The Contribution of Human Resource Management to Operational Performance in the Police Service

By Student xxxx

A DISSERTATION

Submitted to The University XXXXX

in partial fulfilment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATION

2007

A Dissertation entitled The Contribution of Human Resource Management to Operational Performance in the Police Service By Student xxxxxxx We hereby certify that this Dissertation submitted by Angela Roberts conforms to acceptable standards, and as such is fully adequate in scope and quality. It is therefore approved as the fulfilment of the Dissertation requirements for the degree of Master of Business Administration.

Approved:

Dissertation Advisor

Date

The University XXXXXX 2007

CERTIFICATION STATEMENT

I hereby certify that this paper constitutes my own product, that where the language of others is set forth, quotation marks so indicate, and that appropriate credit is given where I have used the language, ideas, expressions or writings of another.

Signed Student xxxxxx

ABSTRACT The Contribution of Human Resource Management to Operational Performance in the Police Service by Student xxxxx

This paper sets out the detail of a study of HR contribution to operational performance in the police service, asking the question is HR contributing to operational performance? In addressing this question two sub -questions have been answered: Is HR positioned to contribute? and Can a link between effective HR and operational performance be identified?

Although the importance of HRs role is recognised with scarce resources available for delivery of front line policing there is a need to demonstra te contribution to organisational performance and a return on investment. In evaluating HR within the police service where people are fundamental to the delivery of performance, four areas have been identified from a review of published works: the role of HR, HR measurement, service delivery and adding value, and HR integration, which it is contended form the basis for HR to be positioned to effectively contribute and demonstrate impact on operational performance. To investigate whether HR is positioned to fully contribute and whether a link between effective HR and operational performance could be established, a framework for evaluation has been developed exploring operational managers perspective on the four areas.

Evidence was found to suggest progress has been made in integrating HR into the business of policing and in developing HR to contribute to operational performance, although there is still some way to go. HR within the police service needs to consider its traditional role and further embrace not only the strategic partner role, but the roles of employee advocate and human capital developer, identified by Ulrich and Brockbank (2005a) moving away from the administrative policy developer role. Perception of service delivery and added value was f air with areas for development clearly identified, and the need for greater clarity in HR measurement and provision of management information. Although a discernable link could be identified between operational performance and effective HR, this needs to be further exploited with all opportunity taken if there is a desire to turn this into improved operational performance. Overall HR is contributing to operational performance but not as effectively as it has the potential to do.

Acknowledgements

The undertaking of this study has been an extremely intense and time consuming exercise, the completion of which could not have been achieved without the enduring support of my husband Nick and two small but patient children who have been without their mum for hours, days and seemingly months. I thank them for their love and understanding. I would also like to thank Warwickshire Police and their many staff who contributed to this study, along with the Directors of HR from Cheshire, Dorset and Surrey for their time and excellent assistance. My thanks also extend to some very busy national figures within the police service from whose time and support I have greatly benefited and in particular the hospitality of the Metropolitan Police. Finally my supervisor Elizabeth Shaw who has been there for me from the start and whose feedback kept me on track.

Contents Page
CONTENTS PAGE ................................ ................................ ................................ ............................ 7

List of Tables ................................ ................................ ................................ ........... 9 List of Figures ................................ ................................ ................................ ........ 10 Glossary of Terms ................................ ................................ ................................ . 11
INTRODUCTION ................................ ................................ ................................ .............................. 12 LITERATURE REVIEW................................ ................................ ................................ .................... 17

Introduction ................................ ................................ ................................ ............ 17 Development of HR ................................ ................................ ............................... 18 HR Measurement ................................ ................................ ................................ .. 23 HR Contribution ................................ ................................ ................................ ..... 29 HR Integration ................................ ................................ ................................ ....... 33 Conclusions and areas for research ................................ ................................ ...... 35
METHODOLOGY ................................ ................................ ................................ ............................. 37

Introduction ................................ ................................ ................................ ............ 37 Research Design ................................ ................................ ................................ ... 37 Methods chosen ................................ ................................ ................................ .... 40 Link with the literature review ................................ ................................ ................ 42 Population investigated ................................ ................................ ......................... 43 Reliability and validity ................................ ................................ ............................ 46 Methodological weaknesses. ................................ ................................ ................. 47 Summary ................................ ................................ ................................ ............... 49
PRESENTATION OF RESULTS ................................ ................................ ................................ ...... 51

Introduction ................................ ................................ ................................ ............ 51 The Role of HR ................................ ................................ ................................ ...... 52 Ulrich and Brockbank roles ................................ ................................ ................ 52 HR competence ................................ ................................ ................................ . 57 HRs role within Forces ................................ ................................ ...................... 58 HR Measurement ................................ ................................ ................................ .. 60 HR Service Delivery and Added Value ................................ ................................ .. 66 HR Service Delivery ................................ ................................ ........................... 66 Added Value ................................ ................................ ................................ ...... 71 HR Integration ................................ ................................ ................................ ....... 74 Framework for evaluation of HR Contribution ................................ ........................ 81
DISCUSSION ................................ ................................ ................................ ................................ ... 85

Is HR positioned to contribute? ................................ ................................ ............. 85 Is there a link between effective HR and operational performance? ..................... 94 Is HR contributing to operational performance? ................................ .................... 95
CONCLUSIONS AND RECOMMENDATIONS ................................ ................................ ................. 96 REFERENCES ................................ ................................ ................................ .............................. 102 APPENDICES ................................ ................................ ................................ ................................ 105

Appendix 1 Appendix 2 Appendix 3 Appendix 4

Police Performance Assessment Framework ............................. 105 Chief Constable Questionnaire ................................ ................... 106 Directors/Heads of HR Questionnaire ................................ ........ 115 Observation Checklist Force Performance Board ................... 128 7

Appendix 5 Appendix 6 Appendix 7 Appendix 8 Appendix 9 Appendix 10 Appendix 11 Appendix 12 Appendix 13 Appendix 14 Appendix 15 Appendix 16 Appendix 17 Appendix 18 Appendix 19 Appendix 20 Appendix 21 Appendix 22 Appendix 23 Appendix 24 Appendix 25 Appendix 26 Appendix 27

Letters to Chief Constables of forces included in the study ........ 129 E-mail to Directors of HR: Cheshire, Dorset, Surrey .................. 133 Interviews with Directors of HR: Cheshire, Dorset, Surrey ......... 134 Operational Managers Questionnaire ................................ ......... 136 Observation Checklist Metropolitan Police HR Performance Meeting................................ ................................ ....................... 146 Interview Questions Home Office representative ....................... 147 Interview Questions Her Majestys Inspector (HMI) Personnel, Training and Diversity. ................................ ................................ 150 Interview Questions: ACPO Perspective ................................ .... 153 Interview Questions Chair of the Police Authority Warwickshire Police................................ ................................ .......................... 156 Interview Questions Chair of the Police Authority HR and Training Panel Warwickshire Police ................................ ...................... 158 Interview Chief Constable Warwickshire Police .......................... 160 Interview Questions operational managers Warwickshire Police 162 Focus Group HR Contribution to operational policing .............. 164 Summary of Respondents to the study................................ ....... 165 Ulrichs five roles for HR Professionals................................ ....... 167 HR competence in the five key areas ................................ ......... 168 Application of the multiplier to operational managers rating of competence ................................ ................................ ................ 169 Ranking of importance placed by operational managers on seven roles of HR ................................ ................................ ................. 170 Ranking of effectiveness placed by operational managers on seven roles of HR ................................ ................................ ................. 171 HR Style of Delivery ................................ ................................ ... 172 Analysis of HMIC Baseline Assessment 2006 ............................ 173 Framework for evaluation of HR contribution to operational performance scoring grid ................................ ......................... 175 Evaluation Results of HR contribution to operational policing .... 182

List of Tables
Table 3.1:Managers response rate ................................ ................................ .......... 45 Table 4.1: Strategic Partner ................................ ................................ ...................... 53 Table 4.2: Strategic Contribution ................................ ................................ ............... 54 Table 4.3: Delivery of Force Strategy ................................ ................................ ........ 55 Table 4.4: Human Capital Developer 56 Table 4.5: Employee Advocate ................................ ................................ ................. 56 57 Table 4.6: Leadership Table 4.7: Managers rating of Competence 58 Table 4.8: Rank Order of Importance 59 Table 4.9: HR Measurement ................................ ................................ ..................... 61 Table 4.10: Information used to benchmark ................................ .............................. 62 Table 4.11: Measurement ................................ ................................ ......................... 62 Table 4.12: Key Performance Indicators ................................ ................................ ... 63 Table 4.13: Customer Satisfaction ................................ ................................ ............ 64 Table 4.14: Data provided by HR ................................ ................................ .............. 65 Table 4.15: HR Standards 67 68 Table 4.16: Rank Order - Effectiveness Table 4.17: Style of Delivery Importance ................................ ............................... 70 Table 4.18: Style of Delivery Effectiveness ................................ ............................ 70 Table 4.19: Understanding of the Business ................................ .............................. 71 Table 4.18: Link with customer expectations ................................ ............................ 72 Table 4.21: Questioning of Impact ................................ ................................ ............ 75 Table 4.22: HR Strategy Development ................................ ................................ ..... 76 Table 4.23: Managers involvement in HR Strategy ................................ ................... 76 Table 4.24: Alignment of HR Strategy ................................ ................................ ....... 77 Table 4.25: Overall Delivery ................................ ................................ ...................... 80 Table 4.26: Force HMIC ranking (out of 43) ................................ .............................. 82 Table 4.27: Summary results ................................ ................................ .................... 83 Table 4.28: Evaluation of HR Performance ................................ ............................... 83

List of Figures
Figure 4.1: HR Roles ................................ ................................ ................................ 53 Figure 4.2: HR competence ................................ ................................ ...................... 57 Figure 4.3: Managers rating of HR. ................................ ................................ .......... 58 59 Figure 4.4: Importance of HR roles managers Figure 4.5: Effectiveness of HR ................................ ................................ ................ 68 Figure 4.6: Comparison of Importance with Effectiveness ................................ ........ 69 Figure 4.7: Comparison of Importance and Effectiveness: Style of Delivery ............. 70 Figure 4.8: Improving staff performance ................................ ................................ ... 79 Figure 4.9: Alignment with internal stakeholders ................................ ....................... 79 Figure 4.10: Alignment with external stakeholders ................................ .................... 80 Figure 4.11: Force Ranking ................................ ................................ ....................... 81 Figure 4.12: Average Scores ................................ ................................ .................... 84

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Glossary of Terms
ACC ACPO APA APACs BCU BME CIPD HMI HMIC HR HRM KPI PDR PPAF SLA Assistant Chief Constable Association of Chief Police Officers Association of Police Authorities Assessment of Policing and Community Safety Basic Command Unit Black and Minority Ethnic Chartered Institute for Personnel and Development Her Majestys Inspector Her Majestys Inspectorate of Constabulary Human Resources Human Resource Management Key Performance Indicator Performance Development Review Police Performance and Assessment Framework Service Level Agreement

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Introduction
This study aims to address the question: is HR contributing to operational performance in the police service? by investigating whether HR is positioned to contribute and evaluating whether there is a link between effective human resource management and operational performance. This is an area of growing importance as Fitz-enz and Davison (2002 p.298) express: the entire human resources dynamic has changed at the end of the day, youre going to be judged on how much your HR organization contributed to the overall goals and profitability of the company. This rings true for the police service as forces face the challenge of freeing up resources for front line service delivery.

This paper starts from the premise that effective human resource management has a positive impact on organisational performance. As Armstrong (2006 p.20) states: The assumption underpinning the practice of HRM is that people are the organizations key resource and organizational performance largely depends on them. Armstrong acknowledges the connection between HR practices and organisational performance needs to be made and there has been considerable research into whether HR practices have a positive impact and if so how. Becker and Gerhart (1996 p.797) concluded: at multiple levels of analysis there is consistent empirical support for the hypothesis that HR can make a meaningful difference to a firms bottom line.

In addressing the research question this study:  Explores academic and professional research and position on the contribution of Human Resource Management to business performance. 12

 Describes relevant developments in the police service, current provision of HRM, and measurement of police performance.  Researches current thinking on HR contribution within the police at national and force levels.  Compares the current position to theory on HR contribution.  Researches HR contribution in forces based on perception of key stakeholders, developing a framework for evaluation of contribution to determine whether there is a link between effective HR and operational performance.  Makes recommendations on the future of HRM for improved contribution to operational performance.

Over the past decade, police forces have become more performance driven, with clear performance targets identified nationally for local delivery. Recently the police service underwent a period of uncertainty with proposals for reform and amalgamation of forces; currently on hold, leaving force s to find alternative ways of delivering local policing, protective services, and efficient and effective support services within current budgets.

Police performance is measured through the Police Performance and Assessment Framework (PPAF) (Appendix 1), based on seven policing domains: Reducing Crime, Investigating Crime, Promoting Safety, Providing Assistance, Citizen Focus, Resource Use, and Local Policing, which could be argued form a balanced scorecard of policing performance, although a concern woul d be that not all domains are as well populated as others. Consultation on revision of PPAF is underway with plans for a new framework APACS (Assessment of Policing and Community Safety) to be 13

introduced during 2007. It is fair to say that current thinki ng on performance measurement and HR contribution is not fully developed, with the Resource Use domain having only four indicators for HR performance: Black and Minority Ethnic (BME) recruitment, Female Officer Strength, Police Officer, and Police Staff Sickness.

In investigating HR contribution, attention has focussed on the delivery of policing against the PPAF domains, considering linkage between the resource use domain and the other domains to establish evidence of correlation. HMIC inspect forces through a process of baseline assessment against an inspection protocol, which takes a broader view than the PPAF indicators. The inspection of HR is based on detailed assessment of documentation and processes, and takes account of impact on the business. HR is therefore measured and benchmarked against other forces at a national level. There is, however, little evidence that national performance indicators for HR are sophisticated enough to link their achievement to improved operational performance or to clearly demonstrate HRs contribution. It is on this basis posited that HR in the police service is still largely as Wright, Snell and Jacobsen (2004) describe: HR-focused rather than business focused, although this paper will show this is changing with HR professionals starting to consider business outcomes, which Wright, Snell and Jacobsen (2004 p.43) state: needs to be a concern of every HR professional, regardless of the amount of control they possess over the outcomes.

Lawler, Levenson and Boudreau (2004) identify HR functions rarely collecting data on the impact of their programmes and practices, which is recognisable within the police service, leading to a gap in understanding of how HR contributes to 14

performance and HR to be viewed as back off ice, not directly effecting front line delivery. With scarce resources available to deliver policing, there is a need to quantify and justify HRs contribution and ensure value for money. Gershon (2004 p.6) reporting on public sector efficiency identifie d efficiency gains of over 20 billion in 2007-08 across the public sector, defining efficiency as: making the best use of the resources available for the provision of public services . If HR is not shown to be effectively contributing to operational per formance, decisions could be taken without fully exploring the potential for human resource management to drive business performance through people.

Research has identified a connection between effective HR and organisational performance, which it is argued holds true within the police service. This study sets out to determine whether HR is positioned to contribute and whether a link between effective HR and operational performance can be shown, so answering whether HR is currently contributing.

Within the context outlined, this paper starts with a review of published research on HR contribution which has provided a framework for study of HR within the police service, and a basis from which to determine the research methodology. The literature review chapter outlines the review carried out and how areas for detailed study were determined. A description of the methodology used to address the research question and two sub -questions, why particular methods were chosen and how the survey population was id entified, is provided in chapter three. Chapter four presents the results of the study outlining the main findings in relation to HRs role, measurement, service delivery and added value, and HR integration. It is suggested there is both a gap and a need within the police service for a more systematic 15

process for measuring HRs contribution. As Lawler, Levenson and Boudreau (2004 p.28) state: HR often falls short when it comes to providing metrics that assess HR processes and practices from a strategic perspective. It also lacks analytic models that show the relationship between HR practices and the effectiveness of the organization. A product of this study is therefore a framework for evaluation, developed to enable the relationship between HR and op erational performance to be explored. Chapter five provides a discussion of the main findings, answering the research question through the sub -questions. The final chapter contains conclusions and recommendations for the future direction of HR within the police service.

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Literature Review
Introduction
This chapter documents a review of published works which add to understanding of HR contribution to organisational performance, exploring HR contribution from four perspectives:

 The development of HRs role, including strategic partner.  HR measurement, tracking development in thinking from the collection of basic metrics measuring HR activity to the balanced scorecard approach.  Approaches to research seeking to establish HRs contribution  Impact of the integration of HR on organisational performance.

Researchers have evidenced that HR does contribute to business performance, with the link between individual HR activities and business performance identified from the 1950s. A review of research from 1990 illustrates how thinking on HR contribution has developed from establishing links between single HR practices such as compensation (Gerhart and Milkovich, 1990), to combinations of policies and practices (Arthur, 1994), the impact of the HR system (Be cker and Gerhart, 1996), and the importance of managing human resources in executing strategy (Koch and McGarth, 1996). Kaplan and Nortons (1992) balanced scorecard framework has been developed as a tool to evaluate HR practices (Yeung and Berman, 1997), Becker, Huselid and Ulrichs (2001) HR Scorecard, and Ulrich and Brockbanks (2005b) HR value proposition, clearly advocating the role of HR practices, departments and professionals in producing positive outcomes. In considering how HR can best contribute, the importance of role within an organisation is clear, as is 17

measurement and demonstration of a link to business performance, perception of managers is key and HR integration within the business crucial to maximising potential for HR to contribute.

Development of HR
Fitz-enz and Davison (2002) provide a summary of the development of HR from the industrial age with personnel departments formed to meet the need to recruit, initially staffed by line employees and becoming the dumping ground for what they call the organizations casualties. Or as Groysberg, McLean and Reavis (2005) articulate; a strictly administrative function, which could be argued is the traditional role of HR, not central to the business, a back office function providing an a dministrative service increasingly having to justify itself as margins tighten and the need to contribute to the bottom line becomes more pertinent. The need to justify contribution increased as Personnel became more sophisticated in the post war period , developing with legislative intervention in the 1960s and 1970s, which coupled with social change and postwar growth of organisations, led to a call for specialists. (Fitz -enz and Davison) The need for specialists continued through the 1980s but with ch anges in the economic environment specialists took on roles designed to enhance productivity and quality, operating strategically as an integral part of the business. By the 1990s employment legislation had become a complex area and HR had developed as a profession, gaining in importance and starting to assert itself as a business player, responsible for ensuring the organisations human resource needs were met, and vital to the success of the organisation. The 1990s saw the development of the resource-based view of the firm, building on the work of Barney (1991) who emphasised the importance of a firms resources in gaining competitive advantage, human resources being no less important than other resources. In the UK the 18

professional institute for HR, th e Institute of Personnel and Development, gained chartered status in 2000. In the police service the need for professional HR expertise was recognised with forces starting to appoint qualified HR professionals to head the function, although it was only af ter 1995 when Police Authorities become employers of support staff that forces moved to integrated personnel departments dealing with police and support staff. In 1998 with the support of the Director General of the CIPD a police branch of CIPD was founded with the agreed mission: to support and enable policing through professional personnel and development practices. (Smith 2002) This has proved fundamental in professionalising HR and establishing HRs importance within the service.

By the mid 1990s the main functions of HR Departments globally had been identified and consideration was being given to how key HR activities (resource planning, recruitment, and development) influence productivity. Koch and McGarth (1996 p.336) suggest a central objective of HR is to enhance firms competitive position through creating superior human capital resources. Wan, Kok and Ong (2002) reinforce this; seeing strategic HRM as designing and implementing proactive polices and practices that ensure human capital co ntributes to corporate objectives. Groysberg, McLean and Reavis (2005) refer to the second wave of strategic HR in which HR asserts a central role in implementing the firms strategy. This accords with the current role identified by Fitz -enz and Davison (2002) which they see as having developed further than suggested by Koch and McGarth, staffed by HR professionals demanding inclusion in strategic planning and undertaking roles which clearly affect company performance, with senior management listening to HR in return for evidence of return on investment; HR becoming a value -adding function. This view is reinforced by Ulrich (1997a) who in Human Resource Champions 19

focuses less on what HR professionals do and more on what they deliver: the outcomes, guarantees and results of HR work. Expressing the link to organisational performance Ulrich stresses the role HR plays is key, with firms needing to move their HR professionals beyond being policy police and regulatory watchdogs to become partners, players, and pioneers in delivering value. The merit of this is clear, however as Pfeffer and Sutton (2006 p.25) state: the core activities that are in the traditional domain of HRM recruiting, determining rewards and recognition, including financial compensation, training and development, and so forth are far from disappearing The increasing competitive challenges facing firms though is not disputed and the key HR requirements identified by Ulrich (1997a p.21), are an accepted development of the traditional role:  See HR issues as part of the competitive business equation  Articulate why HR matters in business terms, starting with business value  Talk comfortably about how competitive challenges dictate HR activities Ulrich explains to create value and deliv er results HR professionals must define the deliverables of their work; not focus on HR activities. This is a fair point and has validity in the police service, however it is suggested core HR activities cannot be ignored.

Ulrich (1997a) defined four roles for HR: Strategic Partner, Administrative Expert, Employee Champion and Change Agent, stressing each had to be undertaken for HR to add value, which he saw being done in four ways: execution of strategy, building infrastructure, ensuring employee cont ribution, and managing change. Ulrich has developed his thinking, now proposing five roles: Strategic Partner, Employee Advocate, Functional Expert, Human Capital Developer and HR leader. The first four are an evolution from the original, the role of lea der newly defined as: 20

setting and enhancing the standards for strategic thinking, and ensuring corporate governance. (Ulrich and Brockbank 2005a p.26)

The necessity for HR to undertake various roles accords with Fitz -enz and Davison (2002), who believe HR must deal effectively with administrative work to be given the chance to provide strategic input. Although this is recognised, Beer (1997 p.51) makes an important observation: the administration and strategic role do not easily coexist in the same function or the same person.

Ulrich (1997a p.25) outlining the strategic role, highlights the starting point for determining whether HR is empowered to effectively contribute to performance, emphasising HRs strategic role in aligning HR strategies and practices with business strategy. and further turning strategic statements into a set of organizational actions. (p.57). Thereby, as he identifies, assisting the business: in adapting to change, meeting customer demands, and in achieving financial performance in execution of strategy. This is supported by Lawler and Mohrman (2003), who in a 2001 survey of HRs prog ress to becoming a strategic partner, the factors leading to this, and whether this leads to increased effectiveness of the HR function, concluded that although compared to previous findings (1995 and 1998) there had been no significant increase in strateg ic business partnering, there had been an increase in HR involvement in the business strategy process. Interestingly finding that HR is more likely to be a strategic partner when the Head of HR has an HR background. This is pertinent to the police servic e where a recent HMIC survey (2006) indicated that a number of forces do not have professional Heads of HR, less than half were operating at Chief Officer/Director level, and only just over half of HR leads were members of the most senior team, not all ful l members. Lawler and 21

Mohrmans (2003) research showed that where HR is a full business partner there is increased emphasis on HRs role in organisational planning, design and development, concluding the greatest benefits occur when HR is a strategic busi ness partner, fully participating in the development and implementation of strategy. Further, that partnership requires increasing trust in line managers and transferring HR accountability to them in areas where HR previously exercised control and provided service. Teo and Crawford (2005) support this in a case study of an Australian public sector transport company where a growing need was identified for HR to be part of the top management team and engage in business partnership. The success of the HR department in doing this was influenced by the extent it focused on outcomes and involvement of senior HR in strategic decision -making, with the requirement for line managers to accept HRM responsibilities identified as key to success.

