connecting forces - securing futures
POLICE SECTOR COUNCIL
The Future of the Police Sector
October 2007
Current State of HR and Training
Oct 10, 2007
connecting forces - securing futures
POLICE SECTOR COUNCIL
Overview
1. Police Sector Council
- quick overview
2. environment drivers
- “perfect storm”
3. current state - HR planning and management - Hay report
- competency based management
- recruitment & retention
• youth perceptions of policing
- leadership development & succession planning
- training & education
4. “sectoral” strategic HR planning/mgmt - future initiatives
- addressing the gaps
- council support
- staying connected
“The significant problems we
face today cannot be solved at the same level of thinking we
were at when we created
them.”
~ Albert Einstein
October 2007
2
Sec 1 - Council
connecting forces - securing futures
POLICE SECTOR COUNCIL
Police Sector Council - who we are
October 2007
Chiefs
CAPB
Boards
Employees
Colleges/
Services Academies
Justice
Ministries
Police Services 222
Academies
15
Governments
F/P/T/ M
Employees
84,000
F/P/T/M
Governments
3
Sec 1 - Council
connecting forces - securing futures
POLICE SECTOR COUNCIL
The Police Sector - we are:
October 2007
“networks” - communities of practice
Volunteers
HR Practitioners
Recruiters
Strategic
Leaders
E/T
Professionals
Strategic
Planners
Other
Stakeholders
Researchers
4
Sec 1 - Council
connecting forces - securing futures
POLICE SECTOR COUNCIL
We are - strategy-focussed HR
high performing sustainable policing
1
3
2
informed understanding
environment
networked strengthened
partnerships
integrated HR planning/
management
 what do we have to “excel at”
research
communicating/networking
scanning
assessing
methods and
processes
providing
tools
outreach
models
 what do we have to do
and projects …
core: – research
-
October 2007
we are a ‘national sector
council addressing national
workforce issues through
national solutions in HR
planning and management’
 what do we have to accomplish
web maintenance
communications
networking/outreach
secretariat/facilitation
council management
5
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
connecting forces - securing futures
POLICE SECTOR COUNCIL
SECTION 2 - Policing Environment
POLICING ENVIRONMENT 2005
Update of the 2000 sector study and
implications for HR planning and
management today and into the future
March 2006
October 2007
6
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Environment Drivers
October 2007
The “Perfect Storm”
 three advancing “low pressure systems”
- changing face – demographics
- changing work – demands, complexity
- changing management – budgets,
governance
7
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
“Low pressure system 1” - demographics
 all developed countries will face
- increasing numbers of workers retiring
- continued rise in the average age of remaining work force
- potential shortages of qualified personnel - upward pressure on
wages
 Canada - declining family /aging population = youth dearth
 Canada - a microcosm of the world
- rapidly increasing diversity of the population
- increasing racial, ethnic and religious tensions
 urbanization - growth in suburbs
 changing value sets - generational issues
- import immigrant homeland issues / ideologies / values
 public funding implications
- older population means increased demand for health care
 shrinking labour pool from developed countries
October 2007
8
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Demographics ….
October 2007
“face of today's policing” … serious workforce challenges:
 challenge 1 - increasingly aging/retiring - loss of leadership
- 40-50% of senior officers retiring in the next 5 yrs
- senior level succession - knowledge/experience
- recruitment rates of constables not sufficient
 challenge 2 - youth entry cohort is shrinking
- competition for qualified youth/specialized skills
- competition between services and between sectors
- need to double recruitment
- skill gaps inevitable
 challenge 3 - diverse and community - reflective workforce
- “employers of choice” by ethnic groups
 challenge 4 - a sector-wide strategy, a national response
- a substantial shift in recruitment practices
- social marketing campaign
9
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Aging workforce - retirements …
 baby boomers not
a “peak” like
other sectors
- earlier
retirements
- hiring peaks in
public funding
 boomer “wave” is
happening and
continuing over
the next 5 -7yrs
- average police
career 3033yrs
- those hired in
the 70s are
already out
Age Distribution: Officers by Region
10
EA
14
13
QC
18
15
16
NO
10
ON
17
Canada
18
19
18
19
18
4
9
15
17
5
12
15
20
19
15
14
21
19
12
17
18
24
14
WE
19
9
12
15
15
1
5
10
11
3
4
% of Police Officers
Age Groups
19-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60+
Source: Sector Employee Database, 2005
EA = Atlantic; QC = Quebec; NO = North
ON = Ontario; WE = West
October 2007
10
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Diminished senior cohort ….
