Still fighting the perfect storm

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Still fighting the perfect storm
STANHOPE III October 6/2009
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Overview

• who we are
• what we do and why
• products and services
• research - youth
• HR tools - CMB
• innovation
• 4. next steps

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1. WHO - Mandate

• Connecting forces - securing futures
• we facilitate Canadian policing organizations,
  partners and stakeholders to
• implement innovative, practical solutions to HR
  planning and management challenges
• we are a centre of excellence for HR
  information, tools and networks
• national sector Council focusing on national
  workforce solutions
• we have a vision of a sector that is
• informed about HR issues and challenges
• aligned and networked to improve policing
  "sector-wide
• united in its HR planning and management

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Who - our governance

• Currently 11
• CACP - pres
• CAPB - v pres
• FCM - v pres
• CAP - director
• RCMP - CHRO
• PS - DG
• BC - ADM
• SASK - ADM
• NB - ADM
• Academies - APA
• CAPE - pres

Justice Ministries


network
network
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Our focus
178 85
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Who we really are
networks - communities of practice - with a
mission of improved HR planning and management
Strategic Leaders
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2. WHAT we do

• leveraging and developing common HR tools
• improving performance management
• providing HR support for policing excellence -
  sustainability

POLICING EXCELLENCE AND SUSTAINABILITY
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Why - the Perfect Storm

• three advancing low pressure systems
• changing face demographics
• changing work demands, complexity
• changing management budgets, governance
  
  
• an urgency to act
• demographic change is relentless
• competition for resources are increasing
• workforce leadership turnover is underway
• demands on public policing - growing more complex
• technological advancements expensive
• budgets are strained and inflexible
• bottom line - were vulnerable
• committed, focused and integrated action by all
  policing is required immediately

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What we are trying to build

• national social marketing
• common recruitment system
• common selection process
• common training and development
• common leadership standards
• common leadership management
• policing certification nationally

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3. PRODUCTS SERVICES

• products
• website as virtual library - info, research,
  tools, news
• free national e-learning courses - partner with
  CPKN
• diversity, ethics, firearms verification, mental
  health
• HR support tools
• competency-based occupational standards
• social marketing campaign/ e-candidate portal
• employee database
• research
• youth - perceptions of policing longitudinal
  study( Ipsos-reid)
• environmental scan - national scan
• communications - e-watch, workshops, networks -
  support/meetings
• ET professionals HR practitioners
• recruiters strategic planners
• researchers Strategic Leadership Advisory Group

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HR Tools - Policing Competency Framework

• successfully completed multi-year project to
  identify a competency based management (CBM)
  framework
• results free shared materials to support HR
• Policing CBM Framework
• Policing CBM Guide
• Policing CBM Toolkit
• built for policing by policing
• all project materials developed - extensive
  police professionals input/involvement
• leverages existing best practices, research and
  expertise
• 35 member project team (HR professionals)
• 400 subject matter experts
• 50 policing organizations
• National and International perspectives and
  research

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Steering Committee
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Contributing Organizations (a sample)

• New Westminster Police Service
• Nishnawbe-Aski Police Service
• North Bay Police Service
• Oak Bay Police Department
• Ontario Provincial Police
• Peel Regional Police Service
• Police Ville de Québec
• Public Service Commission of NL
• Royal Canadian Mounted Police
• Regina Police
• Royal Newfoundland Constabulary
• Saanich Police Department
• Saint John Police Force
• South Coast British Columbia Transportation
  Authority Police Service
• St. Thomas Police Service
• Strathroy-Caradoc Police Service
• Sûreté du Québec
• Taber Police Service
• Toronto Police Service

• Alberta Solicitor General and Public Security
• Bathurst Police Force
• Bridgewater Police Service
• British Columbia Ministry of Public Safety Sol.
  Gen
• Calgary Police Service
• Camrose Police Service
• Central Saanich Police Service
• Chatham-Kent Police Service
• Delta Police Service
• Durham Regional Police Service
• Edmonton Police Service
• Greater Sudbury Police Service
• Guelph Police Service
• Halifax Regional Police
• Halton Regional Police Service
• Hamilton Police Service
• Justice Institute of British Columbia
• Kentville Police Service
• Lethbridge Regional Police

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Project Activities/Deliverables

