“Still fighting the perfect storm”

“Still fighting the perfect storm”

STANHOPE III STANHOPE III October 6/2009October 6/2009

POLICE SECTOR COUNCIL

connecting forces – securing futures

Overview Overview 1. who we are2. what we do and why3. products and services

- research - youth - HR tools - CMB- innovation

4. next steps

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1.1. WHO - MandateWHO - 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 - informedinformed about HR issues and challenges- aligned and networkednetworked to improve policing "sector-wide“- unitedunited in its HR planning and management

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WHO



network

network

network

Who - our governanceWho - our governance

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networknetwork

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

JusticeMinistries

WHO



Our focus Our focus

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Service Size No. of Employees

No. of Services in category

Very Large >1000 15Large 300 to 999 16Medium 100 to 299 40Small 25 to 99 60Very Small < 25 78 Total 209

17885%

WHO



Who we really are …Who we really are …

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Volunteers

Recruiters

OtherOtherStakeholdersStakeholders

HR Practitioners

Researchers

StrategicPlanners

E/T Professionals

StrategicLeaders

“networks” - communities of practice - with a mission of improved HR planning and management

WHO



2.2. WHAT we do … WHAT we do … leveraging and developing

common HR tools improving performance

management providing HR support for

policing excellence - sustainability

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Recr

uitm

ent &

Sel

ecti

onCOMPETENCY-BASED COMPETENCY-BASED

HR PLANNING & MANAGEMENTHR PLANNING & MANAGEMENTTr

aini

ng &

Dev

elop

men

t

Lead

ersh

ip D

evel

opm

ent

& S

ucce

ssio

n Pl

anni

ng

Perf

orm

ance

Man

agem

ent

WHAT

POLICING EXCELLENCE AND POLICING EXCELLENCE AND SUSTAINABILITYSUSTAINABILITY



Why - the “Perfect Storm”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” - we’re vulnerable committed, focused and integrated action by all policing is

required immediately

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What we are trying to buildWhat we are trying to build

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VISION COMMON HR PLANNING AND MANAGEMENT EXCELLENCEGOAL all stakeholders benefit from efficient/effective HR services

Strategic priorities INFORMED SECTOR NETWORKED SECTOR UNITED SECTOR

Strategic objectives

what the Council wants to achieve

• sector-wide environmental scanning

• shared HR planning/ management best practices

• labour market research

• solution-focussed networks

• issue-based networks• leadership forums• effective sectoral

approach

• common competency framework and processes to support all HR functions– recognized HR reference

standards

Strategic initiatives - 5 plus year

horizon

• sector employee database

• ongoing LMI• sector

research/position papers

• connected/ representative network infrastructure

• networking opportunities

• recognized best practices and benchmarks

• shared HR tools

Business activities2009/10

• youth attitudes research

• special issue research• focussed scan data

• annual leaders summit• nationally relevant e-

learning curriculum• network support

• shared recruitment portal and tools

• guidelines for selection processes– national guidelines for psych

assessments• competency-based recruit

training• competency framework for

leadershiporganizatio

neffectivene

ss

representative and engaged Board; sector council office efficiently/effectively managing projects, communications, revenues, evaluations; excellence in Board and

committee support

• national social marketing• common recruitment system• common selection process• common training and

development• common leadership standards• common leadership management• policing certification nationally

WHAT



3.3. PRODUCTS & SERVICES 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:

E&T professionals HR practitionersrecruiters strategic plannersresearchers Strategic Leadership Advisory Group

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HR Tools - Policing Competency FrameworkHR Tools - Policing Competency Framework successfully completed multi-year project to

identify a competency based management (CBM) framework

results: free shared materials to support HR1. Policing CBM Framework 2. Policing CBM Guide 3. 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 CommitteeSteering CommitteeNAME TITLE ORGANIZATIONCHAIR – Sharron Gould Director HR Winnipeg Police Service Jane Naydiuk Acting Program Manager BC Ministry of Public Safety & Sol. GeneralSteve Schnitzer Superintendent, Personnel Services Vancouver Police Department

Brett Fryer Inspector, OIC Staff Development Saanich Police DepartmentCurtis Clarke Director, Officer Training & Curriculum Design Alberta Solicitor General & Public Security - Dale Burn Chief Human Resource Officer Calgary Police Service

Dave Zukiwsky Human Resources Edmonton Police Service

Carol Bradley Inspector, OIC Applied Police Sciences RCMP - Depot

Carroll Robinson Manager, Selection Systems and Appointments Ontario Ministry of Community Safety

Sandra Madren Manager, HR Programs Unit OPP

Aileen Ashman Director HR Toronto Police Service

Stan MacLellan Director HR Durham Regional Police Service Brent Shea Superintendent, Corporate Services Division London Police ServiceRosemarie Auld Manager HR Hamilton Police ServiceJeanet Pierce Manager HR Nishnawbe-Aski Police Service

