Hrm Capabilities free essay sample

Community Policing — greater accountability to the community Achieving a Human Rights Compliant Organisation — a commitment to Professional standards Permanent Strategic Planning Capability — strategic direction at Force and Divisional level Intelligence-Led Policing — development of proactive responses Enhancing Reactive Capability — a step change in the quality of our reactive activities. National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability TABLE OF CONTENTS 1. 2. 3. WHERE WE WANT TO BE 3. 1 The Organisation 3. 2 The Constables/Corporals 3. 3 Line Supervisors 3. 4 Line Managers 3. 5 Middle Managers 3. 6 Top Managers 4. HOW WE GET THERE 4. 1 Human Resource Department Structure 5 HR PLANNING — MAKING THE HR FUNCTION STRATEGIC 3 3 3 4 4 4 5 5 5 7 BACKGROUND 2 INTRODUCTION 1 6. RECRUITMENT AND SELECTION — HIRING THE BEST 6. 1 Recruitment 6. 2 Selection 6. 3 Enlistment 7. TRAINING AND DEVELOPMENT 7. Training Needs Analysis 7. 2 Continuous Training and Development 7. 3 Evaluation of Training and Development 7. 4 New Development Plans 8. PROMOTION PROCEDURES — SELECTING THE BEST MANAGERS 8. 1 Learning Culture 9. PERFORMANCE MANAGEMENT 9. 1 Continuous Appraiser Briefings 9. 2 Link with other HRM Functions 10. 11. 12. CONCLUSION DISCIPLINE RETENTION — PROMOTING A CONDUCIVE WORK ENVIRONMENT 8 8 9 9 10 10 10 11 11 12 13 13 14 14 14 15 16 National Polic ing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability HUMAN RESOURCE MANAGEMENT CAPABILITY (modernising our human resource management) 1. INTRODUCTION The human resource is considered as the most important asset of all organisations. It has been argued that in service organisations, the quality of service delivered is very much dependent on how best those who deliver the service are managed. However, the proper management of an organisation’s human resource is best achieved by adopting an integrated approach. We should look at the HRM functions holistically so that there is coherence between them (achieving horizontal integration) and HRM policy and practices are in line with the organisation’s overall strategy (achieving vertical integration). No modern organisation can claim to build coherence in HRM practices without a dedicated HRM department. The MPF is no exception. But organisations differ in the services provided by their respective HRM departments. Such services may vary from mere administrative work on one extreme of a continuum to performing strategic HRM, which helps top management in making informed strategic decisions, on the other. With the posting of a number of officers from the Ministry of Civil Service to the MPF, the organisation has set up a Personnel Division to replace the former Records Office. However, the duties performed by the Personnel Division have so far been of a routine and administrative nature such as personnel records keeping and processing of salary, leaves, retirement benefits etc. For better Human Resource Management in the MPF we will empower the Personnel Division in a more strategic role. This HRM strategy sets out the MPF’s plans to ensure that, within the existing system in which it operates, the organisation has the right staff, at the right time, in right number, at the right place, with the right knowledge, skills and attitudes, to do the right things within the right organisational environment so that it can fulfil its mission and meet its strategic aims and objectives. Therefore, this Blue Print presents an HRM model taking into consideration the context in which the organisation operates and aims at optimizing performance and maintaining efficiency in general. There are many issues that need to be addressed which will take some time. Accordingly, this Blue Print begins the process of change and addresses some of them at this point in time. As the practice of strategic HRM in the MPF gains momentum and confidence, other pertinent and far reaching issues will be addressed. The implementation of this HRM strategy will be spread over the short term (year 2010), the medium term (years 2011 and 2012) and the long term (years 2013 to 2015). 1 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability This strategy will be reviewed on an annual basis to assess progress. It will be flexible to accommodate changing factors so as to take account of any new legislation, best practices in HRM and emerging trends in policing. We will enhance the HRM functions over which the MPF has control and make recommendations for improving those that are controlled by other stakeholders, which nevertheless, directly impact on our ability to manage our Human Resources effectively. To this end, this strategy is structured around the following key themes: Human Resource Planning; Recruitment and Selection; Learning and Development; Promotion; Performance Management; Reward and Retention; and Discipline. 