 senior staff
- many over 45
- over 40% likely
retiring next 5 yrs
Age Distribution: Rank and Sex
F Off 2
9
 loss of knowledge and
experience
M Off
- succession planning
??
- leadership
F NC
development ?
 improve retention
- impact on pension
reserves
M NC
33
19
33
24
14
Age Groups
30
30
42
25
20
11
20
28
4
23
7
8
% of Police Officers
19-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60+
Source: Sector Employee Database, 2005
October 2007
11
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Replenishing senior co-hort …?
 needs to rise to 9%
- 7000 recruits?
Officer employment index, current trends
110
 challenges intensify
100
- ethnic minorities
- aboriginals
90
- women
80
- new/diverse competency
requirements
- are young people 70
interested??
60
Constables
Non-Commissioned Officers
Senior Officers
50
40
2005
2006
2007
2008
2009
2010
Source: Sector Employee Database, 2005
October 2007
12
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Low Pressure System #2 - Policy/Operating
 increasing workload - increasingly complex work
- crime
• more sophisticated - technology enabled
• no jurisdictional boundaries
- investigations - increasingly complex and labour-intensive
• selective response - clearance rates declining
• legislation/ court decisions - increased processing time
– B&Es - 58% more time
– DUI - 250% more time
– domestic assault - 964% more time
- oversight, media scrutiny, accountability - public expectations
- new threats
• pandemics - bird flu - civil disobedience - social cohesion?
The emergence of unpredictable, transnational threats
have made the hierarchical and compartmentalized
cultures of law enforcement and intelligence obsolete.
~ RAND, Collecting the Dots:
October 2007
13
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Low Pressure System #3 - Budgets/models
October 2007
 police model - select first, and then trained extensively, equip
 budgets under strain - compensation outstripping public
resources/capacity
- contract police expenditures totaled $8.6B in 2004 ($263/citizen)
- fully equipped officer - $67K in ‘93 compared to $107K in ‘03
- wages and benefits > 80% of policing expenditures
 budgets risen slowly past 7 years - not enough to meet need
- incidents per police officer increased 1% in last five years
- inflexible tax base + fiscal restraint = capacity erosion
• 10% real capacity decline ’94 - ’00
 governments face competing demands - programs and services
 policing as a social service
- intervention in unmet health/medical, housing, recreation, or
income needs
- mediate conflict, balance value/rights differences
- balance cultural/ ethnic issues with
knowledge/understanding
14
Sec 2 - drivers
 police budget cycles
- recessions reductions
‘80s and ‘90s
- limited hiring
By Year of Hire and Sex
3,000
2,500
2,000
Males
1,500
 increase in new hires in the 1,000
last 5 years
Females
500
 to maintain strength
0
- last 5 years ~ 2,700
• peaked 3,560 (2003)
- need 3,250 new officers 4,500 Hiring to maintain total officer strength
4,301
for 2006
60
62
64
66
68
70
72
74
76
78
80
82
84
86
88
90
92
94
99
98
00
02
04
connecting forces - securing futures
POLICE SECTOR COUNCIL
Budget cycles …
 to deal with workload
demands
- 7-9% needed
- 5 - 6000 by 2012
4,057
4,000
3,795
3,533
3,500
3,252
 reshape workforce
3,000
2,760
2,500
October 2007
2005
2006
2007
2008
2009
2010
15
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Policing Environment - Summary
October 2007
 an urgency to act
- demographic change is relentless
- competition for resources are increasing
- workforce leadership turnover is imminent
- demands on public policing - not abated, growing more complex
- technological advancements have accelerated
- budgets are already strained and inflexible
 “bottom line” - vulnerable
 committed, focused and integrated action is required immediately
“The significant problems we face today cannot be
solved - at the same level of thinking we were at
when we created them”
~ Albert Einstein
16
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
Summary - riding the storm …
October 2007
 challenges are extensive
- pressures increasing - need