Gervais Garneau Directeur de l'emploi et du placement Sureté du Québec Marven Corscadden Director HR Saint John Police ForceDon Spicer Superintendent, Administration Division Halifax Police ServiceSharon Trenholm Manager, Planning & Research Royal Newfoundland ConstabularyDeborah Doherty Mgr, International Peace Operations RCMP – Former Canadian Police College

Dennis Fodor DG National Staffing and Recruiting Services RCMP - HR

Phil Avison Director National Staffing Program RCMP - HR

Joanne Rigon Director Learning Strategy RCMP

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Contributing Organizations (a sample):Contributing Organizations (a sample):- 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- London Police Service- Medicine Hat Police Service- ON Ministry of Community Safety and Correctional Services - Moose Jaw Police Service- Netherlands Police Academy

- 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- Truro Police Service- United Kingdom (Skills for Justice)- Vancouver Police Department- Victoria Police Department- Winnipeg Police Service

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Project Activities/DeliverablesProject 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

1.1. Policing CBM Framework 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 …Project Activities/Deliverables …2.2. Policing CBM Guide 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 …Project Activities/Deliverables …3.3. Policing CBM ToolkitPolicing 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 CollaborationSuccessful Outcomes Through Collaboration rigorously developed and nationally validated materials

- available for FREE to Chiefs, HR managers, Academy Directors, and Justice Ministries CBM Materials

1.1. Framework Framework 2.2. Guide Guide 3.3. ToolkitToolkit

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”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 …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

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18

hs

22

c/u

“life

experience”academy

27 28

coach

leakage to competition

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apply

“change is hard, but change is hardest on those caught by surprise”~ Thomas Friedman, “the World is Flat”



Youth - tell us …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 …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 …Most interested in …

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2008 2007 2005 1. skilled trades - electricians and carpenters 12% 18% 23% 2. internet and high technology 12% 13% 13% 3. health care such as doctors and nurses 13% 12% 15% 4. retail 4% 12% 11% 5. education such as teachers and counselors 13% 12% 14% 6. banks and other financial institutions 8% 8% 4% 7. federal government 7% 6% 3% 8. provincial government 5% 4% 3% 9. POLICING 4% 4% 5% 10. non-profit sector 3% 3% 1% 11. military 2% 3% 6% 12. NGO, working in poor countries 2% 2% 2% 13. don’t know 15% 5% 4%

in 2005 policing was at 5% and ranked 6th



Most employment opportunities in …Most employment opportunities in …

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2008 2007 2005 1. education such as teachers and counselors 9% 17% 18% 2. health care such as doctors and nurses 12% 14% 17% 3. skilled trades - electricians and carpenters 12% 14% 18% 4. internet and high technology 11% 13% 13% 5. banks and other financial institutions 6% 8% 18% 6. federal government 6% 8% 6% 7. retail 9% 4% 9% 8. provincial government 6% 4% 3% 9. military 5% 2% 4% 10. POLICING 3% 2% 3% 11. Non-profit sector 2% 4% 2% 12. NGO, working in poor countries 2% 3% 3% in 2005 policing was ranked 7th above governments, non-profit sector and NGOs



Youth - career in policing …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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Police Services PortalPolice Services PortalPublic

•information/resources/toolsinformation/resources/tools

•applicationsapplications

Police•recruiting resources/ recruiting resources/

acceleratorsacceleratorsManagers

Recruiters

Governing

Body - PSC

in partnership

Portal Project - Concept OverviewPortal Project - Concept Overview

candidatesinfluencers

Social Marketing Campaign

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Projects 09/10 - ~$1.2 M - “approved in principle”Projects 09/10 - ~$1.2 M - “approved in principle”

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Projects - priority order Rationale1. e-candidate portal -

requirements and strategy definition

- social marketing- integrated recruitment and national tools

2. leadership framework

- competency-based approach to leadership training - supports national education/training standards

3. national e-learning curriculum

- builds on success of 08/09 e-learning courses- 4 new e-learning - firearms safety, radar/lidar certification, officer

wellness, front-line supervisor- supports national education/training standards

4. youth attitudes - Ipsos-Reid - youth longitudinal survey - LMI

5. networks support - facilitated sessions to build national dialogue on solutions - HR practitioners, researchers, recruiters, policy/planners, SLAGs- out-come-based networks

6. employee database - Stats Can

- build a data-base for research on skills/skills gaps - data modeling- drives accurate labour market research



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

Next StepsNext Steps



SummarySummary 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

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Coming together is a beginning. Keeping together is progress. Working together is success.

~ Henry Ford



Leading through the “Perfect Storm”Leading through the “Perfect Storm” you can get involved in the future of the sector as a leader, what can you do to address R&R 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

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The great aim of education is not The great aim of education is not knowledge but actionknowledge but action

- Herbert Spencer


connecting forces – securing futures 30

www.policecouncil.cawww.policecouncil.ca30

Documents

“Still fighting the perfect storm”