Diversity in Recruitment Report

Private and Confidential

The potential barriers (both real or perceived) to the recruitment of individuals from truly diverse backgrounds
Prepared for: Prepared by: Year: Greater Manchester Police William Richmond Harding MBA 2013

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A Tale of Two Forces

It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness Charles Dickens, A Tale of Two Cities (1812 - 1870)

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COPYRIGHT STATEMENTS

STATEMENT 1 This report is being submitted in fulfillment of the requirements for the Diversity in Recruitment Project. Signed: William Harding Date: 22nd July 2013

STATEMENT 2 This report is the result of my own independent work/investigation, except where otherwise stated. Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended. Signed: William Harding Date: 22nd July 2013

STATEMENT 3 This report is being submitted as a confidential document to Greater Manchester Police and no further copies will be circulated outside of their organisation. Greater Manchester Police reserve the right to distribute this report as they require. Signed: William Harding Date: 22nd July 2013

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ACKNOWLEDGEMENTS

This research has been funded by Greater Manchester Police. Special thanks go to Sir Peter Fahy and members of his Chief Officer Group Greater Manchester Police HR Department including Tim Way, Carole Chesworth, Karen Broadbent and others Amanda Coleman & Lynn Marsh Kieran Murray and Tom Elliott of the Greater Manchester Police Federation Unison Greater Manchester Police Staff Associations The National Black Police Association Claire Light and the Neighbourhood Team The various officers and staff of Greater Manchester Police who freely gave their time The University of Salford The University of Manchester The Manchester Metropolitan University The Community Groups of Greater Manchester The Metropolitan Police Positive Action Team The Home Office The College of Policing A special thank you must go to John Kirk for his support and focus in ensuring this research maintained clarity and direction.

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TABLE OF CONTENTS CHAPTER CONTENT Statements Acknowledgements Contents Page Abbreviations and Glossary List of Tables List of Figures Foreword Executive Summary Chapter 1.0 Chapter 2.0 Chapter 3.0 Chapter 4.0 Chapter 5.0 Project Outline Introduction Cultural Norms Overcoming Perceived and Real Barriers Conclusion Bibliography PAGE 5 7 9 11 13 15 17 19 31 39 47 75 107 109

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ABBREVIATIONS AND GLOSSARY DESCRIPTION ACC ACO ACPO AWP BAPA BME CC COG CPS DCC GMP HMIC HPDS HR IAB INPT KPMG KYCR MPA MPS NBPA OCC PSYC OLWD OPCC PCSO PWC TFU Assistant Chief Constable Assistant Chief Officer Association of Chief Police Officers Association of Women in Policing Black And Asian Police Association (GMP) Black Minority Ethnic Chief Constable Chief Officer Group Crown Prosecution Service Deputy Chief Constable Greater Manchester Police Her Majestys Inspector of Constabulary High Potential Development Scheme Human Resources Internal Affairs Branch Integrated Neighbourhood Policing Team Klynveld Peat Marwick Goerdeler (International Auditor) Know Your Community Database Muslim Police Association Metropolitan Police Service National Black Police Association (UK) Occupational Psychologist Organisational Learning & Workforce Development Office of the Police and Crime Commissioner Police Community Support Officer Price Waterhouse Cooper Tactical Firearms Unit
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TSSP WCN

Transforming Support Services for Policing E-Recruitment Company Table 3. Abbreviations and Glossary

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LIST OF TABLES TABLE 1 2 3 4 5 6 7 DESCRIPTION List of Tables List of Figures Project Deliverables and Specific Purposes GMP (Officers & Staff % 2013) v's Census % (Greater Manchester 2011) Greater Manchester's Ethnic profile, 2011 Greater Manchester BME Population by Area Religious / Faith Profile of Greater Manchester Table 1. List of Tables

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LIST OF FIGURES

FIGURE 1 2 3 4 5

DESCRIPTION Project process and outputs

Authorities With The Largest Ethnic Communities Emma-Louise Number of ET Claims Received For The Last Five Years In Relation To Gender Number of ET Claims Received For The Last Five Years For Sex Discrimination, Race Discrimination and Religion / Belief Discrimination In Relation To Gender

Table 2. List of Figures

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FOREWORD 1.1: A Tale of Two Forces In his novel A Tale of Two Cities, Dickens promoted the image of a stable England by using revolutionary France as a setting to highlight the contrasts between the two countries. Dickens appeared to believe that England in the 1850s was heading towards an uprising on the scale of the French revolution. A Tale of Two Forces is loosely based upon that notion. However; the contrast in this report is between the present day position which exists within Greater Manchester Police and the post-revolutionary position of that same organisation. The revolution in this case though is a holistic change programme which this report will recommend.

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EXECUTIVE SUMMARY

Findings detailed in this report could be described euphemistically as requiring consideration. Barriers still exist for all protected groups under the Equality Act. A significant amount of hard work and new thinking is required if the organisation wants to overcome both the perceived and the real barriers which exist that may prevent or hinder the employment of a diverse field of employees and which also may hinder the career development and progression of those staff it presently employs . Below is a summary of the key recommendations which are detailed in the report. (The number relates to the location of that particular recommendation within the body of the report) 1) Diversity targets are more likely to be met if there is a clear structure for leadership, and effective procedures are put in place for monitoring and evaluating progress which ensures that there is accountability for delivery. 2) The achievement of diversity targets can seem challenging when considered alongside other organisational priorities such as financial constraints, a reduction in headcount, re-structuring and re-alignment. In order to address this, there must be accountability and drive at management level to ensure that the message about why diversity matters is kept consistent in general terms, and how it links to everyday activities. 3) The Operation Peel Team should take responsibility for the career development of all staff with protected characteristics. 4) Responsibility for all specialist department recruitment is to be robustly reassed. The recruitment and selection process on a branch by branch and department by department basis must be revisited by stakeholders. Further consideration must be given to introducing independence to the process. 5) GMP via Operation Peel should develop a Talent Management strategy which applies to all of its employees.