• collected analyzed all existing Competency
  Based Materials
• conducted extensive job analysis for
• Constable, Sergeant, Staff Sergeant, Inspector
• validated all results nationally
• produced an in-depth Framework, Guide and Toolkit
  
• Policing CBM Framework
• common language and understanding of the work
• underlying competency requirements associated
  with general policing duties
• includes
• policing competency dictionary
• task lists by rank
• competency profiles by rank

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Project Activities/Deliverables

• Policing CBM Guide
• describes CBM and explores the benefits of CBM
  for policing
• offers information and tools to support in four
  key areas
• recruitment, selection and promotion
• learning and development
• performance management
• succession management
• includes
• information
• theory
• step-by-step instructions
• practical tips
• relevant research
• describes use of Toolkit items

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Project Activities/Deliverables

• Policing CBM Toolkit
• includes over 30 tools and templates that
  services can use/customize according to needs
• includes (sample)
• competency resources by rank
• interview guides by rank
• reference check guides by rank
• learning plan template
• performance management template
• succession management template
• recommended additional readings reference

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Successful Outcomes Through Collaboration

• rigorously developed and nationally validated
  materials
• available for FREE to Chiefs, HR managers,
  Academy Directors, and Justice Ministries
• CBM Materials
• Framework
• Guide
• Toolkit
• not meant to replace the practices in use by
  police services
• meant to
• either inform or supplement existing practices
  and tools
• to assist implementation for those organizations
  who do not have CBM

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HR Research - youth

• youth surveys
• 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)
• Ipsos-Reid 2007 - Reconnecting with Youth, 12-30
• on-line (2,418)/by phone (2,015)
• Ipsos Reid 2008 - youth attitudes to policing
  (1,521 youth, ages 16 to 27 years)
• focus
• attitudes toward policing
• a career in policing
• policing compared to other jobs/fields
• hiring process
• general trends

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Recruitment

• the retirement wave is already well underway and
  will continue
• 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
• substantial skill gaps are inevitable

change is hard, but change is hardest on those
caught by surprise Thomas Friedman, the
World is Flat
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Youth - tell us

• value different things - life/work balance
• key factors in considering a career
• pay and other forms of monetary compensation
• having fun at work
• opportunities to do interesting work
• clearly disinterested
• just less than 3 would really consider a
  policing career
• 2008 - mostly males, members of visible
  minorities, and East Coasters
• misperceptions - candidate qualifications
• college education
• experience in related field
• hiring process expectations - more than 1month is
  a barrier
• policing is not always seen as a positive career
  choice in many cultural communities

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Youth

• negative image - drawbacks
• too dangerous - impact on long term emotional and
  mental health
• long hours / shift work / burnout
• work / life balance
• divorce
• suicide
• corrupt, abusive of power, lost moral way
• top of list careers - offering the most
  opportunities
• education, healthcare, Internet and high
  technology, skilled trades
• which factors should be considered most important
• mental health/stability
• fitness level/health
• character/ethics/integrity
• not seen as impacting chances of being hired
• drugs, race, sexual orientation, religious
  convictions and provenance

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Most interested in
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Most employment opportunities in
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Youth - career in policing

• Risks outweigh the benefits
• significant concerns
• worst career for achieving work-life balance -
  impacts on family life
• psychological/emotional health issues,
  depressing, frustrating, traumatizing, tough on
  personal relationships
• dangerous - risk and impact on personal lives
• FGs
• parents would not permit them to follow a
  trades career
• lower paid than most other careers - not
  providing transferable skills

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Portal Project - Concept Overview
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Projects 09/10 - 1.2 M - approved in
principle
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Next Steps

• The Leadership Competency Framework project
• will build upon the developed Policing CBM
  Materials
• will include a full analysis and articulation of
  the more senior policing ranks
• will focus on documenting reference materials,
  tools and templates to support leadership
  development and succession planning for
• Superintendent
• Chief Superintendent
• Deputy Chief
• Chief
• This work is planned to begin in November 2009

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Summary

• 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

Coming together is a beginning. Keeping together
is progress. Working together is success.
Henry Ford
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Leading through the Perfect Storm

• you can get involved in the future of the sector
• as a leader, what can you do to address RR
  challenges?
• know your sector
• know your environment impacts on operations,
  management
• know the capacity to deal with the challenges of
  the environment
• act - identify what you can do individually and
  collectively

The great aim of education is not knowledge but
action - Herbert Spencer
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www.policecouncil.ca
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