• strategy - rationalize and secure budgets
• new skills/competencies
• partner with other professionals
 sector-wide approach - can we
- “manage” as a sector
- collaboration to facilitate integration cross-jurisdictional issues
 imagine …
- national recruitment - social marketing campaign
• avoiding multiple investments
- a national police foundations program
• leverage colleges/universities
• ensure aptitudes and basic skill set for success
• work with other safety/security professions, private security
- “professionalization” of policing
• national occupational standards - policing
• national accreditation of teachers
• national integrated competency framework for recruitment,
education/training, leadership
17
Sec 2 - drivers
connecting forces - securing futures
POLICE SECTOR COUNCIL
HR Diagnostic - implications
 Canada has a total of 222 police services
- National scope: 1 RCMP
- Provincial Police Services: 1 Ontario Provincial Police, 2 Sûreté
du Québec, 3 Royal Newfoundland Const.
- 150+ Municipal Police Services
- 50+ First Nations Police Services
Categorization by
Service Size
No. of
Employees
in Service
No. of Services in
category
Very Large
>1000
12
Large
300 to 999
15
Medium
100 to 299
27
Small
25 to 99
65
Very Small
< 25
103
Total
October 2007
222
18
connecting forces - securing futures
POLICE SECTOR COUNCIL
SECTION 3 - “4-in-1” HR Diagnostic Project
October 2007
 purpose
- current state and future strategies:
• competency frameworks
• recruitment & retention
• training & education
A National
• leadership development & succession
Diagnostic on
mgmt
Human Resources
 contractor
in Policing
Hay Group
IPSOS Reid
 steering committee
20 Sector Representatives
 working groups
- training and education working group
- diversity working group
19
connecting forces - securing futures
POLICE SECTOR COUNCIL
HR Diagnostic Project
October 2007
A National Diagnostic
on Human Resources
in Policing
 approach
- gather information from all key stakeholders:
• surveys
• interviews
• focus groups
 stakeholder groups
- general public
• youth
• students in policing programs
- employees
• civilians, officers
- chiefs
- HR leaders
- academy leaders
- college and university leaders
- association leaders
- benchmark organizations
- security firms
20
A National Diagnostic
on Human Resources
in Policing
 differences across the sector:
- have and have not services
- investment in different HR areas
- pockets of good and best practices
Competency Management
Leadership Development
Training & Education
Operations
Recruitment & Retention
connecting forces - securing futures
POLICE SECTOR COUNCIL
HR Diagnostic - current state
HR SUPPORT TO OPERATIONS
October 2007
21
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - Competency-based Mngt
October 2007
A National Diagnostic
on Human Resources
in Policing
 few small services use competencies
 significant investment made by some
- to develop quality CBM systems and supporting tools
(Recruitment, Selection, PMgmt)
 most work was conducted by consultants or developed in house
- some evidence of borrowing from others
 competencies are not used to support the full range of HR
programs
 not used as a basis for HR across the sector as a whole
22
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings -Training and Education
October 2007
A National Diagnostic
on Human Resources
in Policing
 no clear, consistent methods for training police employees even
though the objectives are similar and policing is similar across the
country
 lack of collaboration among police orgs
- no mechanism, no time
 no consistency in budgeting/reporting across police services
- difficult to assess annual spending on T&E for the sector
 services spend most of annual T&E budget on mandatory/
“update” training
- lack of individual training plans for employees
- general satisfaction reported by Chiefs and HR leaders
- room for improvement: Chiefs stated if money weren’t an issue
they would address:
• developing leaders and succession planning
• skills upgrading and continuous learning for workforce
23
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings -Training and Education …