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6) Further work is required by GMP to study the nuances and their implications in relation to representation above Inspector Rank for police officers including consideration of the issues relating to dual characteristics. 7) The interim Service Head of HR is to undertake further research around the concept of attitudinal recruitment and prepare a report accordingly. 8) Accessible and capable role models and talent at all levels of the organisation should be identified. Identified officers and staff should be placed in positions of prominence including outward facing positions. They should be trained in the art of coaching and mentoring staff and should receive organisational support to allow them to fulfill the requirements of a role model. 9) GMP should consult with the UK Immigration Service to understand how they determine the accreditation status of specific overseas learning establishments 10) GMP should do more to address recognition and acceptance of issues of style and culture to ensure that colleagues who do not conform to the image of the majority are able to engage positively in all functions across the organisation. 11) The work ongoing through the JNCC to examine and identify family friendly policies that recognise both the operational policing requirements of GMP and the requirements of working mothers to provide care should be continued. 12) GMP should become a national champion and challenge the College of Policing to address immediately the issues around gender in the police promotion and development process. 13) GMP should challenge the College of Policing regarding its continued use of Bramshill as a suitable centre for training. 14) As a matter of urgency GMP must consult with JNCC representatives with regard female health. Further professional research must be undertaken. Initially the Occupational Health Branch should carefully analyse the results of the well-being survey in relation to female staff. Consultation should take place with the College of Policing and others police services to evaluate the true extent of this complaint. 15) Assessment Centre exercises need to be reviewed and the relevant learning points captured in each case.
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16) All equipment currently in use is reviewed to ensure that, where its particular utilisation may impact disproportionately on differing staff, viable alternatives are made available to ensure that no member of staff is prevented from serving in any department due to the nature of the equipment required to do that work being unsuitable. 17) It should be a requirement that the skill requirements of teams be identified. Managers should then ensure that each team is fully skilled. The skill set of each individual should be identified and compliment the team profile. Officers no longer need to possess all skills to be accepted. 18) Networking & Innovation should be encouraged across all internal business areas and externally with other organisations. It will achieve improved knowledge and understanding of innovation. 19) All staff support networks with protected characteristics should be encouraged and supported to network locally (within the force) and nationally. 20) Cultural socialisation, particularly of Muslim males and those of North African extraction may give rise to a negative attitude and relationship to LGBT staff and matters. This specific issue must be considered for inclusion in the Diversity Modules of the self- development days. 21) Further research needs to be undertaken to gain a clearer understanding of the true extent of the LGBT position within GMP today with LGBT staff allegedly going back into the closet. It is also recommended that this research is undertaken with or by the LGBT staff Association in order to ensure that there is confidence and trust from the interviewees. 22) GMP should identify ways to support officers to ensure that they have the best possible opportunity of achieving success in the occupational fitness tests. 23) With immediate effect revise the current tattoo policy and the requirement for approval prior to having a tattoo. In its place reduce the requirement to visible tattoos which are above the clavicle and below the hairline and forward of the ears. Tattoos which are offensive, racist or homophobic or deemed inappropriate or contrary to GMPs position on ethics will still place the wearer at risk of refusal. GMP should consider how it welcomes Goths and EMOs into the service for the qualities and values they bring. 24) The dress code should be revised to include all forms of cultural dress.
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25) Due to the apparent lack of confidence currently experienced by GMP disabled staff, The Disability Staff Association should be tasked with repeating this specific piece of research to identify the true position of disability within GMP 26) GMP continues its process of cultural engineering through the existing customer service programme and the Leading Substantial Change programme 27) Following the introduction of Operation Peel, the existence of a change programme needs to be properly resourced. For an organisation the size of GMP considerable cost will be incurred. Whilst the majority of those costs can be identified at the outset, experience tells that there will be a degree of unforeseen expenditure as the project progresses. A suitable and appropriate project budget should be identified, agreed and ring-fenced 28) GMP must seek to sell the new Operation Peel vision both internally and externally, detailing the vision and the rationale which underpins it. The message should be spread internally and externally, involving a wide-range of methods of communication in a multi-lingual format. GMP should invite discussion and consultation. 29) Operation Peel should be involved in the review of the functional requirements of HR Recruitment Branch as part of the TSSP Programme. 30) GMP should review and assess how it recruits for senior police staff positions, It should review and assess how current processes work including consideration of involving external recruitment specialists. 31) GMP must consider how it resources and supports selection stages to ensure that those involved in selection processes have the necessary skills and capacity to undertake the process fairly. 32) GMP secures the services of Occupational Psychologists to work alongside Operation Peel, HR Recruitment and OLWD. 33) It is critical that those responsible for departmental recruitment have a clear understanding of their accountability in achieving the targets for diversity, and how performance will be measured. Though HR may provide advice on good practice, ultimate responsibility lies with departmental managers.
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34) All advertising materials to be reviewed. Specialist advertising companies to be employed to ensure that the materials used are relevant and will support targeted recruitment campaigns 35) Before commencing a diversity recruitment initiative, GMP should undertake a detailed environmental scanning exercise to ensure a focused and reasoned approach to recruitment and underpin the operational policing benefits gained from a diverse workforce. 36) As part of the initial induction of Student Officers, GMP offers the facility to gain policing experience across diverse communities. This could fall to the staff who presently lead Student Officer training. 37) GMP should assess how they facilitate the induction of new police staff and volunteers. This should include pre and post-employment induction support. 38) The delivery and provision of organisational training underpins a clearly defined business case which justifies expenditure in this area. 39) Operation Peel should consider how GMP might support the integration of higher levels of new staff into existing business areas. 40) GMP should look at the confidence level of managers in dealing with conflict and where the need is identified, provide increased levels of training. 41) Once any training need is identified, it should be fulfilled quickly. 42) In order to ensure that GMP meets diversity targets which will ensure that it becomes a microcosm of the society it serves, diversity targets which clearly state the numbers of females, disabled and BME employees desired needs to be shared and clearly understood by all those who have a part in the recruitment process. 43) GMP should identify how best to support supervisors deliver their core responsibilities. It should ensure that each supervisor has the necessary skill set, training and understanding. 44) A clear plan for internal communication of the benefits of diversity and its importance needs to be developed to ensure that consistent messages are cascaded throughout GMP 45) GMP should assess positive public relations opportunities in order to build employer brand, linked to the Operation Peel Communications Strategy.