2. Under the Constitution of Mauritius, the Mauritius Police Force (MPF) is classified as a â€Å"disciplined force† and is under the command of the Commissioner of Police, who is inter alia, responsible for determining the use and control of the operations of the Force. With regard to the administration of the Force, the powers of Appointments, Confirmation in Appointments, Promotions and Termination of Appointments are under the Disciplined Forces Service Commission (DFSC) Regulations 1997, vested in the DFSC, whilst the other Human Resource Management (HRM) functions, however rudimentary, such as human resource planning, training and development, performance appraisal, etc are under the jurisdiction of the Commissioner of Police. BACKGROUND At present, the HRM functions within the MPF are being carried out by personnel from the Ministry of Civil Service and Administrative Reforms who are embedded within the Police Headquarters. In so far as, pay and conditions of service of members of the Force are concerned, such matters are determined by the Pay Research Bureau (PRB) as it does for the whole Civil Service. As regards budgeting, financial allocation to the MPF is made by the Ministry of Finance. Prior to that, there are budgetary consultations during which the Police Department presents its requirements. The Government of Mauritius has since year 2008, adopted the concept of Programme Based Budgeting (PBB) in order to ensure greater effectiveness and efficiency in performance through increased accountability in the Public Service. This consists in expressing organisational 2 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability strategies in terms of distinct programmes and sub-programmes. For each programme and sub-programme, attainable and measurable objectives, outputs and outcomes are set. There is a continuous monitoring process to ensure that these are met. The PBB also makes estimates for the human resource requirements under each programme and sub-programme. 3. In this Blue Print, we have set clear targets that we want the organisation to achieve in the short, medium and long term. Staff should hold competencies as described in the succeeding paragraphs, to enable the organisation to attain its objectives. WHERE WE WANT TO BE 3. 1 The organisation, through its staff, will not only strive to maintain a high standard of operational efficiency and effectiveness but will also be responsive to environmental changes. Changes will be, as far as practicable, anticipated and planned so that they get implemented with least resistance and work disruption. The Organisation The organisation will also ensure that staff has the right knowledge, skills and attitudes to effectively deliver the quality service expected by the community. Stress will be laid on the need for the enlistment of quality staff that has the capability to cope with the demanding requirements of the police function. Accordingly, less emphasis will be laid, at selection stage, on physical traits, which have little bearing on the quality of staff. We will endeavour to create a conducive work environment where organisational citizenship and the sense of belonging to the organisation are encouraged. We will promote the Safety and Health of all our staff and work towards achieving a satisfactory work/life balance. We will encourage the sharing of knowledge and experiences among officers throughout the organisation. We also want to ensure that Officers attaining ranks are only those who are the best qualified. We will adopt best Human Resource Management policies and practices from other police organisations abroad. 3. 2 Our Constables/Corporals should: The Constables/ Corporals i. ii. iii. maintain a high professional standard; possess emotional and psychological stamina to evolve in a stressful environment; be of irreproachable character; 3 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability iv. v. vi. vii. viii. learn from their mistakes and those of others and improve on identified shortcomings; and ix. develop a learning culture. continually enhance their skills through professional development programmes; accept responsibility and be willing to take initiatives; be daptable to changing policing needs; possess knowledge, skills and attitudes for efficient service delivery; 3. 3 Our line supervisors should: Line Supervisors (Police Sergeants) i. ii. iii. iv. v. effectively appraise their subordinates and monitor their performance. engage in continuous training and development; and display high standard of conduct; engage in professio nal development programmes to enhance their skills; demonstrate basic supervisory and managerial skills; 3. 4 Our Chief Inspectors, Inspectors and Sub-Inspectors should: Line Managers (Inspectorate) i. ii. ii. acquire additional skills (conflict resolution, mediation, motivation, presentation, communication, etc. ); iv. v. vi. vii. viii. effectively implement organisational strategies. encourage their subordinates to take initiatives; and create a conducive work environment; identify training and developmental needs of their subordinates; set up structures for knowledge sharing; continuously develop their managerial skills; demonstrate a high standard of managerial skills; 3. 