October 2007
A National Diagnostic
on Human Resources
in Policing
 pre-employment training - at college/university
- popular: 70% of applicants are rejected, not enough seats
- vary in length: 8 month diploma - 4 year degree (2yr diploma is
typical)
- vary in cost: $2,000 - $20,000 (average 2yr diploma is $5,600)
- similar content
- little/no bearing on selection decision (reported by HR leaders)
- links with police services - Police instructors, police services
support course development, Advisory Committees
24
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings -Training and Education …
October 2007
A National Diagnostic
on Human Resources
in Policing
 recruit training:
- content and desired training outcomes are similar across sector
- no formal equivalency recognition of recruit training
- costs to recruits vary significantly from $0 - $25,000
- all academies conduct Level One evaluations (student satisfaction
ratings)
• only a few conduct Level Two evaluations (training impacts on
learning)
- students may be duplicating training for skills - soft skills,
knowledge gained through PF programs
- some examples of recruit training being recognized by
Universities - credits toward a degree
25
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings -Training and Education …
October 2007
A National Diagnostic
on Human Resources
in Policing
 officer development:
- very few have individual learning plans (30%)
- very few discuss goals and training needs annually (36%)
- 44% of employees do not see adequate training budgets in their
service
- most employees want more effective leadership, supervisory and
computer training
- most training is conducted at Police academies/colleges with a
high degree of satisfaction
- some use of e-learning courses (33% HR leaders), pure or blended
- innovative practices: problem based and scenario-based learning
- agreement that a degree has value
• but disconnect between value versus impact on promotion
process
26
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings -Training & Ed … summary
A National Diagnostic
on Human Resources
in Policing
 most Training & Education dollars are spent conducting recruit and
mandatory/re-qualification training
- limited resources for employee development
 few services develop employee learning plans
 some examples of successful partnerships: Col/U and services
 generally high level of satisfaction with current training efforts
- improve access to leadership/supervisory training
 consistency in course content and delivery methods between
academies and training units
- recruit and other training, but no national standards
 willingness by services and academies to share courses and
increase collaboration
 interest in national standards for recruit training, mandatory
training, instructor certification - Academy leaders, HR leaders
- improve consistency of content, delivery, learning outcomes
- improve mobility of officers by establishing equivalencies
- improve accessibility to training
 interest in a national body to support T& E
October 2007
27
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - Recruitment and Retention
October 2007
A National Diagnostic
on Human Resources
in Policing
 recruitment is done service by service
- few collective approaches (regional)
 top HR issues for both Chiefs and HR leaders
- 32% of HR leaders formally measure success of recruiting
strategies
 efforts to recruit are typically passive
- yet attracting the next generation will be difficult/different
- HR leaders - highest quality candidates come from referrals
 Chiefs and HR leaders - diversity is important but difficult
- special effort to remove barriers and encourage interest
 very limited use of recruitment/referral incentives
 turn over rates are increasing and expected to worsen
- But 70% of Chiefs don’t believe there is a retention issue
 46% of potential retirees could be enticed to stay
- more money or work on special projects
28
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - Recruitment …
October 2007
A National Diagnostic
on Human Resources
in Policing