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46) GMP should work with Staff Support Networks to review the Memorandum of Understanding and assess the real level of time commitment to Staff support Network requirements. (Organisational and network requirements). Together, GMP and Staff Support Networks should agree on appropriate future staffing requirements. 47) GMP should seek to develop its relationship with the NBPA and benefit from having close access to a former Head of that body. 48) A role for a University Liaison officer to be created. Manchester has the largest student campus in the UK. By developing our relationship with local centres of learning, the opportunity arises to improve the recruitment from their diverse student bodies. The post holder to act as the focal point for all contact between GMP and the Universities. Branches may still communicate directly with universities but this post holder must be a part of that communication process to ensure a cohesive approach is adopted. 49) GMP needs to develop methods that capture and record the achievement of students undertaking placements within the organisation. 50) COG to determine the level and nature of experience that GMP is to offer each year. As part of the preparation process for COG, GMP to work with internal stakeholders and universities to manage the undergraduate work experience programme. 51) At present there would appear to be nothing within the vetting process that needs to be altered. The process should be constantly scrutinised and should the need arise, relevant interventions be implemented. 52) More effort should be made to resolve and settle complaints internally by ensuring that where we have had an ET or Grievance, lessons are learned from that experience. More should be done to embed the learning points across the organisation. 53) More should be done to develop and improve collaborative relationships between Staff Associations, The Police Federation and UNISON. 54) The Police Federation and UNISON have vast experience of dealing with conflict, they have established lines of communication to expert legal advice and, where necessary an availability of funding. The involvement of the Police Federation and UNISON at an early stage in the grievance procedure may address the fundamental issues which give rise to complaint.
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55) The KYCR database is subject of a post implementation review. 56) The KYCR database should have the ability to identify the community from which a KIN represents. This information should be easily searchable. 57) GMP to recruit and train community advocates to assist with local recruitment initiatives 58) The KYCR database is configured to allow the confidential tasking of community advocates and to allow them to respond via the same system as to the outcome of their tasking. 59) Neighbourhood staff to be utilised in Open Day initiatives should be selected based upon their experience, quality and ownership of the GMP Operation Peel Programme

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CHAPTER 1.0: PROJECT OUTLINE

1.1: TERMS OF REFERENCE

OVERVIEW The purpose of this paper is to identify cultural and social practices and norms, and environmental and practical considerations which, given current practices, policies and procedures, potentially inhibit or present barriers (real or perceived) to the recruitment of individuals from truly diverse backgrounds. 1.2: PROJECT OBJECTIVES This report was commissioned to examine the current policies and procedures within Greater Manchester Police to ensure that they are conducive to recruiting a diverse workforce. These were considered two-fold: firstly whether they caused barriers to entry, either perceived or real, and secondly if they affected the retention and development of staff, especially in relation to those with protected characteristics defined under the Equality Act 2010. Diversity and inclusion in both initial employment and in retaining employees are a fundamental part of a renewed recruitment vision for Greater Manchester Police that will lead the force to become an Employer of Choice which is reflective of the society it serves. Of critical relevance to this new vision is the fact that it cannot be simply siloed as a recruitment and HR priority: rather it must pervade the culture and values of everything that is done by GMP.

1.3: DELIVERABLES (SCOPE) Below are the deliverables that are required to satisfactorily address the scope of this project:

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Deliverables

Specific Purpose (Managerial and Theoretical Perspectives) Understand and evaluate GMPs current social practices and norms, its resources and capabilities

Undertake a strategic evaluation of GMP in relation to Diversity in Recruitment

and its key issues and challenges, in order to define strategies necessary to deliver a diverse workforce that reflects the communities of Greater Manchester and demonstrate value for money and a return on investment Use the latest census data to breakdown the areas of Greater Manchester on a community by community basis in order to better understand the changing portrait of the society it serves. Determine the overall desired strategic position and customer facing service delivery that builds community confidence Create winning strategies by making recommendations for the development of a new diversity in recruitment strategy which addresses recruitment, progression and retention Outline the winning strategies in order to give GMP

Analyse the communities which GMP serves Macro Census Define GMPs current overall position

Develop GMPs Strategy

Outline a Management Agenda

a clear focus and direction that will increase inclusivity and community confidence Table 3. Project Deliverables and Specific Purpose

This project will address deliverables from both managerial and operational perspectives in order to build a business strategy that creates and sustains competitive advantage to achieve GMPs vision for the future.

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Staff Recruitment, Retention and Development.