5 They will be expected to: Middle Managers (ASP SP) i. consolidate their managerial skills; 4 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability ii. iii. iv. v. vi. develop a strategic thinking ability. demonstrate ability for these higher responsibilities; and monitor the implementation of organisational strategies; practice mentoring and coaching; create a conducive work environment; 3. 6 They will be expected to: Top Managers (ACP DCP) i. ii. iii. practice mentoring and coaching. create a conducive work environment; and formulate and present policing strategies; 4. In order to enable the HRM department to operate strategically, the existing Personnel Division will be re-organised and re-structured as shown below: HOW WE GET THERE 4. 1 Recruitment Selection DFSC Promotion CP The Structure of the Human Resource (HR) Department ACP (HR)/ HR Manager Performance Training HR Management Development Planning Relations Records Discipline Personnel Reward Retention HR HR Administration 5 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability The HR Department will be headed by an Assistant Commissioner of Police HR (ACP HR)/HR Manager and will be responsible to the Commissioner of Police for the proper running of the department. The latter will formulate the MPF’s HRM philosophy and policy. The head of HR Department will submit to the Commissioner of Police, an Annual HRM Plan for the following year for approval and incorporation in the organisation’s Force Annual Policing Plan. Likewise, HRM Reports underlining progress in the HRM field during the previous year, will be submitted for inclusion in the Force Annual Report. The functions of the different components of the new structure are as described in the succeeding paragraphs. 4. 1. 1 ACP HR / HR Manager The ACP HR /HR Manager (who will be a member of the Force TCG) will, inter alia, be responsible for the following: Lead the HRM department; Plan, organise and staff the whole HRM process; Ensure that MPF’s HRM philosophy and policy are implemented; Ensure that HRM Plans are implemented; Submit annual the HRM Plan and HRM Report; and Evaluate the HRM process and ensure effectiveness of the department. 4. 1. 2 HRM Desks The HRM department will be organised into a number of desks each performing a distinct HRM function as shown below: HR Planning Performance Management Training Development Discipline Employee Relations Reward Retention HR Records HR Administration Analysis of operational effectiveness Monitoring performance of all staff. Monitoring training and development of all staff. Follow up of disciplinary cases with DFSC. Formulating and implementing reward and retention policies. Computerisation of the HR records Appointment Confirmation Forecast of demand and supply Managing staff Contributing to attendance. TNAs. behaviour of staff. Data entry Interdiction and maintaining all HR records. Monitoring Leaves processing Reviewing reward and retention policies. Maintenance and Labour turnover analysis Monitoring PDP. review of balance scorecard system. Improving Monitoring management development. managementstaff relations. Maintaining Appointment to the Yellow page. other Ministries Succession planning Conducting Benefits and staff surveys and exit interviews. Allowances Input for promo Monitoring tion. Annual HR plan and HR report ? Setting up of Identifying training and development needs of staff. knowledge sharing systems. performance of problematic officers. Medical Boards Transfers HR audit Evaluate training and development. Conducting research and Benchmarks Resignation Identifying poor Retirement performers. Postings etc. 6 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resou rce Management Capability HRM Capability 4. 1. 3 Management Information System (MIS) The HRM Records Desk will maintain all records pertaining to personnel in the MPF. With the computerization of these records, we shall create an HR database, which could be accessed by top management for up-to-date information and informed decision-making. 5. Planning is an integral part of management and whenever resources are managed, this involves some form of planning. HR PLANNING — MAKING THE HR FUNCTION STRATEGIC As the human element is central to organisational success, we will formalize and regularise our HR planning and extend its scope. We will adopt an HRM approach that will make our different HRM practices more coherent and in line with the MPF’s strategy. HR planning will therefore be developed to include the following activities: Conducting demand/supply analyses and forecasting; Analysing the operational effectiveness of the organisation (critical events analysis for skill gaps); Analysing the various HRM practices in the MPF to ensure coherence; Conducting staff surveys and exit interviews to identify areas in which the organisation is performing well and in which it must improve; Creating career path and succession planning; Conducting research and benchmark best HRM practices in police organisations; Submission of Annual HRM Plans and Reports to the CP; and Conducting annual HR audits (self appraisal). To be able to perform Human Resource Planning, it is imperative that all records pertaining to human resources in the organisation are computerized. This process has already started with the purchase of HRM software for the MPF. We will accelerate this computerization process by inducting more personnel to enter data into the system. To achieve this development of the HRM functions, we will have to support and develop our existing staff. 