Ulrich and Brockbank (2005b) identify an important role for HR in building organisational capability, putting organisational culture at the centre of HR strategy to deliver the greatest impact on performance through key HR practices - flows of people, performance management, information and work - designed to impact on creating and sustaining the desired culture and behaviours. Ulrich and Brockbank recognise this challenges HR leaders aspiring to be effective in aligning HR with their organisations and in matching resources with business requirements. This challenge is real in the police service where culture is recognised as key in delivering a citizen focused approach to policing, which requires forces to change how they operate, and staff to change attitudes and behaviour s. HR is fundamental to this from the way people are recruited, led, empowered and developed, which must be integrated in a business strategy designed to meet the expectations of the public. 22

HR Measurement
To understand and assess HRs contribution measurement is clearly needed, however Fitz-enz and Davison (2002) cite the inability of HR to demonstrate a quantitative and qualitative effect on the business, which they believe has added to managements view of HR as an administrative cost centre. Lawler, Levenson and Boudreau (2004) conclude an important contributor to HR playing a strategic role is having the right metrics and data, which many of the firms they studied did not. Their research showed that HR organisations able to perform strategic analytics are most likely to be positioned as strategic partners; analytical data about strategy and organisational effectiveness being a powerful way to gain a seat at the table, whilst in their view data about the operation of the HR function is not.

Thinking around appropriate measurement to demonstrate HRs contribution has developed and it is clear that measurement is key if HR is to demonstrate its contribution and develop as a strategic partner exerting mor e influence. As Fitz-enz and Davison (2002 p.17) state: There is no question that performance measurement is required of all people who choose to have an effect on their organizations. This clearly applies to HR, but getting HR professionals to accept this is a different matter; Yeung and Berman (1997) refer to HR as less prepared than other functions to quantify impact on business performance. Ulrich (1997b) cites a common weakness of HR professionals as fear of quantitative, measurable results, and F itz-enz and Davison (2002) describe avoidance of connecting to business issues, burying heads in individual jobs, blaming customers for not understanding the function and heralding the difference of the function.

23

Fitz-enz and Davison (2002) describe sixty ways to measure cost, time, quantity, quality, and human reactions, but contend; the most important measure is managements satisfaction with HR. The importance of measurement to cost HR interventions, time taken, quality etc is not disputed but it is suggested is only a starting point in defining contribution. Appraisal of efficiency and effectiveness of the HR function, as an indicator of departmental performance, does not in itself assess the impact of HR on business performance. Fitz -enz and Davison consider in detail the purpose and use of data in each area of HR, identifying valid ways of using measurement in adding value: Measurement is more than an exercise in collecting data and reporting data. It can identify problems by type. (2002 p.208) In reviewing training evaluation they make a pertinent point in asking: Can we discern a line-ofsight connection between training and operational improvement. (2002 p.187) It is suggested this is relevant to all areas of HR and that there should be this line-of-sight from all HR activity to operational performance.

Whilst accepting customer satisfaction levels are an important indication of whether HR is meeting expectations and perceived to be adding value, it is apparent that this in itself does not demonstrate contribution to performance. Customer satisfaction is important in enhancing the credibility of HR thus enabling HR to contribute. However, HR cannot always deliver exactly what the customer wants, which can lead to tensions in service delivery. As Dalziel (2005 cited by Smethurst p.28) stated: the key to success is that strategic business partners are proactive and identify key initiatives that will help the organisation, rather than react to managers HR needs.

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Ulrich (1997a) asserts that value should be defined by the receiver not the giver, adding that value should be value to the business; shifting focus from what is done to what is delivered. (1997a p.96) Whilst recognising the importance of HR practices being aligned with t he needs of internal customers, Ulrich sees alignment with external customers as key. Ulrich and Brockbank (2005b) in developing the concept of HR value being determined by the receiver (employees, line managers, customers and investors), emphasise HRs responsibility to understand who their key stakeholders are and what is important to them, stressing that perceptions of what adds value to stakeholders must be accurate. Another facet to this is that perceptions of external customers of service are derive d from the behaviour of employees, thereby giving HR opportunity to contribute through understanding the organisations customers. In the context of policing it is suggested alignment with external customers is relevant to HRs contribution, where the pur pose of the organisation is to protect and serve the public, understanding customer needs and expectations is key to success. Ulrich (2005 cited in HR Focus p.6) emphasised the importance of external customers: HR professionals need to consider how to add value, not just to employees and managers, but also to customers and investors The goal .to do something that makes a difference to the business results. This is exactly what HR within the police service is rightly being called upon to do.

Accepting measurement is essential, it is important to consider whether HRs reluctance to measure has been overcome. Lawler, Levenson and Boudreau (2004) outline how HR functions are still collecting data on their efficiency and effectiveness rather than on the business impact of their programmes, which they state is hampering progress towards becoming a strategic partner. As they outline, efficiency

25

of the HR function, i.e. how well the function performs in administrative tasks, is the easiest to collect, but although worthwhile, does not address service quality and impact on organisational effectiveness. Effectiveness measures looking at whether HR programs and practices have their intended effect, of which customer satisfaction surveys are part, they see as still focused on the HR function. Therefore defining a third set of metrics, which demonstrate impact as a means of expressing the link between what HR does and tangible effects on the organisations ability to gain and sustain competitive performance, as a powerful way for HR to add value.

The use of benchmarking to compare performance has been widely explored; however, as Ulrich (1997a) states benchmarking can be a trap into looking at isolated single practice areas when HR should be looking at the overall effect of HR practices. Becker and Huselid (2003 p.56) also advise caution; pointing out that benchmarking cannot be relied on to justify HRs contribution to the organisation, stating: no published research supports a relationship between typic al HR performance benchmarks and ultimate firm performance. Becker and Huselid believe benchmarking fails to measure HRs contribution to firm success, suggesting HR professionals should judge their performance against the performance of their firm rather than the HR efficiency of other organisations. This means, as they state: the measure of HRs strategic performance must be focused internally on those unique, strategically relevant contributions - not externally on non-strategic measures such as cost per hire They add that adopting customised strategic performance measures based on the firms strategy, is where HR can truly demonstrate its value. It is suggested this will be a significant but necessary change for HR within the police service, if sustainable operational performance is to be underpinned by effective HR practice. 26

When considering measurement of organisational development Fitz -enz and Davison (2002) start to highlight a link to business performance, identifying organisational development as contributing to productivity, quality, service, responsiveness, development and survival of the business, which is where HR should be measuring to demonstrate contribution. They propose an HR value chain model, which provides good examples of the outcome, impact and value-added implication of an HR intervention, but is based on a single intervention and does not quite make the step to identifying a consequence on operational performance, i.e. productivity. Fitz -enz and Davison (2002) provide sound advice on demonstrating value: to ask what difference your action or the outcome will make, and to keep asking until a visible result appears. Ulrich (1997a p.10) makes a similar point, putting emphasis on HR professionals whom he rightly states: need to frame what they do in terms of the capabilities they must create.

A methodology for measurement of outcomes and link to business performance has emerged with the development of the balanced scorecard approach. Yeung and Berman (1997) built upon a bal anced scorecard framework in a study which addressed three questions central to establishing the relationship between HR and business performance: whether HR practices make a difference in business results, the way HR practices add value to business perfor mance and most appropriate HR measures to drive business performance. They argue for dramatic changes in HR measures, away from HR-driven to business-driven measures, focusing on the entire HR system not individual practices. By developing the right meas ures, they concluded, HR would be able to demonstrate strategic relevance and firmly establish its status as a strategic business partner, contributing to business success.

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Ulrich (1997a p.58) also advocates adoption of a balanced scorecard approach emphasising that to be true strategic partners, HR executives need to be equally accountable for all segments of the balanced scorecard, not just for the employee dimension. HR must: master their businesss financial and customer issues and recognize their contribution to the attainment of these goals. Whilst accepting overall accountability for the scorecard: HR professionals should provide intellectual leadership on the employee dimension. In an article on Measuring Human Resources Ulrich (1997b) reinforced the importance of accurately measuring the employee dimension as the basis for tracking the impact of HR, using measures of productivity, people and process, coupled with audits of the HR department, including processes, customer value and cost/benefit.

Becker, Huselid and Ulrich (2001) take a holistic approach to the HR system of organisations with the HR balanced scorecard, focused on measuring HR in order to understand whether, and if so by how much, HR architecture contributes to firm success, importantly identifying HR deliverables that support global performance. Ulrich and Brockbank (2005b) are clear that success of an HR initiative should be measured on what it does for the organisations key stakeholders not on how well it was designed.

Belcourt (2001) highlights a fundamental issue supporting measurement: the view of many executives that unless HR can demonstrate impact on bottom line, it will continue to be seen as an overhead. Belcourt believes HRs contribution can be measured and that this is imperative, pointing out that if contribution is not measured it cannot be improved. Belcourt proposes a model for measuring contribution emphasising the case for measuring HRM impact rather than the HR function. Her 28

5Cs of HR Effectiveness; compliance, client satisfaction, culture management, cost control and contribution, provide a framework for asking questions and a different way of monitoring HR.

HR Contribution
Research seeking to establish HRs contribution has provided evidence that effective HR can add value and make a significant contribution to businesses. The research outlined in this paper has considered HR contribution from different perspectives, showing a development in thinking. Becker and Gerhart (1996 p.792) comment ed that although studies had put forward a direct test of the relationship between HR and firm financial performance there had been: little insight into the process by which this value was created, finding little consensus on how to achieve the potential of HR, other than to organise the firms HR system from a strategic perspective, which it is suggested provides a starting point from which to develop the role and delivery of HR, but needs further investigation to support the hypothesis that HR makes a demonstrable contribution to business performance, and to establish what HR does that makes that contribution. Gerhart and Milkovichs (1990) research based on the implications of compensation schemes on organisational performance started to bring HR practices into focus as potential contributors to performance looking at the effect of HR practices on organisational decisions and human resources within the organisation, which is clearly an important area of research and one that has contributed to the holistic approach to measuring HR contribution.

Arthur (1994), took a wider view of HRM, looking at groups of practices and the contrast in effectiveness between different human resource systems -control or commitment - on manufacturing performance, linking this with turnover, which he 29

hypothesised had a negative impact on performance. Arthur identified a gap in literature on human resource systems at this time, citing his own earlier research (1992) on applying cluster analysis techniques to groups of pr actices as one of the first published.

Huselids (1995) work studying a broad range of industries and firm sizes, examining the full range of HR practices for impact on both employment outcomes and corporate financial performance, focused on the impact of what he called high performance work practices on three key areas: turnover, productivity and financial performance, taking a strategic rather than functional perspective. Huselid hypothesised that if as literature suggests employee behaviour, affected by HR practices, impacts organisational performance, then turnover and productivity are affected by effective HR practices, so providing a return on investment ultimately impacting on financial performance.

Taking seven HR practices together Delaney an d Huselid (1996) reviewed application as a human resource system, which they identified as the appropriate level at which to analyse impact on firm performance. Their findings indicate that progressive practices (those affecting employee skills, motivatio n, and the structure of work) did positively relate to firm performance. Wan, Kok and Ong (2002) concluded that bundles of HR practices contribute more than individual HR components, with effective implementation of key strategic HRM practices bringing higher levels of organisational performance.

Evidence therefore suggests individual practices are unlikely to have the impact on organisational performance that an effective HR system linked to organisational goals 30

can, if appropriately implemented. Beck er and Gerhart (1996) recognise from the work of Arthur (1994) that rigid HRM systems potentially lead to less productive environments, which is supported by Huselid and Becker (1995 cited in Becker and Gerhart, 1996 p.784) who found bureaucratic HR can have: economically and statistically significant negative effects on firm profitability... This is potentially an issue within the police service where tension between national policies, initiatives and regulations, and the need to align with force strat egy, could have a negative impact on HRs ability to contribute.

Becker and Gerhart (1996 p.779) studying the impact of HRM, articulate a believe that human resource management decisions: are likely to have an important and unique influence on organiza tional performance, although recognising this needed further research directly into the impact of HR decisions on performance outcomes, such as stock performance, productivity, quality, etc. which they saw as meaningful metrics against which to measure HR. Becker and Gerhart (1996) add weight to the argument for HR to become a strategic partner, seeing this as HR going beyond its traditional role, further recognising88 HR architecture rather than individual practices supporting firm performance.

Yeung and Berman (1997) found evidence from their review of research that HR practices do make a difference to business results and that synergy and congruence among practices had an important impact. Their aim was to develop a conceptual framework that outlined specific ways HR could exert an impact, leading them to propose a framework, building on Kaplan and Nortons balanced scorecard (1992) and Ulrich and Lakes (1990) strategic HR framework, for HR to develop the right measures against which to determine overall impact on business performance. 31

The importance of joining up HR practices and aligning practices and the HR system with organisational strategy appears to be key, as Youndt, Snell, Dean and Lepak (1996) acknowledge from research evidencing HR activ ities as central to the link between employee capabilities and performance, further adding to the debate by outlining two perspectives on how this can be tracked: The universal or best practice approach, which implies a direct relationship between particul ar approaches to human resources and performance, and the contingency approach where the organisations strategic posture is seen to either augment or diminish the impact of HR practices. Youndt et al do not see these approaches as mutually exclusive, seeing each adding value to the discussion, and utilising both in their study of manufacturing plants, which found support for the hypothesis that an HR system focused on enhancing human capital is valuable in strengthening operational performance. As they summarise (p.853): maximizing performance appears to depend on properly aligning HR systems with manufacturing strategy.

Research has shown HR does contribute to performance, and most effectively as a strategic partner involved in development and implem entation of strategy. If Becker and Huselid (2003) are correct in their assertion that executing a firm's strategy successfully has a six times greater impact on shareholder value than choice of strategy, and in the role identified for HR as a strategic p artner turning strategy into implementation, the case for an HR strategy which underpins organisational strategy is clear. Wright, Snell and Jacobson (2004) review approaches to HR strategy and provide examples of ways firms can move from an HR-focused to a business-focused strategy, concluding that although the link between HR strategies and business has improved, significant progress is still needed. Wright Snell and Jacobson put forward the inside-out versus outside-in approach to HR strategy development, outside-in 32

being the approach to strive for with HR strategy built from the starting point of the business taking account of the customer, competitor, and people issues faced, in deriving the HR strategy. Citing the work of Golden and Ramanujam (198 5) in grouping HR strategy development into four models to assess the linkage between HR and the business:  The administrative linkage: HR function completely divorced from the strategy of the business.  The one-way linkage: top managers provide the HR funct ion with the business strategy, HR then develop practices and processes to help implement.  The two-way linkage: HR provide information to top management for consideration in development of business strategy, business strategy is then handed back to HR to help in implementation.  The Integrative linkage: senior HR executive part of the top management team, at the table, contributing during development of business strategy.

Wright, Snell and Jacobson (2004) sought to establish progress in strategy development, concluding that HR functions through their strategies are better able to add value by taking an outside -in approach. This accords with the view of other writers in relation to the strategic role of HR, the importance of understanding external customers and of linking HR strategy to business strategy.

HR Integration
Ulrich and Brockbank (2005b p.6) advocate: HR must align practices with the requirements of internal and external stakeholders. In line with the outside -in approach, and perhaps providing the answer to ensuring HR contribution to organisational performance. How alignment is achieved however is more complex. 33

Ulrich and Brockbank present five elements forming a blueprint for the HR value proposition, as explained by Ulrich (2005 cited in HR Focus). Integration within the business through: knowledge of external business realities; serving external and internal stakeholders; crafting HR practices, (for people, performance, information and work); building resources (HR organisation and st rategy); and assuring HR professionalism, via roles and competencies, providing a sound basis for HR to add value and contribute to organisational performance. The importance of these competencies enabling HR to contribute are outlined by Ulrich and Brock bank (2005b), with strategic contribution identified as accounting for almost half of HRs total influence and therefore most critical to business success.

Sanifilippos (2006, cited in HR Focus) checklist approach to making HR indispensable has some similarity with Ulrich and Brockbank's (2005b) approach: positioning as a strategic partner, serving internal clients and adding value, staying current, connected and competitive, promoting achievements and asking for support. Sanfilippos (p.7) advice: ask everyday: How can I impact the performance of my company? An obvious question, challenging HR professionals to think and operate in this way.

Advocating the role of strategic partner Ulrich (1997a) recognises in performing this role HR professionals work with line managers to develop and manage a process, which creates an organisation to meet business requirements. The importance of aligning HR plans to business plans cannot be overstated, with integration leading to a plan highlighting HR practices that are priorities for delivering business results, reinforcing that HRM is integral to the strategic management of any business.

34

As Belcourt (2001) summarises, research has shown that HR practices can have an impact on organisational performance in measurable ways, with the best studies establishing that sophisticated and integrated HRM practices have a positive effect on employee performance by increasing knowledge, skills and abilities, improving motivation, reducing shirking and increasing retention of competent employees. Integration was raised as a key issue by Becker and Gerhart (1996) who proposed that HR systems only have a systematic impact on the b ottom line when they are embedded in a firms management infrastructure helping solve real business problems, citing Stalk, Evans and Shulman (1992) as stating that a properly aligned HR system would represent a core capability. Becker and Gerhart (1996 p .797) conclude that both the HR system and the HR function must have as their principal focus a set of properly aligned HR policies that solve business problems and support the firms operating and strategic initiatives.

Conclusions and areas for research

It is hypothesised that the ultimate role of HR is to ensure the organisation gets the very best from its people resources and to do this effectively HR needs to be properly positioned. Four enablers have been identified from the literature review as r equired for HR to be positioned to effectively contribute: the role of HR, measurement of HR, service delivery and added value, underpinned by integration of HR within the business. If these four enablers are in place it is suggested a link between HR and operational performance will be clearly discernable and HR will be effectively contributing to operational performance. This provides a framework for the study of HR contribution to operational performance in the police service. Investigating the role of HR against the hypothesis that this has a number of facets with operating at a strategic level essential. Considering whether HR measurement is designed to 35

demonstrate impact rather than efficiency and effectiveness, whether service delivery is effective, business-focused and adding value leading to HR credibility, and whether HR is integrated, with HR strategy aligned to business strategy. By establishing whether HR is positioned to contribute and whether there is a link between HR and operational perf ormance it is suggested the question of whether HR is contributing to operational performance will be answered.

36

Methodology
Introduction
The driving factor in establishing an area for study was professional interest in demonstrating how HR can positively contribute to organisational performance. The police service is experiencing a period of change as forces rise to the challenge of delivering improved performance with current resources. The police service has become increasingly performance-focused in relation to operational policing, with support departments seemingly lagging behind in development of performance indicators forming an integrated part of performance management.

The method of study starts from the researchers assertion that HR within t he police service is acknowledged as important, but is neither as fully integrated into the business, nor widely recognised as a contributor to operational performance. The literature review provided direction on areas to be explored, addressing: Is HR contributing to operational performance? through two sub -questions: is HR positioned to contribute? and is there a link between effective HR and operational performance? The areas identified for investigation were role, measurement, service delivery and added value, and integration, which provided the basis for design of the research. This chapter shows how these areas were explored with participants included in the study.

Research Design
The literature review provided an understanding of academic and professional thinking on HR contribution to business performance, and directed design of primary research, combining the main study areas which, it is asserted, address whether HR 37

is positioned to contribute and whether there is a link between effectiv e HR and operational performance, together answering whether HR is currently contributing. Research has identified various roles for HR and considered how these contribute to business performance, with the need for HR to operate strategically to fully con tribute being a clear theme. It was therefore important to understand HRs role in the police service, as was HR measurement and how this was linked to operational performance, with the starting point of establishing whether measurement was in place and on what basis, recognising the right measures are required to demonstrate HRs contribution. Customer perception of service delivery and adding value was investigated by testing whether HR was meeting the needs of managers, perceived as adding value and contributing, acknowledging perception of effectiveness leads to greater opportunity to contribute. HR integration was identified as essential for HR to make an effective contribution leading the research to be designed to consider how well HR is integrated within forces. The research methodology and the methods used were designed around these areas, in addressing the sub -questions to answer the question of whether HR is contributing and to provide enough insight for recommendations to be developed.

To fully explore the four areas, the research was designed to gain the views of a range of stakeholders requiring different research methods focusing on both primary and secondary sources, covering a number of perspectives gained from contact with stakeholders identified as having influence on the direction of HR, along with as many forces as possible and as many operational managers as achievable to gain a representative perspective across the service.

38

Research design took cognisance of the definition provided by Johnson (1994 cited in White 2005 p.21): A focused and systemic enquiry that goes beyond generally available knowledge to acquire specialised and detailed information, providing a basis for analysis and elucidatory comment on the topic of enquiry. With this in mind research methodology was designed from the starting point of collection of secondary data. Published data readily available including HMIC Baseline Assessments and PPAF performance for all forces utilised, and reviewed for the forces stud ied in detail.

To provide the depth and breadth of data required, obtaining both detailed views of key stakeholders and comparative views, primary research was designed to use both qualitative and quantitative techniques to address all aspects of the res earch question. Qualitative research included semi -structured one-to-one interviews, a focus group and observation data collection techniques designed to gather perceptions and opinions and gain a detailed understanding of current practice. Quantitative techniques were used in the form of questionnaire surveys, designed to collect comparable data from a number of participants, which was both nominal (no natural ordering) and ordinal (natural ordering) used to provide an overall evaluation to rank and compare.

The study encompasses the police service in England and Wales, with all forty -three forces included to gain a representative view. It was identified that study of how HR operates within forces was required, with one force, Warwickshire, selected f or detailed primary research due to access of the researcher to operational management and opportunity for participant observation. It was recognised that one force would not necessarily be representative so additional forces were sought for detailed study. As Bechhofer and Paterson (2000) state the decision on where to 39

carry out research and on whom to focus is at the heart of the research design. In the police service, the population of forty -three forces was fixed; Warwickshire the obvious choice for study, but there was choice in additional forces. To make the research manageable within given timescales a limit to number of forces studied was needed, leading to three additional forces being designed into the research, providing a sample of nearly 10% so enabling a broader insight and understanding of HR delivery, and findings to be compared.

It was recognised that key national stakeholders would provide an important contribution to the aims of the study; these were identified as the Home Office, ACPO, HMIC and the Association of Police Authorities (APA). Other opportunities for information gathering to complement the study were built into the design including observation of an HR performance meeting at the Metropolitan Police, the largest force in the UK, included on the recommendation of the HMI as a good example of HR integration with operational performance with an effective structure for monitoring and a performance framework in place.

Methods chosen
Data gathering took a number of forms each designed to contribute to the research objective in a systematic and structured way, building on the literature review and collection of secondary data. The starting point for primary research was to collect the views and opinions of key stakeholders to set the context of HR. Semi-structured interviews were identified as a way of opening a detailed dialogue whilst ensuring areas of specific interest to the research were addressed.

40

Questionnaire surveys of Chief Constables (Appendix 2) and Directors/Head s of HR (Appendix 3) were an effective way to engage forces, taking into account the geographical nature of the survey population. The potential for low response rates was recognised and steps were taken to mitigate this with the significance of the survey being outlined with a statement of support from HIMC. E -mail was identified as the most effective way to distribute surveys, with alternative options for return built in along with the opportunity to return anonymously. Follow up on non -return was planned and extensively used.

The approach of researching one force in detail enabled the use of a range of research techniques which combined to provide a picture of how HR operates within a force, and enabled gaps in establishing the link between HR and op erational performance to be explored. Methods used included semi -structured interviews with managers and a focus group. Participants were provided with areas for discussion in advance and given a summary of the dissertation aims. The interviews and focu s group were designed to broaden the studys representation and ensure all areas were explored, providing the opportunity to talk in detail with managers and explore from their customer perspective: HRs role in contributing to operational performance, perception of whether this currently happens, and whether they could see or had thought of potential links, recognising that if customers do not see the need for HR to contribute there will not be the demand for this to happen. The focus group environment enabled managers to discuss ideas and views and to explore experiences and issues in a structured way. Participant observation was carried out at force performance meetings (Appendix 4) supported by collection of secondary data including minutes of meetin gs, reports and published strategies and plans.