Building Internal & External Confidence & Satisfaction

Creating Winning Strategies

Inclusive and Employer of Choice

Figure 1. Project process and outputs

1.4: WHATS THE VISION? A police service that has the trust and confidence of all communities and reflects the communities it serves. Equality, Diversity and Human Rights, 2012) 1.5: WHATS THE VALUE? Society is ever-changing and in order to be able to keep pace with changing demographics and communities, Greater Manchester Police needs to adapt in order to be able to best meet the needs of the people it serves. A GMP which is rich in talent and diversity is surely the best way to be able to meet such needs. A commitment to positive action and promoting equality, diversity and human rights delivers a range of benefits which all contribute towards improving the organisations performance. These benefits include: A broad range of perspectives, ideas and cultures for decision-making and a wider range of possible solutions A more creative work style that leads to innovation and improved performance. A willingness to challenge established ways of thinking and consider new options Improvements in the overall quality of the team. Better staff management, leading to improvements in staff satisfaction, a reduction in the number of employees leaving GMP, fewer grievances and complaints and fewer absences due to sickness. Better relationships with our communities, resulting in increased receptiveness and a more effective service.
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(ACPO,

Better-quality services, leading to increased community confidence. (ACPO, Equality, Diversity & Human Rights Strategy, 2012) A lesson could also be learnt from Google. In their diversity statement they outline a commitment to ensuring that diversity is built into everything they do, not just because it makes sense from a business perspective, but because its the right thing to do. (Google, Diversity and Inclusion Report, 2011). 1.6: PROJECT METHODOLOGY Four research methods were sequentially built upon to collect focused and germane data, and to create a structured and compelling analytical framework on which to construct this project (Golden-Biddle & Locke, 1993). I. LITERATURE REVIEW Available timescales allowed only for a broad, exploratory review of texts which examined diversity in recruitment and best practice. These texts were selected based on the authors experiences from his previous role within the GMP Respect Project and Diversity Command. The specific purpose of this activity was to investigate previous research which had already been conducted around the specific protected characteristics as defined in the Equality Act 2010. Selected literature that was referred to and thought relevant or interesting was noted, acquired, and examined as a vehicle for learning to increase the authors understanding of the social and environmental challenges which GMP faces. From this arose a multitude of questions and avenues for exploration, and these ideas formed the basis of themes to discuss with focus groups.

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II. FOCUS GROUP Focus group research was undertaken with a significant number of both internal and external participants. The purpose of these was to identify issues, both real and perceived, which were seen as barriers to recruitment, retention and progression. III. QUESTIONNAIRE Questionnaires were collaborated together with Professor Chris Birbeck of the University of Salford and sent out in order to validate and illuminate the information gleaned in student focus groups, and to solicit additional data. Once responses were collected, they were analysed and used to inform this report. IV. INTERVIEW Semi-structured interviews were carried out with external individuals and selected small groups who the author believed could add value to the content of the report. Information was requested about each individuals experiences and perceptions and their understanding of GMP. In addition, semi-structured interviews were completed with senior personnel from GMP and the OPCC. Information was gathered about their thoughts, perspectives and concerns. Due to the limited time available to the author, they were selected rather than randomly generated, based on their knowledge and position. Though the sample size appears diminutive, the decision of accuracy over representability had to be carefully considered owing to the level of involvement of these individuals in the management of GMP. 1.7: RESEARCH ETHICS By its very nature, the research process engenders many ethical issues which need to be carefully considered and managed. Throughout the course of this project, every effort was made to ensure that research was as ethical as possible.

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Verbal communications took place and emails were sent, to ensure that all participants in the focus groups, questionnaire process and semi-structured interviews were clear about the purpose of the research and how the findings would be used. By completing the questionnaire or taking part in the focus groups or interviews, participants were assumed to have given informed consent. A commitment was given, and upheld by the author, that the source of information would be anonymised in the final report, so that it could not be traced back to any individual. However, in the case of the internal interviews, due to the depth and knowledge revealed in some of the information provided, it may be possible for members of the organisation who read the report to work out who has provided the information. This was discussed with all people who provided such information which could be seen as contentious, and they understood that there was a possibility that they could be identified. The author would request that no attempt is made to pursue their comments under the guise of this report, as this would be unethical. 1.8: OUT OF SCOPE The very tight timescale of the project was severely impacted upon by additional, Out of Scope undertakings. These undertaking involved three additional areas o f work; The foundation work necessary to provide GMP with a secure communityintelligence data base; Consultation work around GMPs recruitment process. This caused an issue very early on during the period of consultation where the authors terms of reference had not been fully communicated to interested parties and there was an expectation from HR Recruitment that he should be more hands on with their current recruitment campaign to recruit Investigative Assistants and Radio Operators. Involvement in the planning of a Diversity Conference expected to take place in Autumn 2013

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1.9: ADDITIONAL SCOPE Three other projects were carried out simultaneously and in addition to the research for this report. Where relevant, findings from each of these additional areas have been included. 1. OPERATIONAL POLICING NEEDS a. Identify target communities within the Greater Manchester area where language skills, ethnicity, cultural heritage and community knowledge, will support critical operational policing needs. b. Within these communities, identify organisations and community leaders with whom relationships can be built for the purposes of attracting and recruiting staff c. Work with Neighbourhood policing teams to build sustainable relationships with community leaders identifying ways in which these relationships can be developed. d. Work with the operational policing teams and HR recruitment to agree and document how best to attract candidates into the recruitment and selection process.

2. COMMUNITY RELATIONSHIPS DATABASE a. Work with a team of Neighbourhood Operational Support Officers (OSO) from each of the territorial policing divisions to identify organisations across the whole spectrum of diversity needs (i.e. criteria other than ethnicity) that can be used for the purpose of attracting and recruiting staff. b. With the OSO team create a sustainable database of named contacts to support the Forces recruitment activity. c. Identify activities and practices which maintain the on-going accuracy of this database.