 current recruitment process is:
- effective at screening out poor candidates
- but with a 90% rejection rate it has its drawbacks
• takes too long
• is too expensive for everyone
 need substantial shift in recruitment practices
- the youth entry cohort is shrinking
- more competition among police and others
- substantial skill gaps are inevitable
 current supply may “appear” to be healthy
- BUT Ipsos-Reid study says differently
29
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - keynotes on “youth”
October 2007
A National Diagnostic
on Human Resources
in Policing
 targeted youth assessments
- Ipsos-Reid 2005 - Reconnecting with Youth - 2000 (12-30)
- Ipsos-Reid 2006 - Reconnecting with Youth - 2000 (12-30)
- IR/Hay - 2006 Views on Policing – 1,250 (18-30)
• on-line survey (quantitative) - stratified sampling
• focus groups (qualitative)
 attitudes toward policing
 a career in policing
 policing compared to other jobs
 hiring process
 general trends
30
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
October 2007
A National Diagnostic
on Human Resources
in Policing
 attitudes toward policing
- 1 in 4 would consider a career
• 65% would NEVER consider policing career
• none of the FGs would consider a policing career
- youth agree that police play a positive role in society, obligation to
be a role model
• police should play a more active role
• FGs said should play a positive role, BUT don’t (police corrupt,
discrimination, abuse of power)
- services should reflect diversity of communities, BUT
• recognize that some cultures don’t view policing as positive
• FGs said reverse discrimination in hiring – hire quota
31
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
October 2007
A National Diagnostic
on Human Resources
in Policing
 1 in 4 say they would “consider” a career in policing - Ipsos-reid
32
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
A National Diagnostic
on Human Resources
in Policing
 career in policing
- risks outweigh the benefits
- many overall positive attitudes about the career
• good pay, variety of career options, some potential for
advancement, pensions and benefits
• many would encourage others to join
• benevolence - helping people and serving community is
appealing
- BUT significant concerns noted about danger and
life-style issues
• shift work, work-life balance, impacts on family life
• psychological/emotional health issues, depressing,
frustrating, traumatizing, tough on personal
relationships
• risk and impact on personal lives
• FGs said parents would not permit them to follow a
“trades” career
33
October 2007
33
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
October 2007
A National Diagnostic
on Human Resources
in Policing
 negative aspects of police work related to health, stress, safety
and work-life balance - Ipsos-reid
34
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
A National Diagnostic
on Human Resources
in Policing
 policing compared to other jobs
- similar to other public sector jobs:
• good job security, opportunities for advancement, work one
can be proud of
- worst career for achieving work-life balance
- lower paid than most other careers
- not providing easily transferable skills
- FGs
• likened to teaching – benefits, pay, job security, contribution
• but policing has more negatives - dangerous, no work/life
balance
35
October 2007
35
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
A National Diagnostic
on Human Resources
in Policing
 hiring process
- candidate perceptions
• most important criteria
– physical conditioning and attributes
– academic achievement (38% say at least college or trade diploma)
– experience in a related field
– willingness to re-locate
• also important
– (52%) personal connections, (40%) race, (30%) religion and social status
• least important
– ethnicity, gender, sexual orientation, drug use
- perceptions of the process
• 76% - hiring processes for any job should
be < 1 month
– reasonable that policing takes longer
– 2-3 months acceptable
– 46% say < month - 29% say 2-3 months
• length of process impacts decision
• hiring quotas for sex and ethnicity?