41

In meeting the aim of attaining a wider understanding of HR within forces, a plan for study of the additional forces was developed aimed at identifying differences leading to a greater or lesser contributio n. Support of the forces was gained by formal contact with Chief Constables (Appendix 5) and by formal and informal contact with the respective HR Directors (Appendix 6). Methods used included collection of secondary data (Force Strategy, HMIC Baseline report, HR Strategy and Plan, HR performance framework) and semi-structured interviews with HR Directors to gather detailed information and explore areas of practical application of HRM. Question areas for interviews (Appendix 7) were provided in advance a nd included HMIC grading, monitoring and measurement of HR performance, the role of HR, involvement in force strategy, development of HR strategy and HR integration.

A questionnaire survey of operational managers within the four forces studied (Appendix 8) was used to gather the perspective of managers across ranks so that a comparison of how HR is perceived to operate and contribute could be made within the evaluation framework.

An observation checklist (Appendix 9) was developed to effectively observe the Metropolitan Police performance meeting. The detailed evaluation report provided for the meeting was read in advance and advantage of opportunities to ask questions before and after the meeting was taken.

Link with the literature review

Areas for investigation identified from the literature review: role, measurement, service delivery and added value, and integration, were explored with all participants in the research. Each of the methods used to gather data followed these areas, with 42

detailed questions developed under each of headings, to gain the perspectives of key stakeholders on each area.

The research reviewed provided a premise that to fully contribute to business performance, HR has to be engaged at a strategic level. Understanding the viewpoint of Chief Constables and how they engaged HR within their forces was therefore key. The wider HR perspective was sought to gain a perspective on the role and integration of HR in forces, providing the rationale for Directors/Heads of HR to be surveyed. An area of questioning specifically on HR measurement was developed as part of the primary research, complimented with examples of secondary data so providing evidence of current measurement areas. The importance of customer perception was recognised leading to the survey of managers, who could give their perspective on service provided, how this added value to operational policing, and provide an insight into the view of managers on the role and level of integration of HR into policing.

Population investigated
To fully address the research question, in line with the aims of the study and literature review, it was important to include a broad range of participants to the extent achievable within available timeframes with the need to engage key s takeholders in the development and delivery of HRM in the police service identified at the outset. Interviews were carried out with representatives of the Home Office, (Appendix 10) HMIC (Appendix 11) and the Association of Chief Police Officers (ACPO) (A ppendix 12), to understand the national perspective on HR contribution. The APA was identified as a key stakeholder, Police Authorities being the bridge between local people and the police (Williams, 2004). Two Police Authority members were

43

interviewed exploring their role, governance and scrutiny, and understanding how they saw HR contributing to operational policing. For reasons of accessibility, the Chair of the Police Authority and lead on HR for Warwickshire Police were interviewed. (Appendices 13 and 14)

Taking on board advice provided by White (2005) that if the population is fifty or less, the whole population should be used in the sample, all Chief Constables in England and Wales (43) were included in the survey population to understand differe nces in HRs role within forces and contribution made, however it was disappointing that only three Chief Constables responded to the survey.

A survey undertaken by HMIC in 2006 indicated that HR was not operating at the most senior level in all forces, and showed a lack of consistency in terms of role and level of the most senior HR practitioner with a mixture of Director and Head of HR job titles, not all post incumbents seen as the HR lead, which in some cases was the Assistant Chief Constable, or Dire ctor of Resources. For the purpose of this study surveys were sent to individuals designated as Director or Head of HR (all referred to in this study as HR Directors). Again with a population of forty -three a survey of all forces, excluding Warwickshire where the researcher was the post incumbent, was undertaken to understand how HR professionals saw their role and had developed the function to contribute to operational performance. Twelve surveys were returned, a response rate of 29%. The researcher di d not complete a survey to avoid influencing findings in line with the hypothesis.

The internal customer: managers, with direct responsibility for operational policing, were important in understanding HRs contribution to operational performance. 120 44

managers (30 from each force, as a statistically significant number) were surveyed; aimed at exploring views of HRs contribution in terms of role, service delivery, adding value and integration. The process used for selection in Warwickshire was to produce a list of managers (Sergeant to Chief Superintendent) in alphabetic order and to select on the basis of every tenth name, ensuring representation at each rank. The HR Directors from the other forces were asked to identify participants in a similar way, which were then provided to the researcher. Survey return rates differed between forces (Table 3.1), an overall response rate of 23.33% being achieved.
Table 3.1:Managers response rate

Research was conducted in Warwickshire for reasons of accessibility including interviews with the Chief Constable (Appendix 15) and five operational managers (Appendix 16). The Assistant Chief Constable (Territorial Operations) was selected based on role and responsibility for delivery of operational policing. With two B asic Command Units, responsible for performance in geographical areas, the Commander from one and Operations Superintendent from the other were interviewed based on availability. One District Chief Inspector and one Sector Inspector were randomly selected. Warwickshire provided suitable logistics for a focus group, (Appendix 17) with fourteen potential participants selected from the list of managers on the basis of every twentieth name, having excluded those selected for interview or to receive a questionnaire. In the event eight managers ranked Sergeant to Chief Inspector attended. 45

The decision on additional forces to study was made in discussion with the Lead Staff Officer to HMI (Personnel and Training), leading to Cheshire, Dorset and Surrey being identified. The criteria for selection was forces demonstrating best practice in HR, which was seen as crucial to meeting the aim of investigating the link between effective HR and operational performance. When matched with overall force performance it was evident that the four forces provided a spread across the spectrum of performance.

A summary of respondents and response rates is provided in Appendix 18.

Reliability and validity

To ensure reliability and validity in the research design the original aims of the study were considered and used throughout the design process with the research question and sub-questions continually referred to. White (2005) explains that validity is about ensuring the research design fully addresses the research question s and objectives to be answered and achieved. The research questions and aims of the study were relevant in selecting the survey population and in determining primary and secondary data required. In identifying each participant, consideration was given t o which aim each supported and what they would contribute to the research question. In preparation for each interview, the relevant aims were extracted and provided to the participant along with questions developed to address specific elements of the research. The research questions and areas for investigation were used to form the basis of all questioning, with continual review to ensure these areas were being thoroughly examined with regular appraisal to ensure the right quantity and quality of data was being collected to address the research question, with supplementary

46

secondary data collected where appropriate, and to provide enough evidence to develop conclusions and recommendations.

As White (2005 p.25) defines reliability is about consistency and research, and whether another researcher could use your design and obtain similar findings . The design of this research was planned to be as comprehensive as possible, enabling data to be compared and analysed. Qualitative data was collected to identif y themes and trends in current practice and the position of HR within the service in relation to performance delivery. Quantitative data was collected on HR and operational performance already measured and available (PPAF) and from the surveys and consolidated in a framework for evaluation of HR contribution. Quantitative and qualitative research has been combined to look at the same issue HR contribution from a number of viewpoints to verify the conclusions reached, through a number of different approaches or method triangulation to provide a thorough understanding. (White 2005) This has been developed and recorded to enable the same study to be carried out again.

Methodological weaknesses.
It was acknowledged, Warwickshire, although providing accessibility might not be representative of the police service, and the role of the researcher within the force, although having the benefit of understanding HR, could be a source of bias in determining good practice. This was managed with the inclusion of additional forces to provide a more representative study, and by the researcher taking an independent perspective in development of the research methodology and a dispassionate approach in undertaking the research.

47

The researcher working within the s ervice facilitated access to stakeholders, but was acknowledged as a potential source of bias in determining the survey population. It was therefore important that participants were identified entirely on the basis of their contribution not on personal co ntact. Advice was therefore sought from HMIC on appropriate interviewees and forces for in -depth study with care taken to, as far as possible, randomly select subjects for interview and survey completion. The researcher was however still known to many of the participants, which meant appropriate preparation in advance of contact and formal parameters and ground rules for discussions was imperative. The researcher was careful to outline the objectives of the research and to keep a line between general dis cussion and personal opinion on topic areas and the formal questioning process. At times this was difficult when participants raised questions which the researcher would in other forums have answered.

Research was designed to investigate and evaluate the current contribution of HR it was therefore important in designing questionnaires, interviewing and the focus group that the researcher kept focus on current activity and perception rather than what could or should be. To elicit a true account of their p erception interviewees were asked to be open and honest as if they were talking to someone unknown, pointing out the aim to develop for the future so any negative feedback would be both valued and positively contributing.

Potential for bias was at the forefront of consideration throughout the research design phase, whilst undertaking the research and in carrying out the analysis. At all times the researcher was conscious of the need to remain dispassionate and not to allow personal perceptions to influence the study. Equally, it was important not to allow 48

particular respondents to have more influence or their views to carry more weight because of their role, the aim being to take a holistic view.

Questions were designed to be as open as possible to allow participants to fully express their views, whilst permitting comparator analysis. Questionnaires were therefore designed to allow comment and freestyle answers alongside multiple choice options. A weakness of questionnaires is the potential that q uestions will not be clearly understood. To test ease of understanding and relevance of questions, they were provided in advance to the three HR Directors included in the study. This provided an opportunity to gain views on the questionnaires being sent to Chief Constables and HR Directors and to ensure they were happy with the questions being posed of managers within their force. Comments were received resulting in the notable addition of the employment law section in the managers questionnaire.

The biggest concern within the methodology has been non -response bias, despite considerable effort in chasing potential respondents, leading to analysis being based on a less representative body of data than initially planned, making comparison between forces potentially less meaningful.

Summary
The methodology and methods used for completion of this research have been developed in line with the original aims and specifically to answer the research question: Is HR contributing to operational performance in the police service? The methodology was expressly designed to investigate areas established from the literature review, which it is hypothesised provide the platform for HR to be positioned to contribute and effectively demonstrate the link to operationa l policing. It was 49

important to investigate the current position of HR and to ask the right questions to enable a framework for evaluation of HR contribution to be developed whilst gaining enough insight to make recommendations for the future.

50

Presentation of Results
Introduction
This chapter outlines the main findings from data collected in addressing: is HR contributing to operational performance? based on investigation into four areas identified as fundamental in answering: Is HR positioned to contribute to operational performance? Is there a link between effective HR and operational performance? The researchers stance in evaluating HR contribution is that to contribute, HR needs to be properly positioned, which means performing the right role, having effective measurement in place, delivering a service which is recognised by the receivers of service as adding value, and being fully integrated into the business of the organisation. The results therefore consider whether HR in the police service is currently positioned in relation to these areas, taking evidence from across the service. To determine whether there is a link between HR and operational performance a framework for evaluation has been developed as an empirical tool for determining contribution from the perspective of operational managers as receivers of HR service in the four forces studied.

In line with the methodology outlined data has been gathered from both secondary and primary sources, including interviews with national stakeho lders: HMIC, ACPO, APA and the Home Office, providing understanding of the wider context of HR within the service; surveys of all forces; and detailed study of four forces. Response rates have been lower in some areas than anticipated, however a broad ran ge of views has been obtained which has enabled this analysis to be completed. (Appendix 18)

51

These results lead to a conclusion on whether HR is positioned to contribute and whether a link can be discerned in forces graded as Good in HR, so answering whether HR is currently contributing to operational performance.

The Role of HR
The literature review provided evidence that role is significant in maximising HR contribution to organisational performance, highlighting the importance of operating at a strategic level, now widely acknowledged as where HR should be positioned to contribute fully.

HRs role in the police service was considered from a number of angles with Ulrich and Brockbanks (2005a) five roles used within the questionnaires to establish breadth of role and perception of competence. Direct questions were posed on level of HR engagement, recognising the importance of operating at a strategic level. The expectations of operational managers of HRs role were explored, as were the functional areas on which HR activity is focused. The views of senior managers and HR practitioners were sought along with those of key national stakeholders, to assist in understanding HRs role and what constitutes effective HR in the police service.

Ulrich and Brockbank roles

Figure 4.1 shows the views of Chief Constables and HR Directors in the fifteen forces responding to the survey. The question posed was the extent HR professionals take on each role. Full results are presented in Appendix 19.

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Figure 4.1: HR Roles

Al

Al

Al

Al

it l

Ro l

Strategic Partner Accepting the importance of operating at a strategic level in positioning HR to contribute, research aimed to determine arrangements in forces. Differences in HR lead were recognised in the methodol ogy, leading to respondents being asked to provide their designation. Six stated Director of HR, one Director of Personnel, four Head of HR, one Head of People and Organisational Development, and one Policy and Planning Officer. 83% indicated they were f ull members of the most senior decision-making team, which all Chief Constables stated was the case. This was not however supported by answers on role and competence as a strategic partner:
Table 4.1: Strategic Partner

!5

3$

4 2

6 $! 1 % !%) $ % ('0 (% '& $$ #" ! 

l Advoc t

c tional t rat icLeaders i rt artner

Al

s rtl r l r s rtl r l r s rtl r l r s rtl r l r s rtl r l r

                                                      

100.00 80.00 60.00 40.00 20.00 0.00

of res ondents

53

i e

ie

of

i ef o st Role

l es

HR i re tors o

Results indicate that HR is seen to have a role as strategic partner, however responses on competence identify this as an area for further development, borne out when considering the response of managers in rating HR on strategic contribution:
Table 4.2: Strategic Contribution

If HR Directors are operating strategically, this should included contributing to business planning and delivering force strategy. The role articulated by HR Directors ranged from full involvement as a Chief Officer to tactical provision of people related information to support the business plan; the importance of HR in business planning clearly recognised. In delivering force strategy involvement focused on delivering the people aspects of the strategy, which accords with the importance Ulrich (1997a) gives to taking responsibility for the employee dimension of the balanced scorecard, but in most cases this did not extend to HR being equally accountable for all segments.

When asked what part HR played in the business planning process, 29% of managers did not know. Those who provided an answer ranged from identifying the HR Director as part of the Chief Officer team, to providing information on recruitment and planning staff numbers. Some themes were identifiable in delivery of force strategy; ensuring the right people with the right skills were in place, employee relations, and training. Table 4.3 shows managers view of HR in delivering force strategy. 54

Table 4.3: Delivery of Force Strategy

The HMI (Personnel and Training) was clear HR has a fundamen tal role in contributing to strategic planning: providing comment on whether the plan is doable in relation to the people issues, and in scanning the horizon . This view was clearly understood and articulated by many of the HR Directors.

Functional Expert There was clear agreement on the role of functional expert with 92% of HR Directors and all Chief Constables indicating this was always undertaken. As key stakeholders in policing it was important to understand the views of Police Authority members on HRs role. One member interviewed saw HR responding to the policing plan in relation to HR processes - delivering headcount requirements, retention, leading on resourcing, management of sickness and provision of advice to managers. The other saw HR as reactive, providing a service to management, doing the basics quietly and well, and having a role in advising on policy and decision -making. It is argued both align most closely with the functional expert role.

Human Capital Developer Ulrich (1997a p.10) provides a clear role and purpose: HR professionals need to frame what they do in terms of the capabilities they must create. It is no longer sufficient to hire, train, or reward individuals; these activities must now be undertaken in the interest of creating a set of organizational capabilities. It is difficult to disagree 55

if HR is to fully contribute. It was therefore important to assess whether HR was undertaking this role, acknowledging that operating at a strategic level alone is not enough, HR needs to take responsibility for identifying skill requirements and developing the workforce to meet those requirements; in the police service leading on workforce modernisation and succession planning. Responses indicated this was not always happening:
Table 4.4: Human Capital Developer

The role of human capital developer matches the description provided by the Chief Constable interviewed who outlined the importance of accurate record keeping leading to organisational grip on people numbers and costs, wi th a clear understanding of what that information means to future staffing needs, rank, skills, diversity; using this to make the right interventions.

Employee Advocate The employee advocate role ensures: the employer-employee relationship is one of reciprocal value. Ulrich and Brockbank (2005a p.24) and is therefore key:
Table 4.5: Employee Advocate

56

Leadership HR leaders need to lead and value their own function. Before they can develop other leaders, HR professionals must exhibit the leadership skills that they expect in others." Ulrich and Brockbank (2005a p.27) Results suggest the need for development:
Table 4.6: Leadership

HR competence
Accepting the roles identified by Ulrich and Brockbank and that HR must operate in them all, it follows HR need the competence to contribute to business performance. Competence does not have to be vested in one person, but the function must ensure it has the range of skills. It was therefore important to establish the position in the police service. Chief Constables and HR Directors were asked how often HR professionals demonstrated competence in each area, managers to rate HR against each. (Appendix 20 contains a full breakdown of data).
Figure 4.2: HR competence

80 0 60 0 40 0 20 10 0 Always artly Rarely ever o ever o Always artly Rarely ever o Rarely ever o Always Always artly Rarely Always artly artly Rarely ever o

trategic Contribution

HR Delivery

Business nowledge

ersonal Credibility

HR Technology

8 F

hief

onstables/HR irectors ie

A @

of HR ompetence

8 G E B C D

57

Figure 4.2 highlights a focus on HR delivery, comparable with the view of managers.

Figure 4.3: Managers rating of HR.

erational Managers - rating of role

% of res on ents 60 50 40 30 20 10 0 Excellent ood Fair oor o Excellent ood Fair oor o Excellent ood Fair oor o Excellent ood Fair oor o Excellent ood Fair oor o

If a simple m ltiplier (excellent 3, good 2, fair 1, poor -1) is applied, (Appendix 21) HR is rated ighest in HR delivery (Table 4.7), although level of competence in all areas is a concern, the mean scores not reaching good in any area:
Table 4.7: Managers rating of Com etence

HRs role within Forces

Managers were asked to comment on the importance of roles identified by the researcher as core HR activities within forces:  A: development of strategy for management and development of people

W T

Y UX W

Strategic HR eliver ontri t ion

s iness nowledge

Personal redi ilit

HR Tec nology

UT

58

 B: development of HR policies  C: putting in place HR practices which contribute to operational performance  D: developing and delivering a training plan  E: provision of HR advice  F: administration of HR processes  G: provision of management information
Figure 4.4: Importance of HR roles managers
Role of HR -Role of HR - importance of key roles importance of key roles 18 16 14 12 10 8 6 4 2 0 A B C D E F G Essential Value Adding Essential Nice to have Value Adding Irrelevant Nice to have No opinion Irrelevant No opinion

When a simple formula is applied (essential 3, value adding 2, ni ce to have 1, irrelevant -1) to weight responses (Appendix 22), roles can be ranked in importance:
Table 4.8: Rank Order of Importance

Strategy and policy are clearly seen as important, and on average all roles identified, other than management information, are rated higher than adding value.

The study focused on HR as a system, but did seek to identify key HR practices, finding some commonality in views of Chief Constables, HR Directors and Police 59

Frequency

Authority interviewees. Learning and development, attendance management, health and safety, recruitment, and workforce planning being the main areas identified. This was broadly in line with managers whose top five areas were recruitment, learning and development, absence, health and welfare, and HR policy. Questioning also aimed to establish role performed in terms of policy, decision -making, communication, monitoring, and day-to-day management of systems and processes, to understand how HR saw their role as leaders. HR Directors clearly saw their role to set policy, communicate and monitor, with a slightly lower response on both decision-making and day-to-day management.

Operational managers interviewed were asked if they believed HR had a role in contributing to operational policing. All five believed they did, one outlined a view that HR performance must be directly linked to service delivery. Another saw HR as fundamental in raising standards and expectations of staff to deliver performance, another HR as the foundation on which organisational capability is built; ensuring the right people are in place with the right skills and ability to learn and develop, and identifying HRs role to ensure the right culture is in place to develop the right attitudes, supporting managers to manage.

HR Measurement
It was important to identify how HR was being measured and whether importance of measurement was acknowledged, working from the premise i f you dont measure, you cant improve. As Pfeffer and Sutton (2006 p.25) articulate: If HR professionals are truly to make a difference to their organisations, they need to hear the truth, dig out the data and act on it not rely on hunches and hearsay. The hypothesis is for HR to be positioned to contribute it needs to know how it is contributing, with HR 60

activity underpinned by appropriate measurement. Questioning explored what was being measured and whether HR performance measures were measuring i mpact on operational performance; contending that measurement in itself is not sufficient, but having the right metrics interpreted and leading to action demonstrates and improves contribution.

There was clear evidence of measurement but further investiga tion was needed. Chief Constables and HR Directors were asked how they measured and assessed HR performance:
Table 4.9: HR Measurement

The survey specifically questioned benchmarking, as a starting point for comparing and identifying good practice, a lthough it is contended that HR integrated within the business, developing the right outcome related measures against force strategy, and measuring improvement against previous performance is more relevant. 80% said they did benchmark, all against other f orces, 75% with other organisations and 83% against previous performance. Table 4.10 shows information used: 61

Table 4.10: Information used to benchmark

Uses of benchmarking ranged from quick comparison to review of HR service delivery design. One force referred to assessment of cost effective delivery, with the majority using benchmarking to identify areas of best practice and improve performance.

Lawler, Levenson and Boudreau (2004) call for HR to demonstrate impact to gain a strategic role. Performance indicators that measure HR impact are needed: metrics that demonstrate the link between HR activity and organisational performance. Consideration was given to whether HR metrics had progressed from efficiency and effectiveness to impact. Forces were asked to indicate primary purpose of HR measurement (a number indicating more than one), and whether performance indicators were HR or Business-Driven:
Table 4.11: Measurement

62

To explore type of measurement, HR Directors were asked for examples of da ta collected under the headings of efficiency, effectiveness and impact. This provided a mixed response on data measuring efficiency and effectiveness - sickness, recruitment and training data figuring in both. Areas identified as measurement of impact included: absence management, exit interviews, impact of policies, turnover, performance trends, acting duties, and agency staff employed.

Questionnaires asked respondents to list key performance indicators for HR. Table 4.12 shows the top five from each survey illustrating consistency.
Table 4.12: Key Performance Indicators

Other areas identified by more than one HR Director were: effective use of resources, resource availability, mix, and skills and customer satisfaction but only one mentioned improving operational performance.

The performance indicators outlined by HMI were workforce planning, understanding and responding to demand management, ensuring HR is an integral part of the

63

performance management regime and developing people managemen t indicators of which effective PDR is key.

Police Authority interviewees highlighted ensuring HR is providing a good service, focusing on measurement of customer satisfaction, the importance of which was recognised in relation to the internal customer , with 87% of Chief Constables/HR Directors saying this was measured:
Table 4.13: Customer Satisfaction

Information was gathered formally through staff satisfaction surveys and informally through seeking feedback.

Indication was given of HR performance data being used in managing the organisation and improving performance, processes and procedures, proactively discussed in force performance meetings, Police Authority HR committees and HR management meetings, with local operational meetings also identif ied by Chief Constables and HR Directors. Interestingly, only 53% of operational managers stated they attended meetings where HR performance was discussed. The focus group indicated general concerns on availability of performance data, how measurement had become a stick, and difficulty in measuring important softer/qualitative areas which because difficult did not get measured. Further that

64

performance measurement encourages silo working as managers strive to deliver against their own performance measure s.

Recognising the importance of identifying how data was being used and by whom, managers were asked what data HR provided:
Table 4.14: Data provided by HR

It is suggested that if outcome -focused HR metrics are in place, HR performance will automatically be integrated within force performance, positioning HR to contribute to operational performance. All Chief Constables and HR Directors said HR performance formed part of the force performance framework however only 53% of managers said this was the case, 35% did not know and 12% said it was not. Measures outlined as part of force performance frameworks included sickness, diversity, turnover, PDR, course attendance, and recruitment.

The Police Authoritys role in monitoring HR performance was art iculated, with structures identified by all forces for Police Authority scrutiny, largely by HR committees not within overall performance, which as one Police Authority interviewee commented meant it was not joined up. On the whole the Police Authority ap peared to be looking more at HR effectiveness than impact with one interviewee not seeing

65

the Police Authoritys role to link HR performance to force performance, which is disappointing, given the Police Authority are the interface with the external custom er.

60% of Chief Constables/HR Directors said their HMIC grading was a fair indicator of the contribution they believed HR was making to force performance. 53% of managers agreed, 35% disagreed, 12% did not reply. The general view of HR Directors on relevance of HMIC grading was that it was of value; comments included the grading being relevant as effective HR is key to delivering the business, that HR grade should reflect the organisation as a whole, and not being convinced that there is currently a link between HR grade and force performance. The view of HMI was that inspections had in the past focused on HR effectiveness and efficiency, but aimed to be more proactive in looking at outcomes, recognising that making the link between HR and operational policing is vital with service delivery so dependent on the performance of people.