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3. GRADUATE RECRUITMENT a. Work with designated Universities within Greater Manchester area to attract graduate candidates to student officer roles within GMP. b. Work with OLWD to document and sell the career offering into these Universities

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CHAPTER 2: INTRODUCTION 2.1: Austerity The impact of austerity upon Greater Manchester Police was both swift and wideranging, and significantly affected both human and financial resources. With minimal time for preparation and planning, considerable cost savings had to be identified and implemented. Areas of the organisation had to undergo a process of restructure, reshaping and re-alignment. One area which was radically affected was the organisational diversity structure. GMP had in the past initiated Operation Catalyst and the Respect Programme, internal projects aimed at addressing diversity in an internal and external context. The Respect programme led to the creation of a Diversity Command. However, by the end of 2010, virtually nothing remained. This report undertook a brief review of issues relating to diversity in the general recruitment market, and an in-depth examination of recruitment and retention processes in Greater Manchester Police, where attention was also paid to the development and progression of those with protected characteristics as defined by the Equality Act 2010. Findings detailed in this report could be described euphemistically as requiring consideration. Barriers still exist for all protected groups under the Equality Act. A significant amount of hard work and new thinking is required if the organisation wants to overcome both the perceived and the real barriers which exist that may prevent or hinder the employment of a diverse field of employees and which also may hinder the career development and progression of those staff it presently employs. One option is to ignore what is happening and carry on as normal. In 1999, the police service proposed to the Macpherson Inquiry the justification of unwitting. In 2005, the Grieve Report challenged the continued reliance upon that defence six years later. In 2013, there can be no excuses for the fact that perceived and real barriers still exist for all protected groups. BME officers are still being denied equality of opportunity, female staff face working conditions and policies which can be deemed to disproportionately discriminate against them, that LGBT staff are
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choosing to go back into the closet rather than face negative attitudes, and that disabled staff are no longer reporting their disability due to the fear of being stigmatised. Greater Manchester Police is at risk and urgent steps must be taken to protect the organisation. As with the decision making process involved in identifying austerity savings, some of the steps will be tough and there will be casualties along the way: the first of which must be the current organisational culture. Further victims may include officers and staff who are already employed by GMP, but who fail to embrace the necessary change. Culturally, large-scale implementation of changes to visions and values are often met with resistance and opposition as they attempt to change the status quo. The reason for this is often due to a lack of understanding about why change is needed and the benefits that it will bring. A clear communications strategy to address possible mistrust and lack of willingness must be formulated at the outset. The vision underpinning the change revolution is the delivery of a GMP that will truly be seen as inclusive, representative and an employer of choice. A service that respects difference, reflects the communities which it serves and which has the full support of those communities. Key to this is the necessity that all stakeholders are committed to one shared strategic vision. The commitment, drive, determination, optimism and support also identified within this report, suggests that this vision is well within the remit of what GMP could achieve. In order to deliver this vision, GMP has initiated Operation Peel under guidance and leadership of the Head of Profession, Neighbourhoods Confidence and Equality. RECOMMENDATION 1 Diversity targets are more likely to be met if there is a clear structure for leadership, and effective procedures are put in place for monitoring and evaluating progress which ensures that there is accountability for delivery

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The desired outcome now sits firmly within the grasp of Chief Constable Sir Peter Fahy, The Police and Crime Commissioner Tony Lloyd, the officers and staff of Greater Manchester Police and those communities which the forces continues to serve. This report will identify recommendations for change, some of which will require a long-term strategy, others which will address the issue tactically, in order to transform the current Greater Manchester Police into the force of the future. As with any revolution, GMP must have the courage to be prepared to throw the first stone. RECOMMENDATION 2 The achievement of diversity targets can seem challenging when considered alongside other organisational priorities such as financial constraints, a reduction in headcount, re-structuring and re-alignment. In order to address this, there must be accountability and drive at management level to ensure that the message about why diversity matters is kept consistent in general terms, and how it links to everyday activities.

2:2 GREATER MANCHESTER POLICE SERVICE GMP vies with the West Midlands Police Service as the largest provincial police service in the England and Wales. The service polices an area of approximately 500 square miles and has a resident population of approximately 2.5 million people (2011, ONS, Census data).

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GMP (Officers & Staff % 2013) v's Census % (Greater Manchester 2011)
White - Gypsy or Irish Traveller White - Any Other White Background Mixed - White and Black African Mixed - Any Other Mixed Background Chinese Black or Black British - Any Other Black Asian or Asian British - Pakistani Asian or Asian British - Bangladeshi Any Other Ethnic Group 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00%

Census 2011 % (County of Greater Manchester)

GMP - Officers & Police Staff (inc PCSOs) as of 31st March 2013

Table 4 (ONS 2011) Table 4 reflects upon the representation of cultural groups within GMP compared with their representation in the wider community of Greater Manchester. In the main it is clear that almost all cultural groups are under-represented. The intention to increase the presence of BME officers in GMP to 9% of the workforce will go a distance towards ensuring reflective representation but will fall considerably short of the 20% figure identified by the 2011 census report. 2.3: OVERVIEW OF GREATER MANCHESTER 2.3.1: ETHNICITY The latest Census data (ONS, 2011) underlined the changing nature of the population of Greater Manchester, which has become more ethnically diverse since 2001. The number of people who identified themselves as from an ethnic minority in 2011 stood at 20%, equivalent to 540,841 people. The number of White British decreased by 41,000 (-2%); and at the same time there have been large increases in

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the Pakistani (55,000, +73%), Other White (36,000, +103%) and Black African (34,000, +336%) populations.

Greater Manchester's Ethnic profile, 2011

140,000 130,000 120,000 110,000 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

Table 5 (ONS 2011) Whilst the increases may be partly due to the number of births of children whose parents are non-White British, and migration from countries in Eastern Europe, there is also evidence that a number of new communities such as Iranian, Kashmiri, Kurds and Vietnamese have appeared.

Different ethnic groups are concentrated within different Greater Manchester localities. Figure 2 below shows broadly where these groups are located in Manchester.

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FIGURE 2: AUTHORITIES WITH THE LARGEST ETHNIC COMMUNITIES

New Economy Manchester, 2011

More detailed data also reveals local concentrations of some of the smaller groups such as Iranians (in Manchester), Kurds (Bolton and Manchester), Kashmiris (Oldham and Rochdale), Indonesians, Vietnamese and Malaysians (Manchester), Afghans (Manchester) and Latvians/Lithuanians/Estonians (Wigan and Manchester). (New Economy Manchester 2011).