October 2007
36
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
October 2007
A National Diagnostic
on Human Resources
in Policing
 education and experience as “headway” to a career
37
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth keynotes …
A National Diagnostic
on Human Resources
in Policing
 general trends
- new generation value different things - work/life balance
- disinterested
• youth cohort – only 3% really interested in policing career
- negative image
• too dangerous - impact on long term emotional and mental
health
• corrupt, abusive of power, lost moral way
- misperceptions - candidate qualifications
• college education,
• experience in related field
• connected work
- hiring process is a barrier
• want no more than 1month
38
October 2007
38
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth compared to students
39
October 2007
 youth and student perceptions
- similar for most and least appealing aspects
 most appealing aspects of a career in policing:
- helping people
- being able to give back to community
 least appealing aspects :
- danger - getting hurt/shot/ killed
- shift work
- work/life balance
- stress
A National Diagnostic
on Human Resources
in Policing
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth to students …
 youth and student similar for qualifications
Youth
• physical fitness
Students
• background check
• criminal record
• integrity/character
• education
• education
• psychological profile
• maturity/life experience
• background check
• work history
 youth and students differ significantly on levels of interest - would
you consider a career
• 8% strongly agree
40
October 2007
A National Diagnostic
on Human Resources
in Policing
• 82 % strongly agree
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - youth …
October 2007

A National Diagnostic
on Human Resources
in Policing
strategy- social marketing
1. counter the image negative impact on physical and emotional
well-being
• extremely dangerous work
2. highlight benefits
• opportunity to impact/improve the lives of others
• good benefits, salary and high job security
• ample opportunities for career development, training,
diversity of functions, transferable skills
• opportunity for work life balance - clarify shift work
3. fix the process
• address financial obstacles, use incentives, reduce
application efforts, reduce processing time
A National Diagnostic
on Human Resources
in Policing
connecting forces - securing futures
POLICE SECTOR COUNCIL
Findings - Succession Planning/Leadership Development
October 2007
 50% of current leaders able to retire within next 5 years
- few police chiefs or HR leaders are satisfied with their current
efforts in SP/LD
- succession planning is done ad hoc
• typically for the top leadership positions only
- police services operate in isolation
• talent not being managed between services
42
connecting forces - securing futures
POLICE SECTOR COUNCIL
HR Diagnostic - Recommendations
October 2007
A National Diagnostic
on Human Resources
in Policing
 Hay Group identified 30 recommendations
 all recommendations reflect an urgent call to action
- collaboration by sector stakeholders
• competency based management
• training and education
• leadership development & succession planning
• recruitment & retention
43
A National Diagnostic
on Human Resources
in Policing
 C-BM is a best practice in both private and public sector
 investment and good work already done by some
 work toward a collective solution - “new model”
- a common, shared competency-based approach
- the foundation for all HR systems and processes
High Performing, Sustainable Operations





fiscal responsibility
professionalization
sectoral standards
diversity
valued employees
t
Leadership Development
Training & Education
HR Principles
Recruitment & Retention
connecting forces - securing futures
POLICE SECTOR COUNCIL
Recommendations - C-BM
Competency-based HR Management
High Performing HR Support to Operations
October 2007
44
connecting forces - securing futures
POLICE SECTOR COUNCIL
Recommendations – C-BM …
October 2007
A National Diagnostic
on Human Resources
in Policing
1. common C-BM infrastructure and tools for sector
- work architecture – roles, job families
- competency profiles for each role that include defined
behavioral and technical competencies with proficiency scales
- competency dictionary
- assessment guide and tools
- development resource guide listing learning sources matched to
competencies
2. learning tools and assessment tools anchored to the competency
dictionary
3. leverage investment in C-BM to all HR areas
- repository of (best?) practices for sharing across sector
45
connecting forces - securing futures
POLICE SECTOR COUNCIL
Recommendations - R&R
October 2007

A National Diagnostic
on Human Resources
in Policing
a national centralized organization and process - single
entry/contact/portal/information for potential employees
1. a national social marketing campaign
2. address the “5-year gap”
• expand the principle of a “tiered” model of policing
• new roles for civilians, pre-constables and sworn officers
3. meaningful partnerships with educational institutions
• capture high quality candidates
4. employee referral incentive programs
5. centralized application and screening process
• leverage current models - like CSS
• administered regionally
6. centralized testing process
• standardized tests with transferable results
7. a national repository of recruitment tools
8. efficiency gains
9. retain retiring workers
 innovative work contracts - addres pension constraints
46
connecting forces - securing futures
POLICE SECTOR COUNCIL
Recommendations – T&E
October 2007

A National Diagnostic
on Human Resources
in Policing
a framework of national standards for consistent quality of
training content and delivery (partnership with educational
institutions)
1. budget/report separately:
• mandatory “update” training
• professional/skills training and development