HR Service Delivery and Added Value

Ulrich (1997a p.viii), introducing HRs role in delivering organisational capability by focusing on outcomes, stressed HR Departments need to: move their HR professionals beyond the roles of policy police and regulatory watchdogs to become partners, players, and pioneers in delivering value. Taking this on board, questioning investigated how far HR had progressed from the perspecti ve of managers.

HR Service Delivery
The main focus of research into service delivery was to gain the views of operational managers, the receivers of service, recognising the importance placed by both Ulrich 66

and Fitz-enz on customer satisfaction, and Ulrich and Brockbanks (2005b p.2) point: when others receive value from HR, HR will be credible, respected, and influence.

The starting point was to establish whether forces had set standards for HR service delivery: 60% said they had, 33% that they planned to. Evidence was provided of these being monitored through formal performance meetings and/or service level agreements, but little evidence of how the standards were measured was supplied. Of the 29 managers responding to this question, 59% state d they believed standards to be in place, 42% of whom were from a force where they were not, whereas 68% who said they were not in place were from forces with defined standards. This lack of clarity made it difficult to accurately assess whether standards were being met.
Table 4.15: HR Standards

Operational managers interviewed generally indicated satisfaction as customers of HR, giving positive examples of HR providing support when needed and the link between the training plan and the business of the force. Areas for improvement were management information, and proactivity in supporting managers to manage poor performance.

67

Managers were asked to comment on the effectiveness of HR in relation to roles identified by the researcher, which they had rated on importance:
Figure 4.5: Effectiveness of HR
HR Service Delivery - effectiveness in effectiveness in Key Roles HR Service Delivery - Key Roles 24 22 20 18 16 14 12 10 8 6 4 2 0 A.1 B.1 C .1 D.1 Roles E.1 F.1 G.1 1 2 1 3 2 4 3 x 4 x Exceeds Meets Exceeds Sometimes Meets Meets Rarel Meets Sometimes No Opi ion Meets Rarely Meets No Opinion

Overall the results were not encouraging: in only four roles were HR rated as exceeding requirements and by low percentages. The findings showed HR to be most effective in development of HR policies, followed by administration, with only 38% stating HR were meeting requirements in relation to strategy development. When a simple formula is applied (Appendix 23) to weight responses (Exceeds 3, Meets 2, Sometimes meets 1, Rarely meets -1) perceived effectiveness is rated and ranked:
Table 4.16: Rank Order - Effectiveness

A clear disparity is apparent between importance and perceived effectiveness, particularly evident in relation to strategy and HR practices both ranking far higher in

Frequency

68

importance than effectiveness. Advice and administrative effe ctiveness were rated higher than importance.
Figure 4.6: Comparison of Importance with Effectiveness
Comparison of importance and effectiveness
8 7 6 5 4 3 2 1 0 Management Information Strategy Practices Training Advice Policy Admin

Rank

rank importance rank effectiveness

Roles

Ulrich (1997a) cites credibility of HR professionals as an important factor in determining whether HR is positioned to contr ibute, acknowledging this, perceptions of style of delivery were considered; establishing and comparing importance with perception of effectiveness. Using the mean scores for each area, (Appendix 24) it was possible to identify how HR was rated. Table 4. 17 shows importance placed by managers on each style, the range being 1.29 to 2.03, with a mean score of 1.66, from which it is fair to deduct that importance of style of delivery is recognised as more than value added.

69

Table 4.17: Style of Delivery Importance

Table 4.18 shows effectiveness ranging from 2.21 to 3, the mean being 2.5 from which it is evident that HR is meeting requirements more than sometimes, but not consistently, despite the apparent level of importance placed by managers.
Table 4.18: Style of Delivery Effectiveness

Figure 4.7: Comparison of Importance and Effectiveness: Style of Delivery R Style of Delivery
verage rating 3.5 3 2.5 2 1.5 1 0.5 0

Importance Effectiveness

of vi ew

li s m R na

ue

ad t

or po r

es sio

Fa

le

Pr

C arateristic

It is clear that importance is higher than effectiveness in all areas, interestingly with a consistent credibility gap. 70

Pr

es po

ob

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al

at e

So l

vin

Added Value
It is hypothesised that to add value HR must work with customers to understand and deliver their expectations, aligning HR practices with internal and external stakeholders and turning HR strategy into business goals, evidenced by use of metrics measuring outcomes.

Adding value was measured by the extent HR professionals understood the business, worked with managers to meet expectations, and provided them with information required to deliver operational policing. This area of questioning was explored with managers, Chief Constables and HR Directors, who were also asked how they had positioned themselves to operate at a str ategic level, developed the HR function, and what they had done to align HR practices to stakeholder requirements.

Table 4.19 outlines responses on HR understanding of the business, interestingly the view of managers is in line with HR Directors.
Table 4.19: Understanding of the Business

To further explore this, questions were posed on to whether HR linked with customers to understand their expectations. Table 4.20 outlines responses of HR Directors and managers.

71

Table 4.18: Link with customer expect ations

There was a clear disparity between the perception of HR Directors: 58% said their teams always linked with managers to identify expectations, and managers, of whom 6% stated this was the case.

HR Directors were further asked about linking wit h employees and the community as customers. Responses indicate that HR has taken some opportunity to link with employees, but not to understand expectations of external customers.

Recognising the importance of measurement in facilitating HRs contribut ion HR Directors were asked for examples of data/metrics provided to managers to support business delivery. Examples ranged from a comprehensive set of quarterly performance data covering all aspects of HR performance, to nationally required indicators. Data tended to be on sickness, recruitment, deployment/resourcing, retention, PDR and training delivery, which broadly compared with data managers, indicated they were provided with, (Table 4.14) although 18% stated none was provided. When asked what they would like provided there was little consensus, with only two areas requested by more than one manager shift arrangements and

72

working time directive. 29% said they were happy with data currently received, 15% did not respond and 18% did not know.

It is the researchers assertion that to add value the HR function must be developed and organised from the perspective of contribution to operational performance. HR Directors were asked whether they had been given the opportunity to develop the function in this way; 67% said they had, 33% said partly. Barriers identified to achievement included funding, tensions between the range of roles HR have to perform, externally imposed barriers and current structures.

HR Directors were asked the extent to which t heir HR strategy process turned business goals into HR priorities. 58% stated fully, this was the primary aim, 42% partly, it had attempted to. All HR Directors indicated they were involved in the strategic planning process, and therefore positioned to d o this, with all stating they had taken all opportunity to gain a seat at the strategic decision -making table; however only 67% indicated they had been fully successful.

Operational managers interviewed were questioned on adding value, including an open question on why HR was needed, which provided some positive responses recognising HRs contribution. One senior manager commented: we need to get HR processes right in order to deliver operational capability. HR has a significant strategic role in shaping the organisation, as well as a day -to-day role in making it happen. Another saw HR having: a key role in ensuring the right people were in the right place with the right skills, as advocate for employment law, equity and diversity, to support line managers to manage staff, and to assist the organisation in developing and growing. 73

When asked what HR adds, managers focused on supporting people development, providing solutions and specialist knowledge of employment law without which one felt the organisation would be vulnerable, another said he would not be able to run the business. This is comparable with the survey response on employment legislation. 71% of respondents said employment legislation had a positive impact on operational policing, 82% th at HR demonstrated a comprehensive understanding, 88% that HR did not apply legislation too strictly and 73% that HR corporacy did not have a negative impact on operational delivery.

Operational managers were asked how they knew HR was contributing. Answers ranged from provision of information on resourcing and effective delivery of HR practice, to ensuring staff recruitment and deployment was in line with service delivery and having clear strategies for tackling people issues such as sickness, and good systems and processes for people management. One interviewee highlighting the importance of understanding the external customer stated: When HR remember we are serving the public and consider how best to deliver to the public .

HR Integration
For HR to be positioned to maximise contribution it is argued it must be fully integrated with the business. A number of questions were asked, which it was believed would provide an indicat ion of level of integration:      Is HR asking itself how it impacts on performance? Is HR involved in strategic planning? Are HR goals related to business goals? How is HR strategy developed? Is HR strategy aligned with force strategy? 74

 

Is HR aligned with internal and external customers? How do managers view HR delivery in meeting force needs?

Responses of HR Directors on questioning impact on operational performance indicated they recognised the importance of this and were regularly asking. The context in which they were asking ranged from strategic planning to PDR.
Table 4.21: Questioning of Impact

Having identified involvement in strategic planning as key to HRs contribution, it was positive that all HR Directors stated they were involved as members of the Chief Officer or Force Strategy Group. Chief Constables expectations of HR in contributing to delivery of force strategy were seen as important in enabling HR to contribute. All HR Directors said these had been clearly outlined, 83% that their departments clearly understood them. It is contended that HR performance indicators should directly relate to business goals: 58% stated this was the case, 42% partly. All Chief Constables said this was the case. The Chief Constable interviewed expressed a view that the top-level performance indicators for HR should be the same as for the force with attention paid to making a coherent link between HR activity - the role of HR being to deliver the people interventions required to deliver force strategy. 75

How HR strategy was developed provided a perspective from which to consider HR integration. Research carried out by Golden and Ramanujam (1985 cited in Wright, Snell and Jacobson 2004) to assess linkage between HR and the business, described four types of linkage: administrative, one-way, two-way, and integrative. This was tested within the questionnaires; respondents asked to indicate which most closely reflected their forces approach to HR strategy development:
Table 4.22: HR Strategy Development

It is argued to fully align HR strategy managers should be involved in strategy development assisting the process of turning business goals into HR priorities by providing depth of business knowledge and understanding of the external environment. There was a difference of opinion on involvement:
Table 4.23: Managers involvement in HR Strategy

Only 35% of managers said they believed they should be involved, which is disappointing considering the efforts outlined by HR Directors in working with internal stakeholders to align HR practices. Examples included an HR Forum, consultation processes, working closely with managers, involvement with area management

76

teams, and specific design of practices with the end user in mind. HR Directors on the whole gave less positive answers on alignment with external stakeholders, although it was clear that importance was recognised and some good practice was developing.

For HR strategy to be fully owned it is contended it should be signed off at executive level and fully communicated onwards. All Chief Constables and 92% of HR Directors said it was signed off at executive level. Communication of strategy was not so positive, managers indicating a seemingly high reliance on use of the intranet rather than active dissemination, the majority of respondents identifying this as the main means, with e-mail the second highest. Only five managers stated that it was part of the policing plan and only one mentioned management meetings. HR Directors and Chief Constables although indicating some effort to cascade to local teams, did not articulate a much more proactive approach.

A key determinant of HR integration is how well H R strategy is integrated with force strategy; asked in all questionnaires:
Table 4.24: Alignment of HR Strategy

The perception of managers did not provide good evidence of integration, particularly as the 35% who said completely were from one force. P erhaps this is not surprisingly in light of the concerns around communication. Although responses of 77

Chief Constables and HR Directors were positive it raises concern in relation to operation of the strategy when compared to the views of managers. It was however clear from the focus group and interviews that HR strategy should be aligned with force strategy and delivery of operational policing.

If HR strategy is central to HRs contribution then it should be evaluated in this context. Questionnaires asked how HR strategy was evaluated; responses suggested a piecemeal approach, with some positive responses on the Police Authoritys role, and good examples of evaluation against performance indicators at force performance meetings. There was however limite d mention of HR being fully integrated within a corporate performance framework or joined up with force strategy. Despite a positive response on whether HR measurement was HR or business driven, answers on evaluation on the whole tended to be more HR than businessfocused, with the notable exception of one force who indicated: annual review against strategic priorities for the coming year leading to the development of a service plan monitored quarterly at strategic and operational levels. All Chief Constables and HR Directors said HR performance was part of the force performance framework compared with 53% of managers, 85% of whom said they believed it should be.

In considering the importance of HR integration it is suggested that to maximise contribution, HR practices must focus on improving staff performance, and be aligned with the requirements of internal and external stakeholders. All survey respondents were asked to comment on these areas. It was clear senior managers and deliverers of service were far more confident than the receivers in all three areas.

78

Figure 4.8: Improving staff performance

ractices focusse on improving taff erformance
120 100 80 60 40 20 0 CC HR M r

ll

lly

litt le

st ly

Dis ppointingly only 6% of m nagers stated HR practices fully focused on improving staff performance.
Figure 4.9: Alignment with internal stakeholders
R ra ti es alignment with internal stakeholders

120 100 80 % 60 40 20 0 CC HR Mgr

Fu lly

os tly

lit tle

No ta ta ll

No

It was disappointing that 50% of managers indicated a little or not at all particularly compared with responses of HR Directors, although this was also disappointing.

No tc

on s

id er ed

tc on sid er e

Fu

ot

p p i h

79

Figure 4.10: Alignment with external stakeholders

ra ti es Alignment with external stakeholders

Fu ll

tl

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Table 4.25: Overall Delivery

Th imp rt

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including nati nal takeh lder and P lice uth rit memb er wh area f r devel pment.

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80

Framework for evaluation of HR Contribution

In addressing: Is HR contributing to operational performance? the sub -question: is a link between effective HR and operational performance? was key. Reviewing HMIC Baseline assessments for 2006, a spread of forces graded as Good for HR from the top performing force to the force positioned 42 nd was evident. It was therefore clear that Good HR alone did not deliver operational performance. Further analysis provided evidence of a relationship between effectiveness in resource use and overall performance and the grading for HR and Training. Of the top ten forces only one had less than Good for HR, no force in the bottom seventeen had Good for both HR and Training, only eight had Good in either HR or Training.

Figure 4.11 shows the top five performing forces and demonstrates the relationship. Lancashire ranked as top-performing force is also first for resource use and although third for HR and Training the interval is limited with only eight points are available, Lancashire having six (Good HR and Good Training), only two forces ranked above them each with seven points, both Excellent for Training and Good for HR. (Appendix 25 provides a full summary of analysis)

Figure 4.11: Force Ranking

Relationship between force ranking - top five forces
7 6 5 4 3 2 1 0 Overall Rank Rank Rank HR and Resource Use Training HMIC Baseline

Rank

Lancashire West Midlands West Yorkshire Staffordshire Northumbria

81

Analysis of HMIC baseline alone was not enough to fully demonstrate a link, resulting in the more detailed framework being developed, from the enablers identified for HR to be positioned to fully contribute to operational policing. The role of HR seen as key, HR measurement required and used by managers; perception of managers of service delivery needing to be high with HR perceived as adding value, integrated within the business, and operating strategically. These areas have been evaluated within the framework developed from analysis of the questionnaires completed by managers from the four forces studied in detail. Key questions within the questionnaire were identified and a scoring mechanism developed for answers provided (Appendix 26). Full results are presented in Appendix 27. The results were matched against force ranking against the seven PPAF domains used within the HMIC baseline.

All four forces had an HMIC grading o f Good for HR, but there was clear disparity in overall force performance:
Table 4.26: Force HMIC ranking (out of 43)

The aim of the evaluation process was to identify which force was most effective in HR from the perspective of managers and match this against the forces overall performance, to establish whether there was a link between HR and force performance. Table 4.27 provides a summary of the results of evaluation against the framework. 82

Table 4.27: Summary results

The results show a rank order of the forces in relation to HR. It can be seen that this is slightly out of line with force HMIC Baseline ranking, with Dorset and Surrey changing position, however these two forces are close in terms of overall force position.

The framework provides evidence to support the hypothesis that effective HR leads to improved operational performance, with a demonstrable correlation between HR and operational performance. Considered with the results of the investigation of whether HR is positioned to cont ribute the scores achieved show that HR is not as well positioned as it could be even in the forces rated by managers as performing best, the average score for Dorset being 62.5%:
Table 4.28: Evaluation of HR Performance

83

Figure 4.12 plots the relationshi p between each of the forces against the areas investigated. It is illustrated that forces scored better on role and service delivery than on added value and integration, which are clear areas on which to focus.
Figure 4.12: Average Scores

Average Score of Forces in Each Area

100 90 80 70 60 50 40 30 20 10 0 HR Role Service Delivery Added Value HR Integration

Cheshire Dorset Surrey Warwickshire Total

A wealth of data and information has been collected from a range of sources across the police service which has provided a valuable insight into whether HR is contributing to operational performance. The following chapter provides a discussion of the main findings in answering the research question.

% Score

84

Discussion
This chapter discusses the main findings in answering: Is HR contributing to operational performance in the police service? through addressing: Is HR positioned to contribute? and Is there a link between effective HR and operational performance? which have been investigated from the perspective of HRs role, measurement, service delivery and added value, and integration. The case is presented for HR to be positioned to f ully contribute and outlines progress made by forces although concluding that further development is required for HR to be positioned across the service. The study of four forces and evaluation framework indicated that effective HR does impact on operatio nal performance but highlighted areas for improvement for this to be fully exploited.

Is HR positioned to contribute?
In addressing whether HR is positioned to contribute; role, measurement, service delivery and added value, and integration were studied. Evidence gathered on role suggested the value of HR operating at a strategic level was acknowledged however it was evident that this was not practiced in all forces. Perception of competence to operate strategically highlighted this as an area for improv ement, more respondents stating they were undertaking the role than indicating they were fully competent. It is argued that operating as a strategic partner includes full involvement in decision making, which evidence suggested was not the case in the maj ority of forces. There was, however, an indication of business knowledge developing, which it is hypothesised is required for HR to develop its strategic perspective and influence strategy, relevant if the human capital developer role is to be embraced an d essential to HR integration; enabling contribution to operational policing. 85

A tendency to concentrate on the functional expert role was evident with perception of competence in HR delivery highest, which is perhaps understandable considering HRs development in the police service and evolution to professional HR leads, as a response to the need for experts in this field. A disappointingly low number of respondents indicated undertaking the human capital developer role; however evidence suggested recognition of this role developing, which matches HMIs view of where HR should be leading: a proactive approach in ensuring HR processes and skills are in place through workforce planning and performance management.

Importance of the employee advocate role w as not recognised with the potential benefits of creating value through bringing together employee perspectives with organisational expectations therefore not being fully realised. This could result from HRs desire to move away from the traditional peopl e-centred welfare/employee relations role in favour of a more strategic input, however it is argued this role is central for HR to fully contribute to operational performance, understanding people implications and turning those into workable strategies and plans which enhance employee motivation and performance. As Ulrich and Brockbank (2005a p.26) state: building the human infrastructure from which everything in the organisation flows.

Only 33% of HR Directors indicated they were always taking on the role of leader which suggests they are not fully operating at a strategic level. It is argued by demonstrating leadership HR can better position itself to contribute. Ability to lead is impacted by personal credibility and competence; taking on board Ul rich and Brockbanks (2005b p.2) point: when others receive value from HR, HR will be credible respected, and influence. Managers rating of HR competence was not

86

positive with HR rated on average just above fair in strategic contribution, HR delivery, business knowledge and personal credibility, and poor in HR technology.

Review of HR roles within forces provided similar findings. Results were positive in perception of importance, but poor on delivery with a significant gap between importance and effectiveness identified, particularly evident in strategy and HR practices. Perceived effectiveness in strategy development was concerning considering HRs role as a strategic partner, results suggesting HR was not delivering. If the aim of HR, as human cap ital developer, is to build capability to deliver operational performance perception of effectiveness in developing HR practices was unsatisfactory. Provision of advice and administration were rated higher in effectiveness than importance providing an opp ortunity for HR to refocus activity. Recognition of importance of management information was disappointing considering the relevance of measurement to demonstrate impact on operational performance and need for information to direct performance. Despite t his, limited indication of additional requirements for HR data was provided; perhaps in line with importance placed.

In seeking to identify key HR practices, some consistency was found in responses, the main aim though was to understand expectations of HR in relation to these practices, hoping to observe a clear role for HR in decision -making and a lesser one in day-to-day management, with the role of managers in taking responsibility for HRM articulated, HR positioning itself away from transactional act ivity in line with the HMIs view that HR: should fight shy of wanting to be involved in the transactional end.. On the whole this did not transpire.

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Interviews with HR Directors provided evidence of HR professionals working to the business objectives of their forces and developing HR strategies to underpin these. In these forces recognised as having Good HR it appears the role played by HR and the level of the most senior HR professional affects level of HR integration, enabling HR to create organisational capabilities from a broader organisational perspective. This matched the HMIs view of HRs role: to lead on ensuring HR processes and HR skills are as they should be to meet operational needs, to lead on input into the planning process and on de veloping a partnership between HR and the operations side of the business, being proactive in meeting operational needs.

The study provided evidence that in terms of role, HR is positioned to contribute in some forces, positioning itself in others, but not universally across all forces, where recognition of the value of HR in contributing to operational performance was not developed.

HR measurement was clearly in place and positively all respondents stated they measured performance against HR Strategy/Plan, which if effectively linked to force strategy, and as Becker and Huselid (2003) advocate, focused on unique, strategically relevant contributions , is where HR should be measuring. Accepting customer satisfaction as an indicator of HR performance, i t was positive that the majority used internal customer satisfaction surveys; however only a quarter used service level agreements to measure service delivery against, which indicates provider/customer relationships are not fully developed, perhaps limitin g HRs ability to contribute.

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Although 75% of HR Directors indicated measuring contribution to operational policing, detail of how this was being measured was not apparent from responses to further questions; performance indicators outlined provided lit tle evidence of this, the majority being PPAF measures or provided in annual data returns with limited evidence of specific performance indicators relating to force strategies. Likewise, benchmarking was taking place, but overall appeared focused on exter nal comparison rather than on what Becker and Huselid (2003) refer to as customised performance measures directly related to the organisations performance.

There would not seem from responses, to be a clear direction in purpose of measurement which appears to be of single issues seen as important. The importance of viewing HR as a system was clear from the literature review, however, from this study, it was evident many forces remained focused on single practices. There was a sense that although areas of HR activity which impact on performance are being measured, for example attendance, the link is not always clearly made between HR activity and operational performance. Even at the Metropolitan Police where managers were clearly taking responsibility for HR performance the link to operational performance was not clearly explored.

Many of the metrics used were appropriate for determining outcomes and evidencing HRs contribution, but the level of sophistication in use was preventing HR from fully demonstrating contribution, with emphasis placed on the performance indicators rather than what they show. Some forces were more advanced in recognising the contribution of HR activity but in many the opportunity to demonstrate the link had not been fully grasped. It is accepted questioning may not have been specific enough to fully challenge this, however observation of performance meetings as part of this 89

research suggested links were not always fully explored. Some good practice was articulated in interviews with HR Directors evidenced within their HR strategies and performance frameworks, which they clearly recognised as important and were developing with far greater sophistication than current PPAF indicators, supporting a contention that this is more successful where there is an effective performance framework and the HR Director is part of the top team.

Largely it would appear HR has developed from striving to demonstrate efficiency to demonstrating effectiveness and in a number of forces developin g measurement to demonstrate impact, although a lack of clarity on appropriate measures of HR impact was apparent. It could be argued that HR is in transition from measuring effectiveness of the function to a position where impact on the business is the a im of HR measurement, and therefore to becoming better positioned to contribute.

Responses on whether HR service delivery standards were in place and being met were not positive. However it is recognised that this could be flawed due to what is understood by standards of service delivery, which could be interpreted as anything from a list of standards to a service level agreement. Accepting the importance of service delivery in positioning HR to contribute, it is contended that standards should be clearly defined and communicated to ensure HR is appropriately focused on the business and effectively delivering. Communication was identified as an issue, and it is possible that rather than a lack of developed standards, communication of those had not been effective. Pertinently, based on these results HR is more likely to be perceived as meeting standards when they are defined than when managers develop their own expectations.

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From the review of effectiveness in different roles and activities, clear areas for improvement in service delivery were identified, particularly in relation to strategy and development of HR practices to support policing. Style of delivery provided a similar picture with a clear disparity between importance and perceived effectiven ess in all areas considered.