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GREATER MANCHESTER BME POPULATION BY AREA

3000000 2500000 2000000 1500000 1000000 500000 0 All categories: Ethnic group White: English / Welsh / Scottish / Northern Irish / British BME

Table 6 (ONS 2011)

2.3.2: RELIGION The profile of different religions / faiths in Greater Manchester is as follows (ONS, 2011): 2. Christian 61.8% 3. Muslim 8.7% 4. No religion 20.8% 5. Religion not stated 6.1% 6. Hindu 0.9% 7. Jewish 0.9% 8. Buddhist 0.4% 9. Sikh 0.2%

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RELIGION OTHER THAN CHRISTIAN 2001 2011 GRAPH

Religious / Faith Profile of Greater Manchester

130,000 120,000 110,000 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

Number

Buddhist
2001 2011 2,144 3,879

Hindu
2,849 5,452

Jewish
3,076 2,613

Muslim
35,806 79,496

Sikh
1,708 2,292

Other religion 1,111 1,889

No religion
62,744 127,485

Religion not st. 38,178 34,774

Table 7 (ONS 2011)

2.3.3: DISABILITY 19% of the population of Greater Manchester have a long-term disability or illness which affects the activities they can undertake.

2.3.4: SEX Men make up 49.4% and women make up 50.6% (2011 Census) of the population of Greater Manchester.

2.3.5: SEXUAL ORIENTATION No precise figures exist for the Sexual Orientation of the population of Greater Manchester. However, figures from the ONS Integrated Household Survey (2011) seem to show that approximately 6% of the population are gay, lesbian or bisexual.

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Applying this figure to the total population of Greater Manchester would mean that there are 160,800 people living in the city who are not heterosexual.

2.3.6: TRANSGENDER Again, no precise figures exist for the number of transgender people in Greater Manchester. An estimate by GIRES (2008) suggested that there were around 300,000 in the transgender community in the United Kingdom or around 0.05%. Applying this figure again to the population of Greater Manchester would suggest that there are around 1350 transgender people in the city.

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CHAPTER 3: CULTURAL NORMS

3.1: CULTURAL NORMS Cultural Norms are the behaviour patterns that are typical of specific groups. They are often passed down from generation to generation by gatekeepers: parents, teachers, religious leaders and peers. Researchers have sought to understand; firstly, what psychological mechanism causes individuals to behave in culturally characteristic ways? (Cultural influence). Secondly, how do these processes keep a population or workforce behaving in a certain set of ways? Cultural influence appears in traditional organisations and is able to constrain a persons judgments, decisions, or behaviours.

The most studied psychological mechanism in cross-cultural research has been personal values. Value-orientations are programmed by early socialisation formative experiences such as childrearing, schooling, or employee in-house training. Once these values are inculcated, individuals, driven by their values, will reproduce the cultures characteristic patterns of behaviour.

An alternative account emphasises the role of social norms in carrying cultural patterns. Whereas personal values are beliefs about ones self, social norms are beliefs about other people.

As GMP is seeking to increase the numbers of those it employs with protected characteristics, a widespread, organisational understanding of social norms specific to those groups is important.

3.2: RACE Race is seen as being Black, Caucasian or yellow but the question of Race is much more complex than that. History taught in our schools has been largely selective. The importance of a Caucasian history has been taught at the expense of a virtual

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eradication of Black history. Many have heard of Florence Nightingale, fewer have heard of Mary Seacole. Salman Rushdie quotes her as an example of hidden black history in his book The Satanic Verses, See, here is Mary Seacole, who did as much in the Crimea as another magic-lamping lady, but, being dark, could scarce be seen for the flame of Florence's candle." (p.292)

A history of challenge has led to Black communities largely developing in areas of social deprivation. These communities typically occupy the lower socio-economic levels of our society. Growing up in lower quality housing and attending poorly performing inner city schools has meant that access to the more lucrative areas of society is out of reach to the overwhelming majority. To be able to transcend those boundaries requires having an above average abundance of talent in sports or the performing arts.

3.2.1: POLICE OFFICERS In order to develop an equitable recruitment process that delivered quality applicants to GMP, an external recruitment company was engaged in a consultancy capacity. Initial assessments question whether this initiative delivered its aims and objectives. The aims were to deliver an application and recruitment process that would be more equitable to applicants whose first language is not English. It was also intended to create a more diverse pool of qualified and talented applicants deemed suitable for employment by GMP. Significant percentages of the BME staff interviewed had all had enough with the institutional nature of their treatment and were counting down the days to retirement. A BME Sgt was so exasperated with his experiences that he was intending to keep his head down for the remainder of his service and retire at the first opportunity. Without exception, ALL the long-serving BME officers involved in the research below Inspector level stated that they had had enough of their treatment and negative experiences and could not wait to leave. Separately, three officers stated that they are reviewing their finances on a very regular basis and at a point where they believe that the money they will lose is of lesser benefit than the continued personal trauma
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they are suffering, they will take early retirement or resign. It was discovered that other BME officers were so disillusioned that they had already left the organisation. In not every case did they have another job to go to. This situation clearly will have an impact on matters of retention and development. 3.2.2: CAREER DEVELOPMENT FOR BME OFFICERS There is a commonly held belief that GMP is not putting its people first, and there is much evidence that the dominant culture within GMP is once again the white AngloSaxon, heterosexual male. This cultural group occupies pole-position in matters of development, promotion and access to specialist postings. Several BME staff members, both police and police staff cited examples of where they were passed over for developmental positions despite having relevant skills and experiences in favour of white staff that did not have those skills. A BME Detective with many years experience in a specific role applied for a supervisory position that had become available. The officer was not even short-listed for that post. The successful candidate was a white officer who had no experience at all of that area of work. The BME officer was then required to assist with that officers induction. When the officer sought feedback they were informed that the experiential examples they had cited had not been good enough. There were many examples of BME staff being denied development on the basis that they lacked relevant experience or did not have the necessary skills. Applications for development are often refused. Conversely, there were examples cited of BME officers with skills and experiences, such as the Detective officer mentioned earlier, and others, being denied an opportunity at the expense of a nonBME officer who did not possess those skills or experiences. GMP has an anonymous application process yet HR Recruitment Professionals believe that this system is abused. Communication readily and easily occurs between specialist department recruiters and those seeking advice on that opportunity. Often the two parties will know each other. Through examples documented in an application process, it is possible to be identified as recruiters will possibly have knowledge of particular incidents and which officers attended. Overtly this process will withstand external scrutiny and audit.
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A recent recruitment process for a specialist department seeking to increase its BME and female presence succeeded in attracting applications from those groups yet following the application of the process by interested parties, almost all females and BME applicants were rejected or withdrew their applications. Without speaking to officers individually it was not possible to understand their perceptions as to the real reasons for withdrawal or rejection. GMP is looking to introduce I-Dent, a new anonymous recruitment process yet HR Professionals already state that this system can be abused. Recruiters can communicate to selected individuals the priority skills that those undertaking the sifting process are seeking so undermining the equity of the process. RECOMMENDATION 3 AND QUICK WIN The Operation Peel Team should take responsibility for the career development of all staff with protected characteristics. Staff would normally be expected to be able to manage their own career development however it would appear that staff with protected characteristics feel that they are being unfairly held back. As this is a widely held perception it falls within the remit of the research. RECOMMENDATION 4 AND QUICK WIN Responsibility for all specialist department recruitment is to be robustly reassed. The recruitment and selection process on a branch by branch and department by department basis must be revisited by stakeholders. Further consideration must be given to introducing independence to the process.