2. efficiencies/best practices in “update” training
3. individual training and career plans for all employees
4. nationally coordinate sharing of training resources
5. national training standards for new constables
6. identify parts of new constable training to transfer to
colleges/universities
7. national standards and exams to assess in-coming recruit
learning from c/u
8. Police Academies/Colleges to revise recruit training to reflect
prior learning (6,7)
9. Police Academies/Colleges adapt recruit training to align
with/support pre-constable role (modules)
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POLICE SECTOR COUNCIL
T&E …
October 2007
A National Diagnostic
on Human Resources
in Policing
10. accessibility to professional development and training for all
police orgs
11. national body to address “sectoral” sharing

current programs/practices and emerging needs
12. partner with colleges/universities where feasible
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POLICE SECTOR COUNCIL
Recommendations – LD&SP details
October 2007

A National Diagnostic
on Human Resources
in Policing
formal, structured, competency based framework for LD/SP design, create formal approach
1. develop a Policing Leadership Framework
• with defined skills and competencies for each level
2. plan for each service - map of number of high potential
employees required for each leadership position
3. National Police Leadership College to provide leadership
development courses aligned with the Framework - accessible
to all
4. repository of leadership development programs and materials
5. promotion based on the skills, knowledge and competencies
identified in the Framework
6. regional voluntary forums where Chiefs help each other develop
their high potential talent
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POLICE SECTOR COUNCIL
SECTION 4 - Where to from here
October 2007
 summary
- déjà vu
• same HR challenges as 2000 Sector Study
• but context has worsened – perfect storm
• little collective action or progress even with clear leadership
and workforce concerns
- a “Sector?” - doesn’t behave like one
• have and have not services
• little sharing/leveraging of others work and efforts
- where to from here
• need leadership and collective action
- develop capacity
• can’t rely on goodwill and volunteers
• PSC is a vehicle – needs resources
- public expects more
• collective HR strategy/plan to support quality service delivery
• “The public would be astonished to know this does not already
exist”
- status quo may result in “crisis”
• collapse of public trust
• imposed restrictions vs managed solutions
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POLICE SECTOR COUNCIL
Future “Sectoral” HR Mgmt
 future initiatives for “Sectoral” Strategic HR Mgmt
 sectoral engagement/”networking”/ownership (champions):
- discussion
- research
- collaboration
- sharing
- support
INTEGRATION & COMMITMENT
“A co-operatively managed transformation will require leadership
that is engaged, committed and of the highest quality and calibre”
October 2007
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POLICE SECTOR COUNCIL
Addressing Competency Gaps
October 2007
 Support Competency-based Management
- competency materials inventory – sharing tools
- HR practitioners network
• information sharing
• identifying “best” practices
 competency project
- CBM platform for sector
- tools development
- support & training
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POLICE SECTOR COUNCIL
Addressing Recruitment Gaps
October 2007
 assess youth attitudes
- Ipsos-Reid Surveys (cont)
 raise awareness with youth
- hiring centre
- mail outs
- social marketing campaign
 raise awareness within the sector
- DVD campaign and kit
- information sharing
• planning events
- inventory tools - sharing
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connecting forces - securing futures
POLICE SECTOR COUNCIL
Addressing Retention Gaps
October 2007
 monitoring the policing environment
- sector environment scanning
 employee database project
- modeling/analysis for retention
- workforce management
- information and research
- research framework
- support good retention practices
- sharing of tools, programs,
incentives
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POLICE SECTOR COUNCIL
Addressing Training & Education Gaps
October 2007
 support for T&E within sector
- T&Es network
- information sharing - events, tool, programs, curriculum
- recruit curriculum review
- equivalencies
- constable certification
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connecting forces - securing futures
POLICE SECTOR COUNCIL
Addressing LD/SP Gaps
October 2007
 Support & Raise Awareness within Sector
- information sharing: events, HR leads network
- sharing tools
 employee database project
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POLICE SECTOR COUNCIL
Council – Future Products & Services
October 2007
 research 08/09
- youth perceptions of policing, longitudinal study, Ipsos-reid
- environmental scans, yearly provincial and national scan
- competency project
- professional accreditation research
- outreach
- website as virtual library
• info, research, tools, news
 communications: e-watch, bulletin
- conferences: host and attend
- network meetings
• E&T professionals
• HR practitioners and recruiters
• strategic planners
• researchers
 products
- more e-learning courses
- social marketing campaign materials
- sample HR support tools
- employee database
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October 2007
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POLICE SECTOR COUNCIL
October 2007
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POLICE SECTOR COUNCIL
connecting forces - securing futures
POLICE SECTOR COUNCIL
Recruitment Awareness
October 2007
 The Police Sector Council has created a campaign to raise
awareness within the sector that there is a critical recruitment
challenge.