Understanding customer expectations was regarded as essential to service delivery and for HR to add value. In relation to the internal customer there was clear disparity between the perception of HR Directors, and managers as to whether this was happening which is concerning considering the importance of working with customers to understand what they value to be able to add value. Responses suggested HR had taken some opportunity to link with employees, but it was evident t hat understanding and linking with external customers is yet to be fully explored to ensure HR is making the right interventions to contribute to operational performance. To put this in context, understanding customer expectations is still developing in t he police service in delivering citizen focused policing.

Responses on application of employment law and corporacy were far more positive than anticipated, the expectation being that HR bureaucracy would be seen as having a negative impact with potenti al for the HR system to be seen as rigid as identified by Becker and Gerhart (1996). However improving service delivery by working to define customers needs is required to increase HR credibility and so better position to contribute. This was evident i n the four forces studied illustrated by the evaluation framework with the highest rated force achieving only 65% for service delivery with 44% the highest score on added value.

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For HR to be positioned to contribute it is contended, HR must be fully integ rated into the business and involved in strategic planning. Although this was acknowledged, different levels of involvement were evident across forces. HR Directors recognised the importance of impacting on operational performance and indicated that they were questioning this, however measurement of impact was not clearly evidenced. Respondents stated that HR performance indicators directly or at least partly related to business goals, but this was not fully evidenced with a clear link to operational performance, or indication of a defined line -of-sight between HR activities and force performance indicators, which it is suggested needs to be much more defined.

Results on HR strategy development were positive and it would seem considerable progress has been made towards the outside -in approach advocated by Wright, Snell and Jacobson (2004), where HR strategy is built from the perspective of the business and so better able to add value. However this needs further development with involvement of managers; engaged to ensure strategy is aligned with internal customers, acknowledging managers poor view of alignment currently. If HR strategy is designed to deliver the policing plan, so contributing to operational policing, managers need to be aware, and workin g to it in the context of their leadership and development of people to deliver performance. Survey results did not indicate the level of awareness to enable this to happen with communication of HR strategy a key issue in ensuring alignment with force str ategy and HR integration. A need for greater understanding of the external environment in development of HR strategy was identified.

It is asserted that HR strategy is central to HRs contribution and that measurement of performance against it within fo rce performance frameworks is fundamental. 92

Responses indicated agreement with this and that this was happening, which implies managers see the importance of HR performance, and provides an opportunity for HR. However, this depends on the quality of the f ramework and how it is used to influence performance a concern articulated by the focus group. Although responses indicated HR data was discussed and part of the framework, for most forces integration appeared to be on the level of HR data being contain ed within the policing plan, with the majority of indicators outlined standard HR metrics, with little evidence of how they impact on operational performance. Evidence collected did not give confidence that HR performance was fully embedded within an inte grated framework in all cases and HR therefore fully positioned to contribute. Considering the extent policing is performance -driven, managers should it is suggested understand the performance framework, know whether HR indicators are included and be actively using those indicators. The fact that 35% said they did not know whether HR data was included and12% said it was not, was not a positive indication of integration of HR.

It is argued that integration enables HR to maximise contribution by ensuring H R practices focus on improving staff performance, and are aligned with the requirements of internal and external stakeholders. It was therefore disappointing that only 6% of managers stated HR practices fully focused on improving staff performance, which to maximise HR contribution should be the primary aim of any HR practice. This does tie in with the low rating of effectiveness perceived by managers on putting in place HR practices which contribute to operational performance. In terms of overall delive ry it was clear progress is being made but more is needed for HR to be fully integrated and positioned to maximise contribution.

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In conclusion, although good progress has been made in development of HRs role and there is evidence of this contributing to operational performance with some good examples of HR metrics used to ensure HR is aligned to force strategy in some forces, this needs further development. Service delivery needs to be improved to enhance HR credibility and perception of adding value, le ading to greater integration, which is still an issue in most forces.

Is there a link between effective HR and operational performance?

The development of a framework to evaluate HR contribution was designed to determine whether there was link between eff ective HR and operational performance. The framework was developed to evaluate the areas identified as enablers for HR to contribute, and the basis of this study. These were considered within the framework from the perspective of operational managers in four forces graded by HMIC as having Good HR.

It was clear from review of baseline assessments for the four forces that HMIC had identified areas of good practice directly related and designed to contribute to operational policing, with HMIC looking at whether HR strategy was linked to force strategy. However review of grading alone was not specific enough to firmly establish a link as it did not differentiate forces to the required level of detail. The results provided through the evaluation framework separated the forces and in doing so provided an indication of a link between effective HR and operational performance, HR performance seemingly translating into good operational performance with the two best performing forces operationally, rated highest by managers against the enablers to HR contribution. The force rated lowest in this evaluation of HR, and fairing particularly badly on integration, was the force with the 94

poorest overall performance, providing validity to the framework. Clear areas for improvement were evident in all four forces in all areas assessed but particularly in added value and integration with the best -rated force only achieving 44% for added value and 52% for integration.

It is accepted that the unequal number of respondents and low numbers from two forces could have skewed the data however use of percentages mitigated this. For the hypothesis to be fully tested using the framework a wider range of forces would be required, including those in the top five for overall perform ance and forces not graded by HMIC as having good HR.

Is HR contributing to operational performance?

The results indicate that HR is contributing to operational performance in forces where HR is best positioned to do so in relation to the four enablers identified from the literature review with evidence suggesting that effective HR makes a difference, the best evidence of HR contribution found in forces performing better operationally.

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Conclusions and Recommendations

In undertaking this study, a review of literature on HR contribution to organisational performance, was undertaken, leading to the identification of four areas for research: HRs role, measurement, service delivery and added value and HR integration, considering HR as a system, in addressing: Is HR contributing to operational performance? which was answered by addressing two sub -questions through investigation of the four enablers. Answering whether HR is positioned to contribute and ascertaining whether there is a link between effectiv e HR and operational performance provided the answer to whether HR is contributing. Research methodology was designed to review HR across the police service with questioning designed to address the enablers within the context of operational policing. Ana lysis and discussion of the findings and framework for evaluating HRs contribution has been undertaken leading to the following conclusions and recommendations.

Although a link has been established between effective HR and operational performance, HR was not found to be positioned to fully contribute in all forces. In forces where HR was best positioned to contribute there were still clear areas for development for greater integration and to improve managers perception of service delivery and adding value.

The literature review emphasised that role was key in positioning HR to fully contribute, HR needing to be engaged and operating at a strategic level. This was acknowledged within the police service with progress being made to achieving this in many forces, and it is suggested with this the role of HR leader will develop. The role of functional expert was still the core role with limited attention paid to the employee 96

advocate role and an identified need for development as human capital developers, which it is argued are both essential to support operational policing and should be developed. Developing managers to take responsibility for managing and developing people needs to be a priority, allowing HR to move away from transactional interventions to concentrate on these other key roles, thereby adding greater value. It was clear that HRs role makes a difference to ability to contribute and that HR is better positioned where the HR Director is operating at a strategic level, fully involved in the business, developing strategy, policy and practices which underpin force strategy.

The study demonstrated that HR measurement is taking place, but emphasised that measuring alone is not enough. HR metrics need to be meaningful to managers, provided and discussed in order to influence operational decision -making. There was evidence of measurement for measurements sake in some areas, with too many performance indicators being developed with limited consistency across the service, and processes for meaningf ul analysis not always in place or leading to action as part of an overall performance framework. There was evidence of measurement becoming more sophisticated, with some examples of good practice, but it was clear effort is required to develop coherent H R performance frameworks forming part of force performance frameworks. HR performance should be judged against the performance of the force with HR performance indicators outcome -focused and designed to look at overall effect of HR activity, with greater clarity in developing indicators which are specific to the delivery of force strategy and operational policing. The importance of customer satisfaction was recognised, with the majority of forces measuring satisfaction levels and developing standards for service delivery, however this was focused on the internal customer. It is recommended that attention is paid to 97

understanding expectations of external customers as Armstrong (2007, cited by Phillips p.15) emphasises: As HR people we ought to know our market better than our marketing colleagues, better than our chief executives. We ought to be researching what customers think of us, what would make customers think wow from their relationship with us.

A review of HR activities revealed recognition of the importance of policy, strategy, practices and training to support operational policing, but was not matched with a comparable rating of effectiveness. The disparity between importance and perceived level of effectiveness presented clear areas for dev elopment to bring HR closer to the business at both strategic and operational levels. HR needs to progress from the role of guardian of policy and administration to a more proactive employee -centred role, understanding the business and providing practical solutions which impact on individual and therefore organisational performance for which provision of high quality management information is key. Provision of management information was underrated but it is suggested is needed for HR to be able to contrib ute to decisionmaking and demonstrate a return on investment, with the effective use of IT systems to improve information and the development of analytical capability being required.

On the whole managers appreciated the value of HRs contribution and pr ovided evidence of where they believed HR added value, with little evidence of HR seen as rigid or a barrier to performance. However responses overall did not give confidence that HR was fully integrated, and therefore positioned to maximise contribution, although there was evidence of a greater clarity developing in terms of HRs impact and of relating HR goals to business goals. Good evidence was provided of HR strategy being developed in line with the integrated approach, but there was a clear 98

need for involvement of managers, more effective communication of strategy and of HRs role in supporting operational policing along with development of clear standards for HR delivery.

A high level of understanding was discernable across the service of what ne eds to be in place for HR to be positioned to fully contribute to operational policing and of this happening in forces recognised as Good by HMIC, with examples found which demonstrated contribution; better developed and communicated in some forces than others. It was however clear further progress is needed for HR contribution to be maximised. It is recommended that a national strategy to underpin the role and direction of HR within forces is required, whilst providing the flexibility for local interpretation and action in relation to force priorities.

The results of the evaluation framework for HR contribution established evidence to suggest effective HR does impact on operational performance. It was evident that against the four enablers identified as required for HR to contribute, there is a discrepancy between HMIC rating of Good and HR performance as perceived by the receivers of HR service. It is therefore recommended that the enablers be considered by HMIC as a tool against which to assess HR in the future.

National stakeholders need to champion the potential for HR to impact on operational performance and proactively set direction and standards across the service within a framework which enables forces to focus on the requirements of opera tional policing. Forces need to ensure HR is positioned to fully contribute, which it is argued will lead to improved performance, striking a strategic posture which augments the impact of HR practices. (Youndt et al 1996) HR professionals need to consid er their own 99

current positioning and it is suggested could utilise the operational managers survey within their forces to review current perceptions as the basis for development of the function.

It is recognised that this study is based on the responses of a limited number of forces, although the range of forces responding, it is argued, make it representative of the service. The relevance of the study would however be considerably enhanced by detailed study of a greater number of forces, and by specifically including forces at the top end of operational performance and those rated fair or poor by HMIC so providing a wider spectrum of performance levels for comparison and analysis.

The debate on HR contribution needs to continue, although research by eminent academics and professionals has proved the case, there is still a perceived gap between believing this and taking steps to ensure it happens within the police service. This study found more evidence of the acknowledgement of HRs contribution than action to position HR to make that contribution. HR still has work to do to position itself to effectively contribute; Snell (2007, cited by Pickard p.46) believes HR are playing a more strateg ic role and grasping that they must help their organisations to add value, but he does not believe this evolution is complete believing HR need to spend more time looking at human resources and less on systems. It is argued that this emphasises the impo rtance of both the employee advocate and human capital developer which need to be fully embraced. To enable HR in the police service to advance HR technology needs to be further developed to underpin HR activity, there needs to be a cultural shift in mana gers recognising their role and taking responsibility for the management and development of their staff and HR needs to be freed from administrative burden, moving away from transactional 100

HR and exploring shared service options, which will improve service delivery and allow HR to concentrate on activities which demonstrably add value.

101

References
Anonymous (2005) Value Considerations to Help you with Next Years HR Plan HR Focus New York Dec 2005 vol. 82 Iss. 12: pg, 2 pgs. Armstrong, M., (2006) Handbook of Human Resource Management Practice (10th Edition) London, GBR: Kogan Page, Limited. Arthur, J., (1994) Effects of Human Resource Systems on Manufacturing Performance and Turnover The Academy of Management Journal, Vol. 37, No. 3. (Jun., 1994), pp. 670-687.

Barney, J. B. (1991b). The Resource Based View of Strategy: Origins, Implications, and Prospects. Editor of Special Theory Forum in Journal of Management, 17, pp. 97-211. Becker, B., & Gerhart, B., (1996) The Impact of Human Resource Man agement on Organizational Performance: Progress and Prospects The Academy of Management Journal Vol. 39, No. 4 pp. 779 -801 Becker, B., & Huselid, M., (2003) Measuring HR? HR Magazine Vol. 48, Iss. 12; pg.56 [Online] Available from: Becker, B.E., Huselid, M. A., & Ulrich, D., (2001) The HR Scorecard Linking People, Strategy, and Performance Harvard Business School Press Bechhofer, F., Paterson, L., (2000) Principles of Research Design in the Social Sciences Taylor & Francis e-Library, 2001 Belcourt, M., (2001) Measuring and managing the HR function: A guide for boards Ivey Business Journal Vol, 65, Iss. 3; pg 35 [Online] Available from: Beer, M. (1997) The Transformation of the Human Resource Function: Resolving the tension between traditional administrative and a new strategic role. Human Resource Management (1986-1998) Spring 1997, 36, 1, ABI/Inform Global pg. 49 Delaney, J.T., & Huselid, M., A. (1996) The Impact of Human Resource Management Practices on Perceptions of Organizational Performance The Academy of Management Journal, Vol. 39, No. 4. (Aug., 1996), pp. 949 -969. Fitz-enz, J., Davison B., (2002) How to Measure Human Resources Management Third Edition McGraw Hill USA Gerhart B., Milkovich. G.T., (1990) Organizational Differences in Managerial Compensation and Financial Performance The Academy of Management Journal, Vol. 33, No. 4. (Dec., 1990), pp. 663-691.

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Gershon, P., (2004) Releasing resources to the front line Independent Review of Public Sector Efficiency Groysberg B., McLean, A.N., Reavis, C., (2005) Delivering Strategic Human Resource Management Harvard Business School Home Office, Police Performance Assessment Framework (PPAF) Huselid, M. A., (1995) The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance The Academy of Management Journal, Vol, 38, No. 3. (jun., 1995), p p. 635-672 Kirkpatrick, D., L., (1994) Evaluating training programs: the four levels. San Francisco, CA: Berrett-Koehler Koch, M. J., McGarth, R. G., (1996) Improving Labor Productivity: Human Resource Management Policies do matter Strategic Management Journal, Vol. 17, 335-354 Lawler III, E. E., Mohrman, S.A., HR as a strategic partner: What does it take to make it happen? Human Resource Planning New York: Vol. 26, Iss. 3; p. 15 Lawler III, E. E., Levenson, A., Boudreau. J. W., (2004) HR Metr ics and Analytics: Use and Impact Human Resource Planning New York: Vol. 27, Iss. 4; p. 27 Pickard, J., (2007) Go with the flow People Management vol. 13 no.8 19 April 2007 Phillips, L., (2007) Customer focus key to future People Management vol. 1 3 no.8 19 April 2007 Pfeffer, J., Sutton, R. I., (2006) A Matter of Fact People Management vol. 12 no.19 28 September 2006 Smethurst, S., (2005) the Long and Winding Road People Management vol. 11 no.15 28 July 2005 Smith, G., (2002) Review of the Personnel Function Her Majestys Inspectorate of Constabulary Teo, S. T. T., Crawford, J., (2005) Indicators of Strategic HRM Effectiveness: A Case Study of an Australian Public Sector Agency During Commercialization Public Personnel Management Spring 2005, Vol 34 Iss. 1 pg. 1 Ulrich, D., (1997a) Human Resource Champions: The Next Agenda for adding value and delivering results. Harvard Business School Press Boston, Massachusetts Ulrich, D., (1997b) Measuring Human Resources: An overview of practice and a prescription for results Human Resource Management Vol 36, Iss. 3 pg. 303 Ulrich, D., Brockbank, W., (2005a) Role Call People Management vol 11 no.12 16 June 2005

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Ulrich, D., Brockbank, W., (2005b) The HR Value Proposition Harvard Business School Press Boston, Massachusetts Wan, D., Kok, V., Ong, C. H., (2002) Strategic human resource management and organizational performance in Singapore Compensation and Benefits Review Saranac Lake: Jul/Aug 2002 Vol. 34, Iss. 4; pg.33 White, B., (2005) Dissertation Skills for Business and Management Students Thomson Learning, High Holborn House, 50 -51 Bedford Row, London WC1R 4LR ISBN 0-8264-6788-1 Williams, L.A. (2004) Involving Communities in police learning and development: a guide Association of Police Authorities www.apa.police.uk Wright, P. M., Snell, S.A., Jacobsen, P.H.H., (2004) Current Approaches to HR Strategies: Inside-Out versus Outside-In Human Resource Planning New York Vo.27, Iss.4 pg 36 Yeung, A., K., Berman, B. (1997) Adding val ue through human resources: Reorienting human resource management to drive business performance Human Resource Management, Fall 1997, Vol.36, No.3, Pp.321 -335 Youndt, M. A., Snell, S. A., Dean jr, J. W., Lepak, D. P., (1996) Human Resource Management, Manufacturing Strategy, and Firm Performance The Academy of Management Journal, Vol. 39, No. (Aug 1996) pp. 836 -866

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Appendices
Appendix 1

Appendix 1

Police Performance Assessment Framework

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Appendix 2

Appendix 2

Chief Constable Questionnaire

The Contribution of HR to Operational Performance in the Police Service

This survey is being undertaken as primary research into the Contribution of HR to operational policing in England and Wales as part of an MBA dissertation project, which is being supported by Warwickshire Police. Please complete all questions set out below, as fully as possible. The questionnaire should be returned to Angela Roberts, Head of Human Resources at Warwickshire Police by 31 December 2006 Your personal views and comments will not be shared with anyone else, however the combined results will be incorporated within the dissertation, a copy of which will be provided to HMIC. Questionnaire completed by Name: Designation: Force: Section A: HR Measurement A1. How do you measure and assess the performance of the HR function? (Please mark all that are relevant) a) PPAF b) HMIC Baseline c) Service Level Agreement d) Internal customer satisfaction survey e) Delivery of HR Strategy or Plan f) Contribution to operational performance g) Other please specify

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A2.

What do you see as the key performance indicators for HR?

A3

Do you have clearly defined standards for HR service delivery? 1 Yes 2 No

A3 (i) If yes, how are these measured and monitored?

A3 (ii) If no, does your force have any plans to develop these?

A4.

Does your force use customer satisfaction as a measure of how the HR department is performing? 1 Yes 2 No

A4 (i) If yes, how is the data gathered on customer satisfa ction?

A4 (ii) From which customers is data gathered? (Please mark all that are relevant) a) b) c) d) e) Employees Managers Police Authority The Public Other please specify

A4 (iii) If your force does not currently measure customer satisfaction in relation to HR performance, is this planned for in the future? 1 Yes 2 No

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A5.

At which force meetings is HR performance data discussed?

A6.

Does HR performance form a part of the overall force performance framework? 1 Yes 2 No

A6 (i) If yes, please can you describe, which measures and how this is integrated?

A6 (ii) If no, are there any plans to incorporate HR performance?

A7.

Does your Police Authority have a role in monitoring/scrutinising HR performance? 1 Yes 2 No

A7 (i) If yes, what do the Police Authority monitor and in what forum?

A8.

Is HR performance benchmarked in your force? 1 Yes 2 No

If no go to A9 A8 (i) If yes, is this against: (Please mark all that are relevant) a) b) c) d) Other forces Other organisations Previous performance Other please specify .

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A8 (ii) What information is used to benchmark/compare? (Please mark all that are relevant) a) b) c) d) e) PPAF HMIC Gradings Local KPIs Benchmarking Clubs Other please specify. .

A8 (iii) How is this benchmarking used?

A9.

Overall would you say measurement of HR in your force is primarily to measure: a) b) c) d) HR efficiency HR effectiveness The impact of HR Other please specify ..

A10. Overall would you say your HR performance indicators are more: a) HR Driven b) Business Driven

A11. Does the 2006 HMIC grading for HR (6a) fairly reflect the contribution you believe HR to be making to delivering performance in the force? 1 Yes 2 No

A11 (i) Please comment on the relevance of the HMIC grading of HR to the performance of the force?

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Section B: The Role of HR

B1. What are the key areas the HR Department leads on in your force? (Please give the top 3 to 5 areas) 1. 2. 3. 4. 5. B1 (i) In each of the areas identified above, please indicate whet her the HR Department leads in the following respects? a) To set policy 1. 2. 3. 4. 5. Decision Making 1. 2. 3. 4. 5. Communication 1. 2. 3. 4. 5. Monitoring 1. 2. 3. 4. 5. Day to Day Management of systems and processes 1. 2. 3. 4. 5.

b)

c)

d)

e)

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B2.

What do you see as the role of HR in contributing to the business planning process?

B3.

What do you see as the role of HR in delivering the force strategy?

B4.

Extensive research has been carried out on the role HR should play within organisations if the function is to effectively contribute to business performance. A leading writer in this area is Dave Ulrich, who has identified 5 roles for HR professionals: To what extent do HR professionals in your force take on each of the 5 HR roles? (1 Always, 2 Partly, 3 Rarely, 4 Never, X No Opinion ) a) b) c) d) e) Employee Advocate Human Capital Developer Functional Expert Strategic Partner Leadership 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 X X X X X

B5.

To what extent do the HR professionals in your force demonstrate competence in the areas outlined below? (1 Always, 2 Partly, 3 Rarely, 4 Never, X No Opinion ) a) b) c) d) e) Strategic contribution HR delivery Business Knowledge Personal Credibility HR technology 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 X X X X X

B6.

Is your Director/Head of HR a full member of the most senior decision making team in the force? 1 Yes 2 No

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Section C HR integration
C1. How often do you ask this question of your Director/Head of HR: How is the HR Department impacting on operational performance? 1 2 3 4 5 6 Daily Weekly Monthly Quarterly Annually Never

C1a

In what context is this question asked? (Please mark all that are relevant) a) b) c) d) e) f) Strategic Planning, Force Performance Meetings, Senior Management Team, Departmental Meetings PDR, Other please specify.

C2.

Is your Director/Head of HR involved in the strategic planning process and the development of force strategy? 1 Yes 2 No If yes , please describe that involvement.

C2a

C3.

How is the HR Strategy developed in your force please indicate which sentence most closely reflects your forces approach? a) b) Developed by the HR function separate from the force strategy Force Strategy provided to the HR function from which t hey develop the HR strategy, practices and processes to help implement the force strategy. The HR function provides information for the development of force strategy, HR then develop a strategy to support implementation. The HR Director, as part of the top management team, is fully involved in the development of force strategy.

c)

d)

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C4.

Are senior operational managers involved in the development of HR strategy? 1 Fully 2 To an extent 3 No Does the top executive team approve the HR strategy? 1 Yes 2 No

C5.

C6.

How is the HR strategy communicated to the force?

C7.

How closely do you believe the HR Strategy/Plan is aligned with the Force Strategy? a) b) c) d) Completely Partly Not at All Not previously considered this

C8.

How is the HR strategy evaluated?

C9.

Have you as Chief Constable clearly outlined your expectations of HR in contributing to delivery of the Force Strategy? 1 Yes 2 No

C10. Do annual HR Performance Indicators relate directly to the business goals and strategies of the force? 1 Yes 2 No

C11. To what extent do HR practices within your force focus on improving staff performance? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

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C12. How aligned are HR practices with the requirements of internal stakeh olders (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

C13. How aligned are HR practices with the requirements of external stakeholders the public? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previou sly considered) 1 2 3 4 X

Section D Additional Information D1. Please add any further comments that you would like to make that you feel would be relevant to this research?

Thank you for taking the time to complete this questionnaire. Your input to this research is appreciated and valued.