3.2.3: HIGH POTENTIAL DEVELOPMENT SCHEME (HPDS) The scale of the challenge facing BME officers to be accepted onto the HPDS is truly daunting. Last year just 3 BME officers nationally were successful at stage 3 selection from 38 BME applications at stage 1. Having a significant academic community with one of the UKs largest student campuses, GMP has easy access to

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a large talent pool, including a significant educated BME community. In identifying BME talent, GMP could do better. The HPDS is the pool from which the majority of tomorrows ACPO members ar e drawn yet historically access to BME officers has been denied. In addition, senior and specialist positions have historically been denied to highly capable applicants. It must come as no surprise that there exists a huge vote of no confidence in curren t recruitment processes from BME staff. This lack of confidence has taken a life-time to create and will not be resolved by a mere promise of future fair and equitable treatment. RECOMMENDATION 5 AND QUICK WIN GMP via Operation Peel should develop a Talent Management strategy which applies to all of its employees. Once identified it is for the service to develop, coach, mentor and prepare those officers for acceptance onto a future HPDS cohort. The overall success rate of officers who were supported by their force at Stage 1 is high with over 31% of eligible officers being successful at stage 3. By investing in those BME officers from an early stage their chances of success will be increased.

RECOMMENDATION 6 AND QUICK WIN Further work is required by GMP to study the nuances and their implications in relation to representation above Inspector Rank for police officers including consideration of the issues relating to dual characteristics This recommendation is currently being considered by the College of Policing as future national policy. It is not based upon the experiences of a few disgruntled officers but national feedback over many years. Police Research Paper 107 (Home Office 1999) cited the following; The study points to differences in the careers of ethnic minority and white officers
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- In recruitment, retention, promotion and selection for specialist posts. According to the definitions used in the Lawrence Inquiry, this is enough in itself to conclude that institutional racism has played a part in defining the careers of ethnic minority Officers 3.2.4: ATTITUDE Forward thinking employers have started to move away from recruiting against a job description to recruiting against attitude. Those with the right attitude will learn, grow and develop. It has been found that this is a more successful method of recruitment and tends to identify potential employees who will remain with the company longer so providing a return upon investment. This method of recruitment will give greater equality of opportunity as it will remove the initial requirement for a written application. RECOMMENDATION 7 AND QUICK WIN The interim Service Head of HR is to undertake further research around the concept of attitudinal recruitment and prepare a report accordingly. The negative culture which exists within GMP and which has done so for countless years has historically had a detrimental impact upon recruitment. Historically Black communities do not see the police service as a suitable employer due to their cultural experiences of policing including their experience of the Sus Laws (Suspected Person Loitering With Intent, contrary to S4 of the Vagrancy Act 1824) and stop & Search. It is appropriate to mention though that workshops indicated that in some areas of the Black community, the police service IS seen as a potential employer. This would indicate that there are still significant recruitment opportunities. The College of Policing is in the process of drafting new guidelines for HMIC around the area of recruitment, retention and progression of BME staff. The guidelines are expected to be published before the end of 2013. Possibly as early as 2014, police forces will be inspected in this area. This is not an area where, based upon previous activity and progress, a negative report would be acceptable.

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3.2.5: ROLE MODELS BME staff have not met with the level of advancement that could reasonably have been expected. Black officers began to enlist in the police service in the late 60s, Norwell Roberts being the first Black police officer joining the Metropolitan Police in 1967. The anticipated surge of Black promotions and recruitment following the Macpherson Inquiry never materialised. To date there has only been one Black officer who has attained the position of Chief Constable. Very few have ever been accepted onto the HPDS course and in the history of GMP; there has never been a Black police staff Head of a Business Area. With one exception, ALL Chairs of GMP BAPA have been the subject of criminal investigations; almost All Chairs of GMP BAPA have taken complaints to an Employment Tribunal. Further research needs to be undertaken to fully understand the underlying causes of such an environment and determine the necessary remedial action. Future role models need to be identified at an early stage. From that point they need to be supported, developed, mentored and coached. The talent does exist; the service must decide to recognise it. RECOMMENDATION 8 AND QUICK WIN Accessible and capable role models and talent at all levels of the organisation should be identified. Identified officers and staff should be placed in positions of prominence including outward facing positions. They should be trained in the art of coaching and mentoring staff and should receive organisational support to allow them to fulfill the requirements of a role model. 3.2.6: DIVERSE RECRUITMENT With careful attention to a detailed induction process and all staff committed to the change programme, GMP will minimise the possibility of the new recruits resigning during the initial 12 to 18 month period of their employment. Challenges will remain