7 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 6. 6. 1 Recruitment is the process of attracting candidates to apply for a post. The present eligibility criteria for enlistment are as follows:- RECRUITMENT AND SELECTION — HIRING THE BEST Recruitment General Certificate of Education with passes at â€Å"Ordinary Level† in five subjects obtained on one certificate or an equivalent qualification; Height — minimum of 170 cm (Male) and 163 cm (female); Girth of chest — minimum of 84 cm; and Body Mass Index (BMI). 6. 1. 1 Basic Entry Requirements Enlisting recruits with only Ordinary Level academic education means that the burden of developing other skills, which are important for policemanship will be borne by the organization. Over the past years, the MPF has been engaged in developing staff in a number of fields such as first aid, driving, swimming, Information Technology, etc. With a view to ensuring that the quality of staff satisfies contemporary policing needs, recruitment criteria will be reviewed in consultation with the DFSC. We will recommend a skill-based recruitment procedure while maintaining the existing level of basic academic entry requirement. . 1. 2 Physical Traits From the very outset, the prescription for height, chest and BMI eliminates a large number of potential candidates. This deprives the DFSC of the possibility of selecting prospective candidates from a larger population. In the modern environment where the respect for Human Rights by law enforcement officers has gained pre-eminence, recruiting pol ice officers with the right personality traits has become equally important. In such a context, the issue of mensuration for height, chest and BMI have lost significance. The public is expecting to deal with officers who are eager to elp, display empathy and above all, trustworthy rather than acting mechanically. In the long run, we are proposing the elimination of the prescribed height measurement, as it is the case in UK and some other countries. However, we want this change to take place smoothly and to be accepted by the Mauritian population without giving rise to a cultural shock. We therefore, recommend that, initially, the minimum height requirement for male candidates be aligned to that of their female counterparts, that is lowering the minimum height requirement to 1 m 63 cm (5 feet 5 inches). 8 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability We further recommend the elimination of BMI and chest measurement and propose the introduction of a Waist Circumference measurement, which will screen out obese and too lean applicants who may not be suitable for the organisation. 6. 2 Selection Selection is the process of choosing the best candidates to join an organisation. At present, suitability of candidates to join the MPF is determined by the following tests/assessments: i. ii. iii. iv. Interview. Medical examination; and Physical aptitude test; Measurement; We recommend that the selection process be enhanced by the criteria mentioned below. 6. 2. 1 Psychometric Test It is recognised that Police work is associated with much stress. Situations such as attending fatal injury cases, facing riotous situations, dealing with hot-tempered criminals, etc, affect the sensibilities of police officers and interfere with their psychological equilibrium. Officers need to have the faculty to recover fast from such traumatic experiences so as to maintain their psychological and emotional balance. The Force needs Police Officers who are mentally stable and capable of functioning in stressful and adverse conditions and still, able to take right decisions. Psychometric test, at selection stage, is therefore, recommended so as to identify and eliminate candidates who are not psychologically/emotionally suitable for police work. 6. 2. 2 Background Investigations and Reference Checks We recommend that rigorous and thorough screening of candidates with regard to character, criminal records, drugs etc. e carried out at the preliminary stage of the selection process prior to enlistment. 6. 3 An average of around two hundred and fifty police officers retire from the Force for various reasons every year and the current rate of intake does not follow the same trend with the result that we are often short of manpower. The HRM department will therefore, ensure that there is a corresponding intake of recruits in order to replace those retiring from the Force in time. Enlistment 9 National P olicing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. TRAINING AND DEVELOPMENT ADDING VALUE TO HR FOR BETTER PERFORMANCE Given the complex nature of policing, a Police Officer requires the appropriate knowledge, skills and attitudes for the effective discharge of his/her duties. These are inculcated in our officers through Training and Development programmes which are designed and delivered by the Police Training School. With a view to enhancing the present Training and Development process in the MPF, the following changes will be carried out. . 