Angela Roberts Head of Human Resources Warwickshire Police Police Headquarters Leek Wootton Warwick CV35 7QB Email angela.roberts@warwickshire.pnn.police.uk Tel. 01926 415015 Fax 01926 415390

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Appendix 3

Appendix 3

Directors/Heads of HR Questionnaire

The Contribution of HR to Operational Performance in the Police Service

This survey is being undertaken as primary research into the Contribution of HR to operational policing in England and Wales as part of an MBA dissertation project, which is being supported by Warwickshire Police. Please complete all questions set out below, as fully as possible. The questionnaire should be retu rned to Angela Roberts, Head of Human Resources at Warwickshire Police by 31 December 2006 Your personal views and comments will not be shared with anyone else, however the combined results will be incorporated within the dissertation, a copy of which wil l be provided to HMIC. Questionnaire completed by Name: Designation: Force:

Section A: HR Measurement A1. How do you measure and assess the performance of the HR function? (Please mark all that are relevant) a) PPAF b) HMIC Baseline c) Service Level Agreement d) Internal customer satisfaction survey e) Delivery of HR Strategy or Plan f) Contribution to operational performance g) Other please specify

115

A2.

What do you see as the key performance indicators for HR?

A3.

Do you have clearly defined standards for HR service delivery? 1 Yes 2 No

A3 (i) If yes, how are these measured and monitored?

A3 (ii) If no, do you have any plans to develop these?

A4.

Do you use customer satisfaction as a measure of how the HR department is performing? 1 Yes 2 No

A4 (i) If yes, how do you gather data on customer satisfaction?

A4 (ii) From which customers do you gather data? (Please mark all that are relevant) a) b) c) d) e) Employees Managers Police Authority The Public Other please specify

A4 (iii) If you do not currently measure customer satisfaction, do you plan to in the future? 1 1 Yes 2 2 No

116

A5.

At which force meetings is HR performance data discussed?

A6.

Does HR performance form a part of the overall force performance framework? 1 Yes 2 No

A6 (i) If yes, please can you describe, which measures and how this is integrated?

A6 (ii) If no, are there any plans to incorporate HR performance?

A7.

Does your Police Authority have a role in monitoring/scrutinising HR performance? 1 Yes 2 No

A7 (i) If yes, what do the Police Authority monitor and in what forum?

A8.

Do you benchmark HR performance? 1 Yes 2 No

If no go to A9

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A8 (i) If yes, is this against: (Please mark all that are relevant) a) b) c) d) Other forces Other organisations Previous performance Other please specify .

A8 (ii) What information do you use to benchmark/compare? (Please mark all that are relevant) a) b) c) d) e) PPAF HMIC Gradings Local KPIs Benchmarking Clubs Other please specify. .

A8 (iii) How do you use this benchmarking?

A9.

Overall would you say measurement of HR in your force is primarily to measure: a) b) c) d) HR efficiency HR effectiveness The impact of HR Other please specify.

A10. Overall would you say your HR performance indicators are more: b) HR Driven c) Business Driven

A11. Does the 2006 HMIC grading for HR (6a) fairly reflect the contribution you believe HR to be making to delivering performance in the force? 1 Yes 2 No

A11 (i) Please comment on your view of the relevance of the HMIC grading of HR to the performance of the force?

118

Section B: The Role of HR B1. What are the key areas the HR Department leads on in your force? (Please give the top 3 to 5 areas) 1. 2. 3. 4. 5. B1 (i) In each of the areas identified above, please indicate whether the HR Department leads in the following respects? a) To set policy 1. 2. 3. 4. 5. Decision Making 1. 2. 3. 4. 5. Communication 1. 2. 3. 4. 5. Monitoring 1. 2. 3. 4. 5. Day to Day Management of systems and processes 1. 2. 3. 4. 5.

b)

c)

d)

e)

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B2.

What do you see as the role of HR in contributing to the business planning process?

B3.

What do you see as the role of HR in delivering the force strategy?

B4.

Extensive research has been carried out on the role HR should play within organisations if the function is to effectively contribute to business performance. A leading writer in this area is Dave Ulrich, who has identified 5 roles for HR professionals: To what extent do HR professionals in your force take on each of the 5 HR roles? (1 Always, 2 Partly, 3 Rarely, 4 Never, X No Opinion ) a) b) c) d) e) Employee Advocate Human Capital Developer Functional Expert Strategic Partner Leadership 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 X X X X X

B5.

To what extent do the HR professionals in your force demonstrate competence in the areas outlined below? (1 Always, 2 Partly, 3 Rarely, 4 Never, X No Opini on) a) b) c) d) e) Strategic contribution HR delivery Business Knowledge Personal Credibility HR technology 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 X X X X X

B6.

Are you a full member of the most senior decision making team in the force? 1 Yes 2 No

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Section C HR integration
C1. How often do you ask the question: How can I impact on operational performance? 2 2 3 4 5 6 C2. 1 Daily Weekly Monthly Quarterly Annually Never.

How often are you asked this question of the your HR team? 1 2 3 4 5 6 Daily Weekly Monthly Quarterly Annually Never

C2a

In what context is this question asked? (Please mark all that are relevant) a) b) c) d) e) f) Strategic Planning, Force Performance Meetings, Senior Management Team, Departmental Meetings PDR, Other please specify.

C3.

Are you involved in the strategic planning process and the development of force strategy? 3 Yes 1 No If yes, please describe that involvement.

C3a

121

C4.

How is the HR Strategy developed in your force please indicate which sentence most closely reflects your forces approach. a) Developed by the HR function separate from the force strategy b) Force Strategy provided to the HR function from which they develop the HR strategy, practices and processes to help implement the force strate gy. d) The HR function provides information for the development of force strategy, HR then develop a strategy to support implementation. e) The HR Director, as part of the top management team, is fully involved in the development of force strategy.

C5.

Are senior operational managers involved in the development of HR strategy? 1 Fully 2 To an extent 3 No

C6.

Does the top executive team approve the HR strategy? 1 Yes 2 No

C7.

How is the HR strategy communicated to the force?

C8.

How closely do you believe the HR Strategy/Plan are aligned with the Force Strategy? a) b) c) d) Completely Partly Not at All Not previously considered this

C9.

How is the HR strategy evaluated?

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C10. Have the Chief Constables expectations of HR in contributing to delivery of the Force Strategy been clearly outlined to you? 1 Yes 2 No C10 (i) Do all members of your department fully understand these expectations? 1 Yes 2 Partly 3 No C11. Do annual HR Performance Indicators relate directly to the business goals and strategies of the force? 1 Yes 2 Partly 3 No C12. To what extent do HR practices within your force focus on improving staff performance? (1 Fully, 2 Mostly, 3 A little, 4 Not at al l, X Not previously considered) 1 2 3 4 X

C13. How aligned are HR practices with the requirements of internal stakeholders? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

C14. How aligned are HR practice s with the requirements of external stakeholders the public? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

123

Section D - Adding value

D1. To what extent do the HR professionals in your Department understand the business of policing? (1 Fully, 2 Partly, 3 Not at all, 4 Not sure, X Not considered the need). 1 2 3 4 X

D2.

Does your HR team link with customers to identify their expectati ons of HR and what they see as adding value? (1 Always, 2 Sometimes, 3 Rarely, 4 Never, 5 Not sure, X Not considered the need). 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 X X X

a) Managers b) Employees c) The community D3.

To what extent does your HR strategy process turn business goals into HR priorities? (1 Fully it is the primary aim, 2 Partly it has attempted to do so, 3 Does not, 4 Not sure, X Not considered) 1 2 3 4 X

D4.

Do you believe you have you taken all opportunities to gain a seat at the strategic decision making table? 1 Yes 2 No

D4 (i) How successful have you been in achieving this? (1 Fully, 2 Partly, 3 Not at all, 4 Not sure) 1 2 3 4

D4 (ii) What more could you do in the future?

124

D5.

Have you been given the opportunity to develop the HR function in a way that clearly contributes to operational performance? 1 Yes 2 Partly 3 No Please explain

D5 (i) What barriers to achieving this, if any, have you encountered?

D6.

What have you done to align HR practices with the requirements of internal stakeholders?

D7.

What have you done to align your HR practices with external stakeholders?

125

D8.

Please give some examples of data/metrics you collect and use to determine the efficiency, effectiveness and impact of HR practices and processes in your force? a) Efficiency

b) Effectiveness

c) Impact

D8 (i) How do you use these metrics?

D8 (ii) In what forums are they discussed?

D9.

What data/metrics do you provide to managers to support delivery of the business? Please give three to five examples of the most important data 1. 2. 3. 4. 5.

D10. How do you engage and involve senior management in development and delivery of the HR strategy to support operational policing?

126

Section E Additional Information

E1. Please provide any further comments you would like to make that you feel would be relevant to this research?

Thank you for taking the time to complete this questionnaire. Your input to this research is appreciated and valued.

Angela Roberts Head of Human Resources Warwickshire Police Police Headquarters Leek Wootton Warwick CV35 7QB Email angela.roberts@warwickshire.pnn.police.uk Tel. 01926 415015 Fax 01926 415390

127

Appendix 4

Appendix 4
Attendees

Observation Checklist Force Performance Board

Format of the meeting

Key Performance Indicators being discussed Process of the meeting

HR input?

Looking at HR in terms of Efficiency? Effectiveness? Impact?

Indicators relating to HR: HR or Business Driven?

How integrated is HR with operational performance considerations?

Clear line of sight between HR PIs and delivery of operational performance? Understanding of HRM roles and responsibilities.

Clear accountability?

128

Appendix 5

Appendix 5

Letters to Chief Constables of forces included in the study

1st November 2006 The Chief Constable Cheshire Constabulary Clemonds Hey Oakmere Road Winsford CW7 2UA

Dear Chief Constable Fahy I write to formally introduce myself and ask for the support and involvement of your force in research I am undertaking for my MBA dissertation, which has been supported by Warwickshire Police. I have been Head of Human Resources at Warwickshire Police for 4 years, prior to which I had experience in both the public and private sectors. I am very interested in how HR contributes to the delivery of performance within organisations and am undertaking my dissertation on: The HR contribution to operational p olicing in the modern police service. The dissertation will look at current perceptions of HR contribution across the service, taking into account the views of ACPO, HMIC, the Home Office and the CIPD forum; looking at how HR should be contributing an d whether in reality this is the case. To this end I will be writing to you separately along with all Chief Constables with a request to complete a short survey. I would like to focus on three forces other than Warwickshire, in order to get a good sample of views and experience across the service. This would include using PPAF data, reviewing strategies and plans, carrying out interviews with HR Directors and a questionnaire of a sample of senior operational managers. In identifying the forces I have taken advice from HMIC as to which forces are performing well in Human Resource Management and I delighted to note that Cheshire is regarded as one of these. I have spoken to Christine Barton who has agreed to take part in the study, however as a matter of courtesy I would like to gain your formal approval before contacting other members of the force. Please could you confirm that you are happy for Cheshire to be included in the study. Yours faithfully

Angela Roberts Head of Human Resources & Training 129

1st November 2006 The Chief Constable Dorset Police Winfrith Dorchester Dorset DT2 8DZ

Dear Chief Constable Baker I write to formally introduce myself and ask for the support and involvement of your force in research I am undertaking for my MBA dissertation, which has been supported by Warwickshire Police. I have been Head of Human Resources at Warwickshire Police for 4 years, prior to which I had experience in both the public and private sectors. I am very interested in how HR contributes to the delivery of performance within organisations and am undertaking my dissertation on: The HR contribution to operational p olicing in the modern police service. The dissertation will look at current perceptions of HR contribution across the service, taking into account the views of ACPO, HMIC, the Home Office and the CIPD forum; looking at how HR should be contributing an d whether in reality this is the case. To this end I will be writing to you separately along with all Chief Constables with a request to complete a short survey. I would like to focus on three forces other than Warwickshire, in order to get a good sample of views and experience across the service. This would include using PPAF data, reviewing strategies and plans, carrying out interviews with HR Directors and a questionnaire of a sample of senior operational managers. In identifying the forces I have taken advice from HMIC as to which forces are performing well in Human Resource Management and I delighted to note that Dorset is regarded as one of these. I have spoken to Graham Smith who has agreed to take part in the study, however as a matter of courtesy I would like to gain your formal approval before contacting other members of the force. Please could you confirm that you are happy for to Dorset to be included in the study. Yours faithfully

Angela Roberts Head of Human Resources & Training

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1st November 2006 The Chief Constable Surrey Police Mount Browne Sandy Lane Guildford Surrey GU3 1HG

Dear Chief Constable Quick I write to formally introduce myself and ask for the support and involvement of your force in research I am undertaking for my MBA dissertation, which has been supported by Warwickshire Police. I have been Head of Human Resources at Warwickshire Police for 4 years, prior to which I had experience in both the public and private sectors. I am very interested in how HR contributes to the delivery of performance within organisations and am undertaking my dissertation on: The HR contribution to operational p olicing in the modern police service. The dissertation will look at current perceptions of HR contribution across the service, taking into account the views of ACPO, HMIC, the Home Office and the CIPD forum; looking at how HR should be contributing an d whether in reality this is the case. To this end I will be writing to you separately along with all Chief Constables with a request to complete a short survey. I would like to focus on three forces other than Warwickshire, in order to get a good sample of views and experience across the service. This would include using PPAF data, reviewing strategies and plans, carrying out interviews with HR Directors and a questionnaire of a sample of senior operational managers. In identifying the forces I have taken advice from HMIC as to which forces are performing well in Human Resource Management and I delighted to note that Surrey is regarded as one of these. I have spoken to Paul McElroy who has agreed to take part in the study, however as a matter of courtesy I would like to gain your formal approval before contacting other members of the force. Please could you confirm that you are happy for to Surrey to be included in the study. Yours faithfully

Angela Roberts Head of Human Resources & Training

131

Letter to Chief Constable Warwickshire Police Keith Bristow 16 September 2006 Dear Keith, As you are aware I am currently undertaking an MBA and I think I have mentioned that I have now reached the dissertation stage. My initial topic proposal has been accepted and I am now working up the formal proposal. I would like to undertake the following investigation: The HR Contribution to operational policing in the modern police service. I have attempted to find a topic which is pertinent to both the force and my day job as I believe much of what I establish will be useful to the force as we review and develop over the next few years and I hope to the service as a whole. I have talked briefly to Simon about this so he is aware. Having got this far I think it is important now to gain your formal approval for me to proceed. I would like to use Warwickshire as my main source of data, which will involve reviewing data on force performance, minutes of meetings, observation at performance management meetings, in terviews, questionnaires and focus groups with key members of senior and middle management. If you are agreeable, I would in the first instance like to undertake a detail interview with yourself. I am intending my research to be based on the current po sition of HR within the police service (not what HR should be doing what we are doing), so I will be looking to undertake a survey of perceptions of HR contribution across the service at Chief Constable level. I also plan to pull together current thinking on HR contribution from key stakeholders such as ACPO, HMIC, Home Office and the CIPD forum nationally. I think I have most of the key contacts myself, but would welcome your support on this aspect of the project in terms of agreeing that I am doing this. Please let me know if you have any reservations. My plan is as stated to focus in detail on Warwickshire but to include, 3 or 4 other forces in my research this would include using their PPAF data, strate gies and plans, interviews with Heads of HR and questionnaire of a sample of senior operational managers. I have some ideas of appropriate forces myself but would welcome your insight and views on what might be most useful to Warwickshire. Apologies for the length of this, but I thought it appropriate that you had a good idea of what I was planning to do and because I am very keen to ensure what I do does contribute to the development of the force. Best Regards,

Angela Roberts

132

Appendix 6

Appendix 6

E-mail to Directors of HR: Cheshire, Dorset, Surrey

26 September 2006

Dear Christine/Graham/Paul I am writing to you to request your help with some research I am currently carrying out, which I hope will be of benefit to the Police Service nationally . I don't know whether I have mentioned but I am currently doing an MBA and finally after nine gruelling modules, I have got to the dissertation stage. I have chosen to do my dissertation on an HR related subject and am currently getting my proposal agr eed. The topic area I am looking at is: "The HR contribution to operational performance in the police service." My plan is to focus on Warwickshire in the main, but I would like to look at three other forces for comparison purposes and to get a wider pic ture of good practice across the service. Having discussed this with HMIC, who are supportive of the study and have agreed to review the findings, and reviewed the 2005 gradings for HR, your force has clearly been identified as one of the best and a good force to look at for this purpose. So if you agree to assist, what does it mean? Attached is the first draft of a letter I would like to send to your Chief Constable. I will be writing to all CCs and Directors/Heads of HR separately as part of my dat a collection asking basic questions about the role of HR in the force and how HR operates and links in with performance management. For your force though this would include a more detailed interview with yourself and a questionnaire of a sample of senior operational managers, who I would ask you to identify for me. A review of PPAF data, and the latest HMIC report, and reviewing your HR strategies and plans. In terms of timescales - I need to get all my surveys etc out early November and would look to meet with you by mid December at the latest. I wanted to touch base tentatively with you before I go any further and hope to see you at the CIPD forum on Friday where I will be happy to answer any questions. Please could you confirm your agreement to take part by the end of next week at the latest. Thanking you in advance, with very best regards, Angela
Angela Roberts Head of Human Resources and Training Warwickshire Police 01926 415015

133

Appendix 7

Appendix 7

Interviews with Directors of HR: Cheshire, Dorset, Surrey

Background Information Dissertation Proposal Summary Aim: to investigate and evaluate the contribution of the Human Resource function to performance delivery in police service and to establish whether there is a link between effective HRM and operational performance. Starting from the premise that effective human resource management should have a positive impact on the performance of an organisation, I will undertake a study of four HR departments in four forces in England, rated as having Good HR, to establish whether this can be demonstrated to have an impact on the operational performance of the force. I will seek to establish whether HR adds value. The dissertation will:  Describe relevant developments in the police service , the current provision of human resource management, and how police performance is measured.  Explore academic and professional research and position on the contribution of Human Resource Management to business performance.  Research current thinking within the police service at both national and individual force level on the contribution of HR.  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the H R Department and operational performance based on research evidence.  Develop a model, which can be used to establish the quantitative contribution.  Compare the current actual position to theory on the contribution of HR.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance. There is a considerable wealth of the literature available in the area of HR contribution but very little study of HR in policing. The aim is to look specifically at HRM within policing in the UK, focusing on operational performance. There is a need within the police service for more systematic process for measuring contribution of HR. I believe there is a link between HR and performance but that the HR community is not good at demonstrating or even articulating this, with the importance of HR not fully recognised, in some forces. Research Methodology in relation to the four forces The four forces to be studied: Warwickshire, Cheshire, Dorset and Surrey The four forces will be surveyed in detailed in order to determine whether there are any differences in HR delivery which lead to a greater or lesser contribution, and 134

establish best practice, and determine whether the achievement of a good grading from HMIC in HR impacts on operational performance. This will include:  Interviews with the Director of HR.  A questionnaire survey of senior operational managers (30) within each force.  Collection of secondary information HR Strategy and Plan, Force Strategy, HMIC Baseline Reports 2005 and 2006, PPAF grades A comparison of approaches between forces will be evaluated to establish any trends and good practice. Interview with Directors of HR (semi structured format) Areas for Discussion 1. Measurement of the contribution of HR to operational policing,

PPAF indicators use of Force Performance Framework 2. The role of HR in delivering force strategy, involvement in development of force strategy 3. How integrated the HR strategy is with force strategy,

4. How HR strategy is developed - process and engagement of senior management. 5 6 7 Resource Usage section of the HMIC Baseline report 2006 The role of HR within the force. The responsibility of managers for human resource management

135

Appendix 8

Appendix 8

Operational Managers Questionnaire

The Contribution of HR to Operational Performance in the Police Service

This survey is being undertaken as primary research for an MBA dissertation on the Contribution of HR to Operational Performance in the Police Service. The project is supported by HMIC, your Chief Constable and Director of Human Resources who are fully aware that you have been asked to be involved in this research. I appreciate your support in completing it. Please complete all the questions set out below, as fully as possible. The questionnaire should be returned to Angela Roberts, Head of Human Resources at Warwickshire Police by 31 December 2006. Your personal views and comments will not be shared with anyone else, however the combined results will be incorporated within the dissertation, a copy of which will be provided to HMIC.
Completed by : Name (optional)

Role and Rank

Area/Department

Force

Section A: The Role of HR in your force A1. What are the key areas the HR Department leads on in your force? (Please give the top 3 to 5 areas) 1. 2. 3. 4. 5. 136

A2.

What part does the HR Department in your force play in contributing to the business planning process?

A2 (i) Does this meet with what you would expect? 1 Yes 2 No A3. What do you see as the role of HR in delivering the force strategy?

A3 (i) Does this match with what happens in practice? 1 Yes 2 Partly 3 No A4. How would you rate the HR Department in your force in relation to the following areas? (1 Excellent, 2 Good, 3 Fair, 4 Poor, X No Opinion ) a) b) c) d) e) A5. Strategic contribution HR delivery Business Knowledge Personal Credibility HR technology 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 X X X X X

Please rate the importance of the following roles carried out by HR. 1 Essential (to operational performance) , 2 Value Adding (some contribution to operational performance), 3 Nice to have, (may add some value) 4 irrelevant, (no measurable value) X no opinion

a) Develop a strategy for the management and development of people. 1 2 3 4 X

b) Develop HR policies in response to legislation and good practice. 1 2 3 4 X

137

c) Put in place HR practices which contribute to operational performance. 1 2 3 4 X

d) Develop and deliver the force Training Plan. 1 2 3 4 X

e) Provide advice and guidance to support managers in managing and developing people. 1 2 3 4 X

f) Administration of HR processes e.g. PDR, Training courses, the recruitment process. 1 2 3 4 X

g) Provide management information, which assists in managing operational performance. 1 2 3 4 X

Section B: HR Service Delivery B1. Does your force have clearly defined standards for HR service delivery? 1 Yes 2 No

B1 (i) If yes, overall how well does the HR Department in your force meet these? (1 Exceeds, 2 Meets, 3 Partly Meets, 4 Fails to Meet X No opinion) 1 2 3 4 X

B1 (ii) If no, how would you rate the HR Department in your force in terms of your own expectations for HR service delivery? (1 Exceeds, 2 Meets, 3 Partly Meets, 4 Fails to Meet X No opinion) 1 2 3 4 X

138

B2.

Please rate the Effectiveness of HR in carrying out the following roles in your force. 1 Exceeds requirements 2 Meets requirements 3 Sometimes meets requirements 4 Rarely if ever meets requirements X No opinion a) Develop a strategy for the management and development of people. 1 2 3 4 X

b) Develop HR policies in response to legislation and good practice. 1 2 3 4 X

c) Put in place HR practices which contribute to operational performance. 1 2 3 4 X

d) Develop and deliver the force Training Plan. 1 2 3 4 X

e) Provide advice and guidance to support managers in managing and developing people. 1 2 3 4 X

f) Administration of HR processes e.g. PDR, Training courses, the recruitment process. 1 2 3 4 X

g) Provide management information, which assists in managing operational performance. 1 2 3 4 X

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B3.

Please comment on the style of service delivery of the HR Department in your force, in terms of importance and effectiveness : Please score importance on the basis of: 1 Essential, 2 Value Added, 3 Nice to have, 4 Irrelevant, X No opinion Please score effectiveness on the basis of: 1 Exceeds requirements, 2 Meets requirements, 3 Sometimes meets requirements, 4 Rarely, if ever, meets requirements, X No opinion

Characteristic Responsive Professional (knowledge) Breadth of view

Example Respond promptly to requests and actively listen and fully answer questions Staff have the knowledge to answer questions fully Staff are able to take all issues into account in providing advice . Adopt a problem solving approach Able to translate customer service issues into relevant support Uphold corporate values in the longer-term interests of the force.

IMP

EFF

Problem solving Facilitating

Corporate Value

B4 (i) Employment Legislatio n Do you view employment legislation as having a negative or positive impact on operational policing? 1 2 Positive Negative

B4 (ii) In your view does the HR Department demonstrate a comprehensive understanding of employment legislation? 1 2 Yes No

B4 (iii) Do you believe that the HR Department apply legislation too strictly? 1 Yes 2 No If yes, please give an example.

