The MPS contends that feedback is offered
to each candidate in every centrally run process and that, where officers are not
recommended locally, feedback should also be given, although it accepts that there
is “a gap the MPS should examine”.
9.96 The failure of any line manager whose responsibility it is to give feedback or
discuss development opportunities with an officer within their command, is
inexcusable. In our view, it amounts to a failure of management.
9.97 We are particularly concerned that the MPS failed to identify the trend of
discrimination against female candidates for promotion that occurred in the
particular BOCU where Ms GG and Ms LL were based. This is not surprising as,
when we requested statistics on promotion broken down into OCUs we were told
that they were not available. If information is not collected, it cannot be used to
identify trends or to take any action once a trend has been identified.
9.98 We are aware that the MPS collects extensive data on its workforce and that
there is a monthly Workforce Data Report which is available on the Intranet.
Managers are also able to request other data through the HR directorate. However,
we have already recommended that the HR directorate reviews the relevant
management information it currently collects with a view to ensuring that it has the
data needed to fulfil all business objectives.
9.99 The examples of bad practice in this regard that we have received could be
isolated, although we suspect they are not. Whatever the rights and wrongs of each
particular case, it is clear that the officers concerned have not been managed
effectively. As a result, the MPS has added to those officers working for it who are
becoming disillusioned with the police service. This is to the detriment of the MPS
and to the people of London.
“The promotion process appeared to me to be poorly thought out with frequent changes.
I attended a briefing for the Chief Inspector assessment process to obtain information, but the
Human Resources managers who attended a subsequent briefing were given a different set of
instructions. This gave the impression that the process was not properly thought through and
this to me explained some of the serious concerns I had.”
(Submission from the individual involved in HPC 2.)
“I think we need to look at the whole promotion system, we need to look at, you know, how
people are blocked to get to the promotion boards, processes, but also, we need to look: are
we promoting the right people?” (Evidence of Mr NN.)
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