1 The conduct of TNA is necessary for the identification of any knowledge and skills gap in an organisation. Consequently, the gap disclosed needs to be filled by appropriate training and developmental programmes. Training Needs Analysis (TNA) To ensure that Training and Developmental programmes that meet the needs of organisation are designed, we shall introduce a formal structure for the conduct of TNA’s within the MPF. The scope of TNA activity will comprise: i. ii. iii. iv. Obtaining feedback from the Performance Appraisal System. Analysis of critical incidents; and Taking into consideration the HR plans of the organization; Consultations with a larger number of stakeholders; 7. 2 In the context of a fast changing environment, it is crucial that all police personnel are regularly trained and developed in the latest policing techniques and law and procedures and also, refreshed on core police subjects. To enable the PTS to cope with the training load at Force level, we will: Continuous Training and Development i. can share part of the training with the PTS; and, ii. personal computers. ntroduce E-Learning in order to disseminate knowledge throughout the Force via set up a formal structure for the Divisional and Branch Training Units so that these 10 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. 3 The aim of all Training and Development programmes is to bring a change in staff performance. To be able to gaug e effectiveness of Training and Development programmes in bringing the expected change, it is necessary that evaluations be carried out. Evaluations are at present carried out by the PTS but are limited to the following levels: Evaluation of Training and Development i. Reactionary level — what trainees feel about the programme followed; and i. Immediate level — what changes in knowledge and skills have taken place at individual level. The present evaluations do not indicate whether the programmes are positively impacting on the workplace and whether there have been positive changes at organizational level. In order to ensure that all training and developmental programmes positively impact on service delivery, we shall, in the first instance, ensure that evaluations are extended to the Intermediate level; that is, evaluating its impact on the workplace. Eventually, we shall extend evaluations of Training and Development programmes at Ultimate level; that is, assessing their impact on the organisation. Human Resource Planning capability will be helpful in this process. 7. 4 We intend to introduce new developmental programmes for our officers so as to further enhance their knowledge, skills and attitudes. The following will be recommended: New Development Plans 7. 4. 1 Professional Development Programmes The PTS will be called upon to set up Professional Development Programmes consisting of a number of stand-alone and self-readable modules on generic topics relevant for officers of different levels in the Force, such as leadership, motivation, communication, mediation skills, etc. These will be made available on-line. Police officers will be able to log in to the system using personal passwords issued by the PTS and study any of the programmes in their own time according to their needs. Thereafter, they may arrange with the PTS to undergo an appropriate test. On successful completion of a programme, officers will become eligible for the award of a certificate. This process will open up development opportunities for all Police Officers and will help create a learning culture. The Professional Development Programmes may, eventually, be linked to promotions within the organisation by giving these a weight in determining suitability of an officer for such promotion. 11 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. 4. 2 Knowledge Management At present, officers with years of experience leave the organization taking away valuable experience and knowledge. There is no system available within the organisation to capture such experience and knowledge. Such knowledge and experience, if captured, could be referenced by other officers and will help serving officers to take advantage thereof. It is intended to set up a Knowledge Database for the MPF. Individuals and teams would be encouraged to record therein their unique/rare experiences and knowledge. The database will also be used to archive successes and failures at Station, Divisional and Force level so that lessons could be learnt. After research and planning, such a system will be set up on a pilot basis in one of the Divisions before extending to the whole Force subsequently. In addition, a Yellow Page for the organisation will be created in which the names of officers who possess specific competencies acquired through specialised training will be recorded. Anyone in the MPF who will need such expertise, may be referred to those officers. . 