140

B4 (iv) Do you believe that corporacy in terms of issues such as pay policy and discrimination has a negative impact on operational delivery? 1 Yes 2 No If yes, how do you think such matters should be dealt with? Section C - Adding value C1. To what extent do you believe HR professionals in your force understand the business of policing? (1 Fully, 2 Partly, 3 Not at all, 4 Not sure, X Dont need to) 1 2 3 4 X

C2.

To what extent do members of the HR Department in your force work with you to identify your expectations of HR and what you see as adding value? (1 Always, 2 Sometimes, 3 Rarely, 4 Never, 5 Not sure, X Not needed). 1 2 3 4 5 X

C3.

What data/metrics are provided to you by the HR Department to support delivery of the business? Please give three to five examples of the most important data you are currently provided with. 1. 2. 3. 4. 5.

C4.

What additional data (if any) would you like to see provided in future to support you in making operational decisions? Please list three to five most important. 1. 2. 3. 4. 5. OR X I am happy that I am provided with all data I need. (please indicate)

141

C5.

Are you involved in development and delivery of the HR strategy? 1 Yes 2 Partly 3 No

C5 (i) Do you believe you should be? 1 Yes 2 No 3 No opinion Section D: HR integration D1. Do you attend meetings where HR performance data is discussed? 1 Yes 2 No If yes , please list these meetings. 1. 2. 3. 4. D2. In your view should HR performance form a part of the overall force performance framework? 1 Yes 2 No

D2a) Is HR performance part the of overall performance framework in your force? 1 Yes 2 No 3 Dont Know

D3.

What do you see as the key performance indicators for HR? 1. 2. 3. 4. In your view does your force 2006 HMIC grading for HR (6a) Good, fairly reflect the contribution you believe HR to be making to delivering performance in the force? 1 Yes 2 No

D4.

142

D5.

How often is the HR Department in your force asked: How the HR Department is impacting on operational performance? 1 2 3 4 5 6 7 Daily Weekly Monthly Quarterly Annually Never Dont know

D6.

How is the HR Strategy developed in your force please indicate which sentence most closely reflects your perception/knowledge of your forces approach? b) Developed by the HR function separate from the force strategy c) Force Strategy provided to the HR fu nction from which they develop the HR strategy, practices and processes to help implement the force strategy. d) The HR function provides information for the development of force strategy, HR then develop a strategy to support implementation. e) The HR Director, as part of the top management team, is fully involved in the development of force strategy. x) Not able to answer

D7.

Are you as an operational manager involved in the development of HR strategy? 1 Yes 2 Partly 3 No

D7a

Please describe your involvement.

D8.

How is the HR strategy communicated to the force?

143

D9.

How closely do you believe the HR Strategy/Plan is aligned with the Force Strategy? 1 2 3 4 Completely Partly Not at All Dont know

D10. To what extent do HR practices within your force focus on improving staff performance? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

D11. In your opinion how aligned are HR practices with your requirements as an operational manager (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

D12. In your opinion how aligned are HR practices with the requirements of the public? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered ) 1 2 3 4 X

D13. Overall in your opinion the current delivery of HR in your force meets the needs of the organisation: (1 Strongly Agree, 2 Agree, 3 Disagree, 4 Strongly Disagree, X No Opinion) a) In relation to force/strategy direction. b) Assisting you to deliver performance through people c) Setting an appropriate culture for the force 1 1 1 2 2 2 3 3 3 4 4 4 X X X

Please give any examples to support your views

144

Section E: Any other comments E1. Please add any further comments that you feel would be relevant to this research

Thank you for taking the time to complete this questionnaire, your input to this research is appreciated and valued. Please return by 31 December 2006.

Angela Roberts Head of Human Resources Warwickshire Police Police Headquarters Leek Wootton Warwick CV35 7QB Email angela.roberts@warwickshire.pnn.police.uk Tel. 01926 415015 Fax 01926 415390

145

Appendix 9

Appendix 9

Observation Checklist Metropolitan Police HR Performance Meeting

5 February 2007

Attendees

Format of the meeting Key Performance Indicators being discussed

Process of the meeting

Mainly Looking at HR Efficiency. HR Effectiveness. HR Impact?

Indicators HR or Business Driven?

How integrated with operational performance considerations?

Clear line of sight between HR PIs and delivery of operational performance? Role played by Director of HR

Role played by operational managers Understanding of HRM roles and responsibilities.

Clear accountability?

146

Appendix 10

Appendix 10

Interview Questions Home Office representative

Interviewee Mick Pepper 1 December 2006 Interviewer Angela Roberts

Dissertation Proposal Summary Aim: to investigate and evalu ate the contribution of the Human Resource function to performance delivery in the modern police service and to establish whether there is a link between effective HRM and operational performance.

Starting from the premise that effective human resource management should have a positive impact on the performance of an organisation, I will undertake a study of four HR departments in four forces in England, rated as having Good HR, to establish whether this can be demonstrated to have an impact on the ope rational performance of the force. I will seek to establish whether HR adds value. The dissertation will:  Describe relevant developments in the police service, the current provision of human resource management, and how police performance is measured.  Explore academic and professional research and position on the contribution of Human Resource Management to business performance.  Research current thinking within the police service at both national and individual force level on the contribution of HR.  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the HR Department and operational performance based on research evidence.  Develop a model, which can be used to establish the quantitative contribution.  Compare the current actual position to theory on the contribution of HR.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance. Much of the literature in the area of HR contribution is general and relates to strategy, with relatively few studies of specific industries, and very little study of HR in policing. The aim is to look specifically at HRM within policing in the UK, focusing on operational performance. Police operational performance is measured through the Police Performance and Assessment Framework Within each of the domains there are performance indicators, which is the level I will focus in seeking to determine how HR contributes to operational performance. If from my investigations I find HR is not directly contributing to operational performance I will investigate whether that is because HR is not fully engaged/contributing at strategy level.

Aim of the interview:

to assist in addressing four elements of the dissertation.  Describe relevant developments in the police service, the current provision of human resource management, and how police performance is measured. 147

 Research current thinking in the Police Service at both national and individual force level on the contribution of HR  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the HR Department and operation al performance based on research evidence.
Interview Questions: HR Measurement

1.

What is the role of the Home Office in measuring HR performance within forces? What do the Home Office see as the key performance measures for HR? Do the Home Office consider customer satisfaction as a measure of how the HR departments are performing? How does the Home Office link HR performance to PPAF? How does the Home Office see the link between effective HR and operational performance? What are the main elements of Human Resource Management that the Home Office are looking for when considering HMICs assessment of Good or Excellent?

2. 3.

4. 5.

6.

Role of HR

7.

How do the Home Office see the role of HR in contributing to the business planning process? What are the key areas do the Home Office advocate that HR departments should lead on in forces? What are the expectations of the Home Office expectations of HR departments in leading in these areas? Set policy Decision Making Communication Monitoring Day to Day Management of systems and processes 148

8.

9.

a) b) c) d) e)

HR integration

10. 11. 12.

How should HRM be integrated into performance management within forces? How do the Home Office evaluate the role and contribution HR is making to organisational performance? Does the Home Office look at whether and how annual HR goals relate to the business goals and strategies? If yes, in your experience is this the case in forces currently? In your experience is HR seen in forces to be fully integrated and adding value?

13.

14.

What is the role of the Home Office in setting policy and strategy to develop effective HRM within the police service? Developments for the Future 14. How can HR better contribute to delivering operational performance in the future and what is the Home Offices ro le in facilitating this? What can HR Departments do to ensure they are adding value and are seen to be adding value to the organisation?

15.

Any other comments?

149

Appendix 11

Appendix 11 Interview Questions Her Majestys Inspector (HMI) Personnel, Training and Diversity.
Interviewee Robin Field-Smith Interviewer Angela Roberts 3 rd November 2006
Robin Field-Smith MBE MA Chartered FCIPD FCMI

Robin Field-Smith graduated from Liverpool University and Churchill College, Cambridge. He served in the Regular Army from 1971 until 2000, and had a variety of posts as an instructor, education officer, and training adviser, as well as responsibilities on the staff and in command, ending his service as the senior Army member of the Defence Training Review Team. His role as HMI is to act as an expert advisor on personnel, training, education and development and diversity issues as they relate to the police service; to carry out HMIC inspections; and to assist other inspection teams by giving detailed advice on matters connected with police personnel, training, education and development and diversity. He is currently leading inspection of areas of specialist training, promotion processes for federated ranks, the HR function in PSNI, and implementation of the race equality duty, as well as advising ministers, chief constables and police authorities on the HR implication of restructuring and workforce modernisation. (http://inspectorates.homeoffice.gov.uk/hmic/personnel -training/robin-fieldsmith2.html?version=1)

Aim of the interview: to assist in addressing four elements of the dissertation.  Describe relevant developments in the police service, the current provision of human resource management, and how police performance is measured.  Research current thinking in the Police Service at both national and individual force level on the contribution of HR  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the HR Department and operational performance based on research evidence.
HR Measurement

2.

What is the role of HMIC in measuring HR performance within forces? Reference to the Inspection Protocol for Human Resource Management (2006) http://inspectorates.homeoffice.gov.uk/hmic/docs/hrmanagement.pdf?view =Binary 150

2.

What do you see as the key performance measures for HR?

3. 7. 8.

Do HMIC use customer satisfaction as a measure of how the HR departments are performing? How does HMIC link HR performance to PPAF? How does HMIC see the link between effective HR and operational performance? What are the main elements of Human Resource Management that HMIC are looking for in making an assessment of Good or Excellent?

9.

Role of HR

7.

What do you see as the role of HR in contributing to the business planning process? What are the key areas that you believe HR departments should lead on in forces? What are your expectations of HR departments in leading in these areas? Set policy Decision Making Communication Monitoring Day to Day Management of systems and processes

8.

9. a) b) c) d) f)

HR integration

10.

How should the areas HR lead on be integrated into performance management within forces? How do HMIC inspections evaluate the contribution HR is making to organisational performance? Does HMIC look at whether and how annual HR goals relate to the business goals and strategies? If yes, in your experience is this the case in fo rces currently? In your experience is HR seen in forces to be fully integrated and adding value?

11.

16.

17.

Developments for the Future

151

18.

How can HR better contribute to delivering operational performance in the future? What can HR Departments do to ensure they are adding value and are seen to be adding value to the organisation?

19.

Any other comments.

References

Her Majestys Inspectorate of Constabulary/Home/Personnel, Training and Diversity http://inspectorates.homeoffice.gov.uk/hmic/personnel -training/robin-fieldsmith2.html?version=1 (Accessed 30 October 2006) Inspection Protocol for Human Resource Management 2006 (Author Unknown) http://inspectorates.homeoffice.gov.uk/hmic/docs/hrmanagement.pdf?view=Binary (Accessed 30 October 2006)

152

Appendix 12

Appendix 12

Interview Questions: ACPO Perspective

Interviewee Steve Corkerton, Interviewer Angela Roberts 15 February 2007

Background Information Dissertation Proposal Summary Aim: to investigate and evaluate the contribution of the Human Resource function to performance delivery in the police service and to establis h whether there is a link between effective HRM and operational performance.

Methodology: Starting from the premise that effective human resource management should have a positive impact on the performance of an organisation, a survey will be undertaken of Chief Constables and Directors of HR in 43 forces in England and Wales. A detailed study of four forces in England, rated as having Good HR, is being undertaken to establish whether this can be demonstrated to have an impact on the operational perfo rmance of the force. This includes semi-structured interviews with the Directors of HR, information gathering and review (HR Strategy, Force Strategy, HMIC Baseline etc) and survey of 30 operational managers in each force. The dissertation will:  Describe relevant developments in the police service, the current provision of human resource management, and how police performance is measured.  Explore academic and professional research and position on the contribution of Human Resource Management to business performance.  Research current thinking within the police service at both national and individual force level on the contribution of HR.  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the HR Department and operational performance based on research evidence.  Develop a model, which can be used to establish the quantitative contribution.  Compare the current actual position to theory on the con tribution of HR.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance.
Format of the Interview The format of the interview is intended to be unstructured, the aim of the interviewer being to direct a discussion around a number of key topic areas, identified below and provided in advance for consideration. Aims of the Interview: To gain the views of ACPO in relation to how HR can and should contribute to operational policing.

To directly assist with primary research in addressing four elements of the dissertation.

153

 Research current thinking in the Police Service at both national and individual force level on the contribution of HR  To determine whether there is a link between the contribut ion of the HR Department and operational performance based on research evidence.  To assist in the development of a model, which can be used to establish the quantitative contribution.  Make recommendations in relation to the role and delivery of HRM f or improved contribution to operational performance.
Areas for Discussion: 1. ACPO perspective on the role of HR within a force in relation to delivering operational performance?

 The essential things HR must deliver  The key areas ACPO expect HR departments to lead on in forces?  The main ways HR can add value  Key ways in which HR can contribute to operational performance 2. ACPO perspective on measuring and assessing whether HR is making an effective contribution?  The key performance indicators  The mechanisms required for monitoring and evaluating HR performance  The mechanisms required to make the link between HR performance and operational performance  What is looked for in evaluating HR performance in relation to operational performance? 3. The role of HR in delivering force strategy, how to integrate the HR strategy?  The role of HR in contributing to the business planning process?  How should HRM be integrated into performance management within forces? 4. ACPO view of the relevance of HR 6a grading in the assessment of whether HR is contributing to operational performance?

5. How can HR better contribute to delivering operational performance in the future and what is ACPOs role in facilitating this?

154

6. What can HR Departments do to ensure they are adding value and are seen to be adding value to the organisation? 7. Any examples of best practice in relation to HR contribution to operational performance?

155

Appendix 13

Appendix 13

Interview Questions Chair of the Police Authority Warwickshire Police

Interviewee Phil Blundell, Interviewer Angela Roberts 9 January 2007 Aim of the interview: to address two elements of the dissertation.  Research current thinking in the Police Service at both national and individual force level on the contribution of HR  Evaluate the current contribution of HR in forces based on perception of key stakeholders.
HR Measurement

1.

What is the role of the police authority in measuring HR performance?

2.

What do you see as the key performance measures for HR?

3.

Do the police authority use customer satisfaction as a measure of how the HR department is performing?

4.

Does the Police Authority link HR performance to PPAF?

Role of HR

5.

a) What do you see as the role of HR in contributing to the business planning process? b) How well is this happening in Warwickshire?

6.

a) What are the key areas that you believe the HR department should lead on across the force? b) How well is this happening in Warwickshire?

7.

What are your expectations of the HR department in l eading in the areas identified above? Set policy Decision Making Communication Monitoring 156

a) b) c) d)

e) Day to Day Management of systems and processes How would you rate each of the above?
HR integration

7.

How are the areas HR lead on integrated into performance management within the force? How do you evaluate the contribution HR is making to organisational performance? Do annual HR goals relate directly to the business goals and strategies? Does the 2006 HMIC grading for HR (6a etc) fairly refle ct the contribution you believe HR to be making to delivering performance in the force?

8.

9. 10.

157

Appendix 14

Appendix 14

Interview Questions Chair of the Police Authority HR and Training Panel Warwickshire Police

Interviewee Mike Edwards, Interviewer Angela Roberts 6 November 2006 Aim of the interview: to address two elements of the dissertation.  Research current thinking in the Police Service at both national and individual force level on the contribution of HR  Evaluate the current contribution of HR in forces based on perception of key stakeholders.
HR Measurement

1. 2. 3.

What is the role of the police authority in measuring HR performance? What do you see as the key performance measures for HR? Do the police authority use customer satisfaction as a measure of how the HR department is performing? Does the Police Authority link HR performance to PPAF?

4.

Role of HR

8.

What do you see as the role of HR in contributing to the business planning process? What are the key areas that you believe the HR department should lead on across the force? What are your expectations of the HR department in leading in these areas? Set policy Decision Making Communication Monitoring Day to Day Management of systems and processes

9. 7. a) b) c) d) e)

HR integration

10.

How are the areas HR lead on integrated into performance management within the force? 158

11.

How do you evaluate the contribution HR is making to organisational performance? Do annual HR goals relate directly to the business goals and strat egies? Does the 2006 HMIC grading for HR (6a etc) fairly reflect the contribution you believe HR to be making to delivering performance in the force?

12. 13.

159

Appendix 15

Appendix 15

Interview Chief Constable Warwickshire Police

Interviewee Keith Bristow 24 November 2006 Interviewer Angela Roberts

Background Information Dissertation Proposal Summary Aim: to investigate and evaluate the contribution of the Human Resource function to performance delivery in the police service and to establish whether there is a link between effective HRM and operational performance.

Methodology: Starting from the premise that effective human resource management should have a positive impact on the performance of an organisation, a survey wil l be undertaken of Chief Constables and Directors of HR in 43 forces in England and Wales. A detailed study of four forces in England, rated as having Good HR, is being undertaken to establish whether this can be demonstrated to have an impact on the operational performance of the force. This includes semi -structured interviews with the Directors of HR, information gathering and review (HR Strategy, Force Strategy, HMIC Baseline etc) and survey of 30 operational managers in each force. The dissertation will:  Describe relevant developments in the police service, the current provision of human resource management, and how police performance is measured.  Explore academic and professional research and position on the contribution of Human Resource Management to business performance.  Research current thinking within the police service at both national and individual force level on the contribution of HR.  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the HR Department and operational performance based on research evidence.  Develop a model, which can be used to establish the quantitative contribution.  Compare the current actual position to theory on the contribution of HR.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance.
Format of the Interview The format of the interview is intended to be unstructured, the aim of the interviewe r being to direct a discussion around a number of key topic areas, identified below and provided in advance for consideration. Aims of the Interview: To gain the views of a Chief Constable in relation to how HR can and should contribute to operational policing.

To directly assist with primary research in addressing four elements of the dissertation.

160

 Research current thinking in the Police Service at both national and individual force level on the contribution of HR  To determine whether there is a link between the contribution of the HR Department and operational performance based on research evidence.  To assist in the development of a model, which can be used to establish the quantitative contribution.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance.
Areas for Discussion: 1. The role of HR within a force in relation to delivering operational performance?

 The essential things HR must deliver  The main ways HR can add value  Key ways in which HR can contribute to operational performance 2. How you know whether HR is making that contribution?  The key performance indicators to look for  The mechanisms that need to be in place for monitoring and evaluating HR performance  The mechanisms that need to be in place to make the link between HR performance and operational performance  What to look for in evaluating HR performance in relation to operational performance? 3. The role of HR in delivering force strategy, how to integ rate the HR strategy?

4.

Examples of best practice in relation to HR from experience within the service and in a number of forces.

161

Appendix 16

Appendix 16

Interview Questions operational managers Warwickshire Police

Interviewees: ACC Bill Holland, Chief Superintendent Richard Sear, Superintendent Neil Hewison, Chief Inspector Martin Samuel, Inspector Faz Chishty
Background information Dissertation Proposal Summary Aim: to investigate and evaluate the contribution of the Human Resource function to performance delivery in the police service and to establish whether there is a link between effective HRM and operational performance.

Methodology: Starting from the premise that effective human resource management should have a positive impact on the performance of an organisation, a survey will be undertaken of Chief Constables and Directors of HR in 43 forces in England and Wales. A detailed study of four forces in Engla nd, rated as having Good HR, is being undertaken to establish whether this can be demonstrated to have an impact on the operational performance of the force. This includes semi -structured interviews with the Directors of HR, information gathering and re view (HR Strategy, Force Strategy, HMIC Baseline etc) and survey of 30 operational managers in each force. The dissertation will:  Describe relevant developments in the police service, the current provision of human resource management, and how police pe rformance is measured.  Explore academic and professional research and position on the contribution of Human Resource Management to business performance.  Research current thinking within the police service at both national and individual force level on th e contribution of HR.  Evaluate the current contribution of HR in forces based on perception of key stakeholders.  To determine whether there is a link between the contribution of the HR Department and operational performance based on research evidence.  Develop a model, which can be used to establish the quantitative contribution.  Compare the current actual position to theory on the contribution of HR.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance.
Methodology - Interviews with operational managers

Aim of the interviews: (i) To explore in detail with a sample of five key operational managers within the force, how they believe the HR department supports them in delivering operational performance. How do they see HR. What is the role of HR in supporting them to deliver performance. At what levels does HR have a role in contributing to this strategy, policy, facilitating, support and advice, day to day management of people 162

issues, administrative service. Current views on the level of service received, what improvements. (ii) To directly assist with primary research in addressing three elements of the dissertation.  To determine whether there is a link between the contribution of t he HR Department and operational performance based on research evidence.  To assist in the development of a model, which can be used to establish the quantitative contribution.  Make recommendations in relation to the role and delivery of HRM for improved contribution to operational performance. Operational Managers identified: ACC Operations, Chief Supt (BCU Commander), Operations Supt (BCU), District Chief Inspector, Sector Inspector.
Format of the Interview The format of the interview is inte nded to be unstructured, the aim of the interviewer being to direct a discussion around a number of key topic areas, identified below and provided in advance for consideration. Key areas to be explored:

1.

View of the role of HR in relation to delivery o f the operational policing  Do HR have a role to play?  Why do we need HR?  How do we know whether HR is contributing? View of the role of HR in supporting them as operational managers.  Their expectations of HR  Their involvement with HR  What do HR add Satisfaction levels as customers of HR  Do HR meet their expectations  How do they measure this  What more should HR be doing to support them How to we get HR more integrated into the business of policing.  At what levels should HR be contributing  In what ways should HR be contributing  Strategy, policy, support and advice etc  How to measure the impact of HR

2.

3.

4.

163

Appendix 17 policing

Focus Group HR Contribution to operational

Warwickshire Police 8 th December 2006 Aim of the focus group:

To explore the links between what HR do in the organisation and front line delivery of operational performance.
Four key areas to be explored:

 Focus on operational performance and try to establish the links back to HR.  Understanding of the role of HR and individual HR processes  How to measure contribution and what it would be like without HR?  What can HR do to contribute more effectively - HR priorities? Outline of the session 1. Introductions and explanation - AR 2. Discussion Areas:  Current operational performance measurement - Discussion  Can we make the links between HR and operational performance?  Can we see a clear line from what HR does to front line delivery?  Understanding of role of HR in the force.  Individual HR processes and practices how important are these? How effective are these?  How do we measure what HR contributes?  What would we do if there was no HR?  How can we make better links between what HR does and delivering operational policing to the benefit of operational policing?  What should HRs priorities be, to better support operational policing? 3. Summary and Close

164

Appendix 18

Appendix 18
Method Used: Survey

Summary of Respondents to the study

Interviews Information gathering Focus Group

Respondents No. No of Return No. Sent respondents Rate Interviewed %

Chief Constables HR Directors Warwickshire Operational Managers Cheshire Operational Managers Dorset Operational Managers Surrey Operational Managers Total Survey Police Authority HMIC Home Office ACPO Metropolitan Police HR Evaluation Meeting 43 42* 30 3 (CC reps) 12 11 7% 28.6% 36.7% 1 3** 5

Attendees

30

6.7%

30

20%

30

15

50%

205

49

23.9% 2 1 1 1 Seven Borough Commanders HR and Business Managers. 2***

Other Total respondents

69

Total Interviews: 14

* Warwickshire not included. ** also returned survey, discounted in total respondents *** HMIC Staff Officer, Warwickshire Force Performance Manager

165

Forces including in the analysis

Chief Constable Respondents Gwent South Yorkshire Staffordshire Director/Head of HR Respondents Cheshire Cleveland Dorset Essex Lincolnshire Norfolk Northamptonshire North Wales Suffolk Surrey Thames Valley West Midlands Operational Manager Respondents Cheshire Dorset Surrey Warwickshire

166

Appendix 19

Appendix 19
Role

Ulrichs five roles for HR Professionals

Chief Constable 1 1 1 HR Lead 1 8 3 Total % of respondents 13.33 60.00 26.67

Employee Advocate

Human Capital Developer

Functional Expert

Strategic Partner

Leadership

Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion

2 9 4

2 1

2 8 2

4 9 2

26.67 60.00 13.33

11 1

14 1

93.33 6.67

4 6 2

7 6 2

46.67 40.00 13.33

1 2

4 7 1

5 9 1

33.33 60.00 6.67 13.33

167

Appendix 20

Appendix 20
Competence

HR competence in the five key areas

Chief HR Constable Lead To what extent to HR professionals demonstrate competence? Number or respondents Operational Managers Rating How would you rate the HR Dept in relation to the following? Number of respondents Excellent 2 Good 11 Fair 12 Poor 2 No Opinion 6

Strategic Contribution

HR Delivery

Business Knowledge

Personal Credibility

HR Technology

Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion Always Partly Rarely Never No Opinion

3 6 2 1

2 1

9 1 1 1 5 6

Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion

10 12 19 0 2 3 11 11 2 6 1 8 17 5 2 2 8 13 7 3

1 3 4 7

1 1 2 4 6 1 0 1

168

Appendix 21

Appendix 21

Application of the multiplier to operational managers rating of competence

Operational Managers -Rating How would you rate the HR Dept in relation to the following?