 This campaign is the first part of the process of building a
collective strategy to address policing recruitment.
 Kit includes:
- Introductory Letter
- DVD “Building the Case for Change”
- PowerPoint Presentation
- Questions and Answers
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POLICE SECTOR COUNCIL
Connections
October 2007
 Networks
- support and host meetings
 Events
- support and host meetings, conferences
- HR Professionals Conference Nov 27
 PSC Communications
- Website: www.policecouncil.ca
- publications: E-Watch, Blotter
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www.policecouncil.ca
October 2007
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POLICE SECTOR COUNCIL
HR Diagnostic - Research Partners
May 30, 2007
October 2007
 British Columbia
- Victoria Police Department - medium
- Vancouver Police Department – very large
 Alberta
- Calgary Police Service - very large
- Medicine Hat Police Service - small
- Blood Tribe Police Service - very small
 Saskatchewan & Manitoba
- MooseJaw Police Service - small
- Winnipeg Police Department – Dispatch 911 Specialist
 Ontario
- Peel Police Service - very large
- Toronto Police Service - very large
- Ontario Provincial Police - very large
- Nation of Nishnawbe-Aski Police Service (NAPS) – medium
 Quebec
- Montreal Police – large
- Sureté du Québec - very large
 Atlantic
- Royal Newfoundland Constabulary – medium
- Saint John Police Force – medium
 National
- Royal Canadian Mounted Police - very large – HR specialists only
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POLICE SECTOR COUNCIL
HR Diagnostic - Benchmark Organizations
 New South Wales Police Service - surveys, interview
- practices and environmental pressures
 Bank of Montreal - interview
- recruitment and retention of diverse employees
 FBI Leadership Development Institute - interview
- leadership programs
 Home Office UK – HR and Training Assessments - interview
- issues and collected best practices assessed for UK policing
sector
 DND Military Police - interview
- recruitment and retention practices and issues
May 30, 2007
October 2007
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POLICE SECTOR COUNCIL
HR Diagnostic - Steering Committee
May 30, 2007
October 2007
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Chair - Bill Gibson: Toronto Police Service
Axel Hovbrender: Justice Institute of BC
Dale Kinnear: Canadian Police Association
Ken Legge: RCMP – Staff Relations Rep.
Les Chipperfield: Atlantic Police Academy
Terry Coleman, Chief: MooseJaw Police
Glen Trivett: Ontario Provincial Police
Syd Gravel: Ottawa Police Service
Glen Siegersma: RCMP - Recruiting Program
Alex Butler: HRSD – Sector Council Program
Curtis Clarke: Alberta Police Academy
Murray Stooke: Calgary Police Service
Ron Stansfield: University of Guelph-Humber
Alana MacMullan: NS Ministry of Justice
Jennifer Lanzon: Can. Assoc. Police Boards
Michel Beaudoin: École nationale de police du Québec
Scott McDougall: Canadian Police College
Sharron Gould: Winnipeg Police – CACP-HR
Christine Guénette: Public Safety Canada
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