4. 3 Management Development Organizational success depends to a large extent on the performance of individuals in the organization. We also consider that organisational success is dependent on the quality of management. Training and Development of subordinates and managers should be given equal importance. Accordingly, the Management Training Unit will be reenergized and entrusted the responsibility for management development training wit hin the MPF. We believe that managers at all levels need to be refreshed regularly on management skills. Management development will no doubt, also help improve staff relations within the organisation. Top managers will equally be initiated in Mentoring and Coaching of their subordinates and potential successors. Management will also be encouraged to promote the concept of Communities of Practice within the Force whereby best practices identified in the different units of the Force will be regularly shared at level of the Tasking and Coordination Group (TCG) meetings. 8. Managers are people responsible for directing the efforts aimed at helping organisations to achieve their goals. These officers perform a crucial role and should therefore be selected with much scrutiny. Promotions to the rank of Police Sergeant (PS) and Inspector (Insp. ) are at present based on a Competitive Examination for Promotion. Successful candidates are in the first instance PROMOTION PROCEDURES — SELECTING THE BEST MANAGERS 12 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability considered for promotion in a temporary capacity. Subsequently, they are required to follow an NCOs’/Inspectors’ Cadre Course. On the satisfactory completion of the Cadre Course, the DFSC considers their promotion in a substantive capacity subject to the recommendation of the Commissioner of Police. With regard to promotion to the rank of Chief Inspector and above, there are no such Competitive Examinations. As per Regulation 14 (3) of the DFSC Regulations, professional or technical qualifications, experience, merit and suitability for the office in question are given greater weight than seniority in deciding suitability for promotion. In practice, in the absence of effective HRM means we are relying on seniority as the most important criteria, for promotion and of course, this needs to be rectified. With a view to ensuring that officers who have an overall good performance, get promoted, it is suggested that a Balanced Scorecard System (BSS) be introduced. Additional criteria that will take into account other suitable capabilities and qualities of such officers would be considered with a view to ensuring that the most qualified candidates are selected for promotion. It is believed that the above proposals will entail amendments to our existing Regulations and Orders. We consider that the changes to the existing promotion selection system need consultations. Consequently, the necessary consultations should be opened with the various stakeholders. An early task of the HRM Department would be the publication of proposals for changing the present promotion system. 8. 1 Learning enables police officers to keep update with ever changing laws, procedures and practices. It also helps to maintain morale and motivation among officers and ensures standardisation and quality service delivery. Therefore, management has the duty to encourage staff to learn continually. Learning Culture With a view to promoting a learning culture, we recommend that Competitive Examinations for Promotion be held once every two years. For each examination held, an estimation of the promotion requirements for the post of Police Sergeant and Inspector will be determined and declared by the HRM Department. After the examination, when the list of successful candidates has been publicised, vacancies that have arisen previously, will be filled in the first instance. As regards officers who have passed the examinations and where no vacancies are available, they will be placed on a Waiting List. With this suggestion, all vacant posts in the rank of Sergeant and Inspector will be regularly filled in with less disruption to Police work. 9. Performance Management is an important human resource management activity. It enables an organisation to ensure that individuals perform to their optimum level and at the same time, the individual departments and the organisation as a whole meet their objectives. PERFORMANCE MANAGEMENT — CREATING NEW WORK CULTURES 13 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability In this context, the Ministry of Civil Service and Administrative Reforms has introduced a new Performance Management System (PMS) in the Civil Service. The new PMS ensures that, in relation to objectives set, the shortcomings of employees are identified and discussed and remedial measures taken in the course of the year rather than at the end of the year as was the case with the Confidential Reporting system. We therefore consider that the PMS will be an important tool for driving change in the organisation. To that end, we propose to implement the measures described below. . 