Competence

Multiplier Total Total/ Rank

Strategic Contribution

HR Delivery

Business Knowledge

Personal Credibility

HR Technology

Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion Excellent Good Fair Poor No Opinion

Number of respondents 2 11 12 2 6 1 12 19 0 2 3 11 11 2 6 1 8 17 5 2 2 8 13 7 3

X3 X2 X1 X-1 X3 X2 X1 X-1 X3 X2 X1 X-1 X3 X2 X1 X-1 X3 X2 X1 X-1

6 22 12 -2 3 24 19 0 9 22 11 -2 3 16 17 -5 6 16 13 -7

38 3rd

46 1st

40 2nd

31 4th

28 5th

169

Appendix 22

Appendix 22

Ranking of importance placed by operational managers on seven roles of HR

Response Response Response Rate Rate Rate Nice to X2 have Response Rate

Response Rate

Multiplier Essential Strategy Policies Practices Training Advice Admin Mgmt Info

Value X3 Adding

X1 Irrelevant

Total X-1 score Rank No opinion 2.38 2.53 2.26 2.26 2.2 2.11 1.8 2 1 3 3 5 6 7 0 0 0 0 0 0 0

53% 1.59 56% 1.68 41% 1.23 50% 50% 1.5 1.5

38% 0.76 41% 0.82

6% 0.06 3% 0.03

3% 0.03 0% 0% 0 0

44% 0.88 15% 0.15 38% 0.76 6% 0.06

6% 0.06 3% 0.03 3% 0.03 3% 0.03

26% 0.52 21% 0.21 47% 0.94 15% 0.15 38% 0.76 35% 0.35

35% 1.05 24% 0.72

170

Appendix 23

Appendix 23

Ranking of effectiveness placed by operational managers on seven roles of HR

Exceeds 3

Meets 2

Sometimes 1 Meets

Rarely -1 meets

No Opinion Total Rank 0% 1.14 0% 1.93 3% 1.08 3% 1.22 0% 1.23 0% 1.29 5 1 6 4 3 2

Strategy Policy Practices Training Plan Advice Administration Management Information

0% 0.00 9% 0.27 0% 0.00 12% 0.36 9% 0.27 0% 0.00

38% 0.76 74% 1.48 29% 0.58 24% 0.48 29% 0.58 53% 1.06

50% 0.50 18% 0.18 59% 0.59 50% 0.50 50% 0.50 35% 0.35

12% -0.12 0% 0.00 9% -0.09 12% -0.12 12% -0.12 12% -0.12

3% 0.09

32% 0.64

44% 0.44

21% -0.21

0% 0.96

171

Appendix 24

Appendix 24

HR Style of Delivery

HR Style of Delivery - importance v effectiveness. Breadth of View Corporate Value Facilitating Importance Effective Importance Effective Importance Effective No. of No. of No. of No. of No. of No. of responses Mean responses Mean responses Mean responsesMean responses Mean responsesMean 1 18 18 1 1 14 14 3 3 12 12 0 0 2 10 20 20 40 17 34 19 38 13 10 20 3 6 18 12 36 3 9 10 30 7 21 18 54 4 0 0 1 4 0 0 1 4 0 0 2 8 X 0 0 0 0 0 0 1 5 2 10 4 20 Total 34 56 34 81 34 57 34 80 34 69 34 102 Mean 1 1.65 1 2.38 1 1.68 1.00 2.35 1.00 2.03 1.00 3.00

HR Style of Delivery - importance v effectiveness. Problem Solving Professional Responsive Importance Effective Importance Effective Mean Importance Effective No. of No. of No. of No. of No. of No. of responses Mean responses Mean responses Mean responses responses Mean responsesMean 1 11 11 1 1 25 25 4 4 21 21 2 2 2 20 40 15 30 8 16 20 40 12 24 16 32 3 1 3 13 39 1 3 9 27 1 3 14 42 4 0 0 2 8 0 0 1 4 0 0 2 8 X 2 10 3 15 0 0 0 0 0 0 0 0 Total 34 64 34 93 34 44 34 75 34 48 34 84 Mean 1.00 1.88 1.00 2.74 1.00 1.29 1.00 2.21 1.00 1.41 1.00 2.47

Importance : 1 Essential, 2 Value Added, 3 Nice to have, 4 Irrelevant, X No opinion Effectiveness : 1 Exceeds requirements, 2 Meets requirements, 3 Sometimes meets requirements, 4 Rarely, if ever, meets requirements, X No opinion

172

Appendix 25

Appendix 25

Analysis of HMIC Baseline Assessment 2006

For each rating of Excellent 4 points has been awarded For Good 3 points, Fair 2 and Poor 1

Total Overall Total Rank Total Rank HR and Rank HR Total Rank points force minus minus Resource Resource Training and minus minus Rank Resource Resource Use Use Training HR and HR and Force Use Use Training Training 1 Lancashire 77 1 56 1 21 1 6 3 71 1 2 West Midlands 73 2 54 2 19 4 6 3 67 2 3 West Yorkshire 72 3 53 3 19 4 6 3 66 3 4 Staffordshire 72 3 52 5 20 2 7 1 65 4 5 Northumbria 71 5 53 3 18 6 6 3 65 4 6 North Wales 69 6 52 5 17 13 5 21 64 6 7 Surrey 67 7 49 7 18 6 6 3 61 7 8 West Mercia 67 7 49 7 18 6 6 3 61 7 9 Kent 66 9 45 15 21 1 6 3 60 9 10 Hertfordshire 65 10 47 9 18 6 6 3 59 10 11 Sussex 61 17 47 9 14 33 2 43 59 10 12 Dorset 64 11 47 9 17 13 6 3 58 12 13 MPS 64 11 47 9 17 13 6 3 58 12 14 GMP 63 13 45 15 18 6 6 3 57 14 15 Merseyside 62 15 46 13 16 20 5 21 57 14 16 North Yorkshire 63 13 45 15 18 6 7 1 56 16 17 City of London 62 15 46 13 16 20 6 3 56 16 18 South Yorkshire 60 21 45 15 15 27 4 33 56 16 19 Essex 61 17 44 20 17 13 6 3 55 19 20 Hampshire 61 17 43 22 18 6 6 3 55 19 21 Thames Valley 61 17 44 20 17 13 6 3 55 19 22 Derbyshire 60 21 45 15 15 27 5 21 55 19 23 Dyfed Powys 60 21 43 22 17 13 5 21 55 19 24 Norfolk 59 24 43 22 16 20 6 3 53 24 25 Cheshire 58 25 41 28 17 13 6 3 52 25 26 Durham 58 25 42 25 16 20 6 3 52 25 27 Avon and Somerset 57 27 41 28 16 20 5 21 52 25 28 Leicestershire 57 27 41 28 16 20 5 21 52 25 29 Gloucestershire 56 29 41 28 15 27 5 21 51 29 30 Bedfordshire 55 30 40 34 15 27 4 33 51 29 31 South Wales 55 30 42 25 13 37 4 33 51 29 32 Devon and Cornwall 54 32 41 28 13 37 3 40 51 29 33 Cambridgeshire 54 32 42 25 12 42 4 33 50 33 34 Gwent 53 34 40 34 13 37 4 33 49 34 35 Suffolk 53 34 39 36 14 33 4 33 49 34 36 Cleveland 52 37 39 36 13 37 3 40 49 34 37 Cumbria 52 37 41 28 11 43 3 40 49 34

173

38 Nottinghamshire 39 Lincolnshire 40 Wiltshire 41 Northamptonshire 42 Warwickshire 43 Humberside

53 52 52 50 49 44

34 39 39 41 42 43

38 38 38 34 34 31

38 38 38 41 41 43

15 14 14 16 15 13

27 33 33 20 27 37

5 5 5 5 5 4

21 21 21 21 21 33

48 47 47 45 44 40

38 39 39 41 42 43

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Appendix 26

Appendix 26

Framework for evaluation of HR contribution to operational performance scoring grid

Section A: The Role of HR

A2.

What part does the HR Department in your force play in contributing to the business planning process?

Rated on basis of positive or negative role identified by operational managers.

View of the manager Positive role articulated Role articulated Very limited role articulated No role articulated or question not answered Score 3 2 1 0

A2 (i) Does this meet with what you would expect? 3 Yes 4 No Rated on basis of answer provided in A2
View of the manager Yes and positive role articulated in A2 Yes and role articulated in A2 Yes and very limited role articulated in A2 No and very limited role articulated in A2 No and positive role articulated/role articulated in A2 Score 3 2 1 1 0

A3.

What do you see as the role of HR in delivering the force strategy?

Score 2 1 0

View of the manager Positive role articulated Some role articulated Unknown or no role articulated

A3 (i) Does this match with what happens in practice?

View of the manager Yes and positive role articulated in A3 Partly and positive role articulated in A3 Yes and some role articulated in A3 Score 3 1 1

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How would you rate the HR Department in your force in relation to the following areas? (1 Excellent, 2 Good, 3 Fair, 4 Poor, X No Opinion ) View of the manager Score Strategic Contribution Excellent 3 Good 2 Fair 1 HR Delivery Excellent 3 Good 2 Fair 1 Business Knowledge Excellent 3 Good 2 Fair 1 Personal Credibility Excellent 3 Good 2 Fair 1 HR Technology Excellent 3 Good 2 Fair 1 Total: Out of a maximum of 15 A5. Please rate the importance of the following roles carried out by HR.

A4.

1 Essential (to operational performance), 2 Value Adding (some contribution to operational performance), 3 Nice to have (may add some value), 4 Irrelevant, (no measurable value), X no opinion
Importance of HRs Role View of the manager Score 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1

Develop Strategy for the management and development of people Develop HR policies in response to legislation and good practice Put in place HR practices which contribute to operational performance Develop and deliver the force Training Plan

Essential Value Adding Nice to Have Essential Value Adding Nice to Have Essential Value Adding Nice to Have Essential Value Adding Nice to Have Provide advice/guidance to Essential support in managing and Value Adding developing people Nice to Have Administration of processes Essential e.g. PDR, Training courses, Value Adding recruitment Nice to Have Provide management Essential information Value Adding Nice to Have Total: Out of a maximum of 21

176

Section B: HR Service Delivery

B1.

Does your force have clearly defined standards for HR service delivery?
Score 2 0

View of the manager Yes No

B1 (i) If yes, overall how well does the HR Department in your force meet these? (1 Exceeds, 2 Meets, 3 Partly Meets, 4 Fails to Meet, X No opinion)
View of the manager Exceeds Meets Partly Meets Score 3 2 1

OR B1 (ii) If no, how would you rate the HR Department in your force in terms of your own expectations for HR service delivery? (1 Exceeds, 2 Meets, 3 Partly Meets, 4 Fails to Meet, X No opinion)
View of the manager Exceeds Meets Partly Meets Score 3 2 1

B2.

Please rate the Effectiveness of HR in carrying out the following roles in your force. 1 Exceeds requirements, 2 Meets requirements, 3 Sometimes meets requirements, 4 Rarely if ever meets requirements, X No opinion

Effectiveness of HR Develop Strategy for the management and development of people Develop HR policies in response to legislation and good practice

Put in place HR practices which contribute to operational performance Develop and deliver the force Training Plan Provide advice/guidance to support in managing and developing people

View of the manager Exceeds requirements Meets requirements Sometimes meets requirements Exceeds requirements Meets requirements Sometimes meets requirements Exceeds requirements Meets requirements Sometimes meets requirements Exceeds requirements Meets requirements Sometimes meets requirements Exceeds requirements Meets requirements Sometimes meets requirements

Score 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1

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Administration of processes e.g. PDR, Training courses, recruitment Provide management information

Exceeds requirements Meets requirements Sometimes meets requirements Exceeds requirements Meets requirements Sometimes meets requirements

3 2 1 3 2 1

Total: Out of a maximum of 21 B3. Please comment on the style of service delivery of the HR Department in your force, in terms of importance and effectiveness : Please score importance on the basis of: 1 Essential, 2 Value Added, 3 Nice to have, 4 Irrelevant, X No opinion Please score effectiveness on the basis of: 1 Exceeds requirements, 2 Meets requirements, 3 Sometimes meets requirements, 4 Rarely, if ever, meets requirements, X No opinion

Characteristic

View of the manager

Responsive

Exceeds requirements Meets requirements Sometimes meets requirements Professional Exceeds requirements (Knowledge) Meets requirements Sometimes meets requirements Breadth of Exceeds requirements View Meets requirements Sometimes meets requirements Problem Exceeds requirements Solving Meets requirements Sometimes meets requirements Facilitating Exceeds requirements Meets requirements Sometimes meets requirements Corporate Exceeds requirements Value Meets requirements Sometimes meets requirements Total: Out of a maximum of 36

Importance Score 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1

Effectiveness Score 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1 3 2 1

B4 (ii) In your view does the HR Department demonstrate a comprehensive understanding of employment legislation?
View of the manager Yes No Score 2 0

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B4 (iii) Do you believe that the HR Department apply legislation too strictly?
View of the manager Yes No Score 2 0

Section C - Adding value

C1.

To what extent do you believe HR professionals in your force understand the business of policing? (1 Fully, 2 Partly, 3 Not at all, 4 Not sure, X Dont need to)

C2.

To what extent do members of the HR Department in your fo rce work with you to identify your expectations of HR and what you see as adding value? (1 Always, 2 Sometimes, 3 Rarely, 4 Never, 5 Not sure, X Not needed).

Adding Value Understanding of policing Identify managers expectations of HR

View of the Manager Fully Partly Always Sometimes Rarely

Score 3 2 3 2 1

C5.

Are you involved in development and delivery of the HR strategy?

View of the manager Yes Partly No

Score 2 1 0

Section D: HR integration

D1.

Do you attend meetings where HR performance data is discussed?

Score 2 0

View of the manager Yes No

D2a) Is HR performance part the of overall performance framework in your force?

View of the manager Yes No Dont Know

Score 3 0 0

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D8.

How is the HR strategy communicated to the force?

View of the manager Positive Response Answer

Score 2 1

D9.

How closely do you believe the HR Strategy/Plan is aligned with the Force Strategy?

View of the manager Completely Partly Not at all Dont Know

Score 5 2 0 0

D10. To what extent do HR practices within your force focus on improving staff performance? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered) D11. In your opinion how aligned are HR practices with your requir ements as an operational manager? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not previously considered) D12. In your opinion how aligned are HR practices with the requirements of the public? (1 Fully, 2 Mostly, 3 A little, 4 Not at all, X Not prev iously considered)

Alignment of HR Extent to which HR practices focus on improving staff performance

How aligned are HR practices with requirements as operational managers How aligned are HR practices with requirements of the public

View of the manager Fully Mostly A Little Fully Mostly A Little Fully Mostly A Little

Score 3 2 1 3 2 1 3 2 1

180

D13. Overall in your opinion the current delivery of HR in your force meets the needs of the organisation: (1 Strongly Agree, 2 Agree, 3 Disagree, 4 Strongly Disagree, X No Opinion)

Service Delivery Force/strategy direction

Assisting to deliver performance through people Setting appropriate culture for the force

View of the manager Strongly Agree Agree Strongly Agree Agree Strongly Agree Agree

Score 3 2 3 2 3 2

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Appendix 27

Appendix 27

Evaluation Results of HR contribution to operational policing

3 2 3 15 21 2 3 21 36 2 2 3 3 2

Maximum

ROLE OF HR Respondent A2 A2(I) A3 A3(I) A4 No. C7 C30 Total Cheshire Average D2 D3 D27 D31 D32 D33 Total Dorset Average S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 S22 S23 S24 S25 S26 Total Surrey Average W1 W4 W5 W6 W8 W9 W10 W11 W13 1 2 3 1.5 2 0 3 0 2 1 8 3 2 3 0 2 3 1 0 3 0 0 2 0 1 0 20 2 1 2 2 3 0 2 2 0 1 2 3 1.5 2 0 3 0 2 0 7 3 2 0 0 2 3 1 0 3 0 0 2 1 1 0 18 2 1 2 2 3 0 2 2 0 2 2 4 2 2 2 2 2 2 1 11 2 2 2 2 2 2 0 2 2 1 2 2 2 2 0 25 1 1 2 2 2 2 1 0 2 1 1 2 1 1 1 1 3 3 0 9 1 1 3 1 1 1 0 1 1 1 2 2 0 0 0 15 0 0 1 1 1 1 1 0 2 5 7 12 6 8 6 10 14 11 6

A5 14 20 34 17 14 19 21 17 19 14

HR SERVICE DELIVERY ADDING VALUE B(I)/ B1 B(ii) B2 B3 B4(ii) B4(iii) C1 C2 C5 0 2 2 1 2 2 2 2 2 2 12 0 2 2 2 2 0 0 0 2 2 0 2 0 0 2 16 0 0 0 0 2 0 0 0 0 1 1 2 1 1 1 2 2 2 0 8 1 2 2 2 1 0 0 0 2 2 1 2 0 1 1 7 6 13 6.5 14 11 14 16 15 8 22 26 48 24 21 19 30 30 23 15 0 2 2 1 2 2 2 2 2 2 12 2 2 2 2 2 2 0 2 2 2 2 0 2 2 2 26 2 2 2 0 2 2 2 2 0 2 2 4 2 2 2 2 2 2 0 10 0 2 2 2 2 2 2 2 2 2 2 2 2 2 2 28 2 2 0 2 2 2 2 2 2 1 2 3 1.5 2 2 2 2 2 2 12 3 2 2 2 2 1 0 2 2 2 2 2 1 0 2 25 2 0 2 2 2 0 2 2 2 1 0 1 0.5 0 1 1 1 1 1 5 0.83 2 0 2 0 0 1 0 1 1 2 3 0 0 1 1 14 0.93 2 1 1 2 2 0 2 1 2 0 0 0 0 1 0 1 1 0 0 3 0.50 1 0 0 0 1 1 0 0 0 0 0 1 0 0 0 4 0.27 0 0 1 2 1 0 0 0 1

55 104 4 6 8 7 4 3 4 1 6 7 7 6 1 4 4 16 14 15 14 18 16 15 15 19 15 13 20 16 21 17

78 138 7 13 16 12 10 4 7 5 10 14 10 10 8 5 10 24 21 34 22 18 15 19 17 22 27 25 26 27 21 23

1.33 1.17 1.83 1.50 9.17 17.33 2.00 1.33 13.00 23.00 2.00 1.67 2.00

72 244 5 3 8 8 7 4 8 5 0 17 3 15 13 18 9 15 17 20

17 141 341 1 0 1 2 1 0 2 0 1 8 3 10 12 10 9 8 7 5 29 18 25 26 26 24 26 26 13

1.33 1.20 1.67 1.00 4.80 16.27 1.07 1.13 9.40 22.73 1.73 1.87 1.67

182

ROLE OF HR W29 W34 Total Warks Average 2 1 17 2 1 17 2 2 17 1 1 9 7 6 11 13

HR SERVICE DELIVERY 2 0 4 2 1 11 12 10 24 25 2 2 18 0 2 18

ADDING VALUE 2 2 18 1 2 16 1.45 0 0 5 0.45

61 151

94 262

1.55 1.55 1.55 0.82 5.55 13.73 0.36 1.00 8.55 23.82 1.64 1.64 1.64

Maximum Respondent No. C7 C30 Total Cheshire Average D2 D3 D27 D31 D32 D33 Total Dorset Average S12 S13 S14 S15 S16 S17 S18 S19 S20 S21 S22 S23 S24 S25 S26 Total Surrey Average W1 W4 W5 W6 W8 W9 W10 W11

%OF 9 151 TOTAL Total A Total B Total C Total D A B C D

HR INTEGRATION D1 D2a D8 D9 D10 D11 D12 D13 Total 2 0 2 2 0 2 2 2 0 0 3 3 3 3 3 0 3 3 0 1 1 1 2 2 0 1 1 0 5 5 0 2 5 0 5 0 0 2 2 2 2 2 1 3 1 1 2 3 2 1 2 1 3 1 1 2 3 0 0 2 1 2 1 2 6 4 2 2 64 96 80 86 80 42.4 63.6 53.0 57.0 53.0 79.5 70.2 76.2 39.1

24 34 58 29 29 28 40 36 39 22 194

32 39 71 35.5 42 37 52 54 46 27 258 34 42 58 42 35 23 28 26 40 49 40 42 39 31 40 569 42 25 38 42 43 37 40 37

2 2 4 2 3 3 4 4 3 3 20 3.33 6 2 4 2 3 3 0 3 3 4 5 3 1 1 3 43 2.87 4 1 4 6 5 0 4 3

6 21 27 13.5 12 12 24 12 27 7 94 15.67 22 19 22 17 18 4 1 7 20 23 17 18 0 8 21 217 14.47 10 7 16 21 15 8 6 6

8 160

1 1.5 0.5 2.5

1 1.5 1.5

6 120 7 106 8 115 0 59

8 15 2 0 2 0 2 0 0 2 2 0 2 0 0 0 2 3 0 0 3 3 0 0 0 3 3 3 3 0 0 3

7 12 11 10 2 1 2 1 2 1 0 1 1 0 0 2 0 1 2 5 5 5 2 2 0 0 2 5 5 5 5 0 2 5 2 2 2 2 1 1 1 1 2 3 1 2 0 1 1 2 2 2 1 1 2 0 1 1 3 2 1 0 1 2

6 25 566 2 2 2 2 1 0 0 0 1 2 0 0 0 1 0 4 7 6 6 0 0 0 5 4 5 0 2 6 91 90 85 85 58 50 55 97 86 97 60 69 85 60.3 59.6 76.2 56.3 56.3 38.4 33.1 36.4 64.2 66.2 57.0 64.2 39.7 45.7 56.3

1.33 2.50 1.17 2.00 1.83 1.67 1.00 4.17 94.3 62.47 32.33 43.00 29 27 31 24 29 28 21 19 34 24 24 34 20 29 21 394 55.0 27.8 58.3 64.2 64.2 40.4 52.3 47.7 27 9 30 28 34 16 29 26

7 115

7 100

14 24 16 48 22 21 13 59 1223 2 0 2 2 2 0 2 2 0 3 3 2 3 0 0 0 1 1 0 2 1 1 0 0 2 0 0 5 2 0 0 0 1 1 2 1 1 1 1 1 1 1 2 2 1 0 1 1 1 1 1 1 1 0 0 0 2 0 6 6 4 6 2 2 83 42 88 97 97 61 79 72

0.93 1.60 1.07 3.20 1.47 1.40 0.87 3.93 81.5 54.00 26.27 37.93

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W13 W29 W34 Total Warks Average

0 0 2

0 0 3

0 1 1 8

0 0 0

2 2 1

2 1 2

1 1 1

0 4 0

55 79 78

36.4 52.3 51.7

24 25 24 272

21 42 40 407

5 3 4 39 3.55

5 9 10 113 10.27

14 14

9 14 14

8 32 831

1.27 1.27 0.73 0.82 1.27 1.27 0.73 2.91

68 50.03 24.73 37.00

184