1 It is recognized that all appraisers will have a crucial role to play in the performance management system. We shall therefore, ensure that Divisional/Branch officers regularly brief all appraisers working under their command, on desired work standards and areas for improvement with a view to evolving a new culture of work ultimately. Continuous Appraiser Briefings 9. 2 For performance appraisal to serve the purpose of improving and maintaining performance of individuals to its highest standard, it should be linked to other HRM functions. Link with other HRM Functions We will therefore create links between performance appraisals and the following: i. identified during appraisals in order to ensure that Officers operate at the required standards; ii. organisation values staff who perform well, managers at all levels will be encouraged to initiate non-pecuniary rewards for their subordinates; iii. suitability for promotion; and iv. expected standards. Sanctions — It is intended to sanction officers who repeatedly fail to perform at the Promotion — Performance appraisals will be given a weight in determining Rewards — In order to reinforce high performance and demonstrate that the Training and Development — This should be the normal outcome of any shortcoming 10. Attracting good candidates in the Police Force is becoming a problem. Although the academic requirement was raised from Primary School Leaving Certificate to Cambridge School Certificate in 1987 PRB Report, yet the background of those who joined the service since then tends to indicate that it has not been an important contributing factor in improving the service quality. Recent indications are that young and qualified persons are reluctant to join the service as RETENTION — PROMOTING A CONDUCIVE WORK ENVIRONMENT 4 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability greater employment opportunities to their liking are available elsewhere. There are indications that those who have already joined the service, are but using the service as a stepping-stone or for temporary employment till they fi nd greener pasture elsewhere. Therefore, there is a need to find ways and means to encourage young persons to join the service or those who are already in the service to retain them. We will adopt the following enlistment and retention strategy: Benchmarking, adopting and developing best HR practices; Commitment to ensuring Safety and Health; Promoting Sports and Leisure activities; Improving the work/life balance of officers; Working a feasible career path taking into consideration the specificity of the MPF; Creating more opportunities for training and development; Rewarding outstanding performance; Creating a friendly, supportive and inclusive work environment; Valuing rank as well as competence and experience of officers; Setting Stress Management Programmes and Post Traumatic Stress Management Programmes; Adopting a policy of continuous evaluation and improvement in reward and retention policies in the MPF; Constantly reviewing pay and general conditions of service in the MPF; and Improving opportunities for internal enlistment such as pilot, Cadet Inspector (Graduate), engineer, etc. 11. All organisations have to deal with problematic officers. For a ‘Disciplined Force’, dealing promptly with such officers and maintaining discipline within the rank and file are an important requirement to preserve the vitality and dynamism of the service. The MPF recognises that it is important to deal effectively and promptly with underperformers so that the morale, motivation and spirit of the majority of staff are not affected. In other organisations, whilst getting rid of such officers may not be a problem; the existing procedures in the MPF are rather cumbersome. In this regard, we will make recommendations to the DFSC to review the existing DFSC Regulations. DISCIPLINE 15 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 12. The MPF recognises that human resource is the most important factor in the development of the Force. To produce the new desired organisational results, human resources need to be managed strategically. HRM functions must not only be integrated horizontally for better coherence in all HRM practices but also, vertically in line with the organisation’s overall strategy. CONCLUSION This Blue Print therefore, aims at reorganising the HRM department so that henceforth, through systematic planning, it will help in the recruitment and selection of quality staff, ensure that there is optimum training and development of staff, ensure that the best qualified officers are promoted, create links between performance appraisals and other HRM functions and contribute to create a conducive work environment capable of attracting and retaining staff. Ultimately, it will deliver the desired strategic product that will be used by top management for making informed strategic decisions in so far as HRM is concerned. ********** 16