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ahead for all, around the integration of the various cultures. Patience and understanding will be required. A number of applicants who had failed a recent recruitment process were invited to attend a workshop held in the summer of 2013. These applicants had undergone a new, bespoke recruitment process. They had all received letters stating that they had failed to meet the minimum standards required. Police personnel involved in the recruitment process were also present. The amount of new learning discovered that day was considerable. These applicants, who had been discarded, demonstrated a level of commitment and desire, strength of character and a determination that would suggest that GMP did not meet their standards rather than them not meeting GMPs. The situation was at best unfortunate; these applicants might have been lost. How many good applicants have been lost is incalculable. Later recommendations seek to address this question. The workshop threw up an important question. Present that day were many people who had been educated overseas. There was real concern amongst them about the recognition of professional qualifications gained from overseas academic establishments. Whilst it is a simple matter to re-sit a driving test, to re-sit a Masters Degree course is another matter. As this question has national implications further consideration is required. RECOMMENDATION 9 AND QUICK WIN GMP should consult with the UK Immigration Service to understand how they determine the accreditation status of specific overseas learning establishments. 3.3: GENDER

Let no one say a woman cannot do a senior management job. As a stranger I had come in overnight, I had been accepted and I had been respected. I have fond
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memories of West Drayton and although I arrived with no great expectations, I left with a challenge met and a job well done Alison Halford (1993).

3.3.1: POLICE OFFICERS As recently as 1993, ACC Halford was the most senior female in the British Police Service. Yet despite her positive quotation cited above and her lofty status, she was twice suspended and launched a claim of Sex Discrimination in which she claimed that senior policing figures together with the Home Office had blocked her path to further advancement. Had ACC Halford put her head above the parapet and been dealt with?

The notion of a parapet is the equivalent of a Glass Ceiling. During thematic research undertaken by HMIC in 1998 for their Inspection entitled Winning the Race Re-Visited, BME officers would often state that they were OK in seeking development and progression as long as they did not stick their head over the parapet, parapet referred to specialist postings applications or seeking promotion above the level of Inspector.

Certainly, in a number of focus groups, female officers felt that they were tolerated up to a certain rank or in non-specialist postings. However, once they tried to progress beyond a perceived ceiling, attitudes towards them from male counterparts changed. They explained that they knew women who had been subject to negativity and abuse and were left to wonder whether career progression was worth it.

RECOMMENDATION 10

GMP should do more to address recognition and acceptance of issues of style and culture to ensure that colleagues who do not conform to the image of the majority are able to engage positively in all functions across the organisation.

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3.3.2: CAREER DEVELOPMENT FOR FEMALE OFFICERS

Findings from focus groups pointed to several areas where females perceived there to be a barrier to progression. These are summarised below: A requirement to be a GMP Detective Inspector is that post-holders must be able to provide three consecutive periods of 16 hour cover. Females are not applying for these positions, as they are unable to meet this requirement if they have any duty of care. For the most senior policing positions there is a requirement to undergo training at the College of Policing in Hampshire. More than one very senior female officer has self-de-selected from applying for such advancement due to the conflict with her child care responsibilities. An opportunity also exists for officers to spend 10 weeks at the FBI Academy in Quantico, Virginia, USA. Such attendance will prove impossible for most female officers who have family commitments. In summary, it was felt by females that, being a mother or a carer is not conducive to achieving a senior position. RECOMMENDATION 11 AND QUICK WIN The work ongoing through the JNCC to examine and identify family friendly policies that recognise both the operational policing requirements of GMP and the requirements of working mothers to provide care should be continued. In order to start to address matters of career development and promotion for all staff, GMP should identify and address barriers which females face disproportionately to males with regard the provision of care. GMP has to recognise the impact of care responsibilities which affect the ability of female staff members to truly achieve all that they are capable of. RECOMMENDATION 12 AND QUICK WIN GMP should become a national champion and challenge the College of Policing to address immediately the issues around gender in the police promotion and development process.
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Whilst there may be a justifiable reason for all officers to attend a central location for delivery of certain elements of a training course, modern methods of teaching will allow for distance learning for the majority of that training. The police service must identify the critical areas of training that require attendance and those that can be delivered locally. RECOMMENDATION 13 GMP should challenge the College of Policing regarding its continued use of Bramshill as a suitable centre for training. All police services have reviewed their building stocks and some very hard decisions have been taken. Whilst Bramshill is an excellent training facility, its continued use for higher police training unfairly impacts upon the ability of female staff based in the North of England to attend due to its distance. Female officers are vital to the future of British policing, more so than the prestige surrounding Bramshill. To allow female GMP leaders of today and tomorrow to partake in training and recognise their childcare responsibilities, local accredited training programmes should be developed in conjunction with local academic learning establishments so negating the need for unnecessary travel.

3.3.3: FEMALE POLICE STAFF WITH RESPONSIBILITIES FOR CARE

It is accepted that in the present day, women are still the primary providers of care in the family. As the population continues to age, care responsibilities have now been extended from caring from the young to caring for both young and old, each demographic having generic and specific responsibilities.

The provision of care impacts upon a females ability and willingness to work these additional hours. Males, who disproportionately do not have the same level of responsibility, find it easier to work those hours. Back in the workplace, staff members performance is compared against their peers. Those who fail to deliver are threatened with capability proceedings.
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Referring back to 3.3.2, Detectives providing three consecutive periods of 16 hour cover, with planning, and using the resources available to GMP, why does there exist this requirement? Carers need to be able to plan in advance so that arrangements can be made. The planning is not only for the benefit of the carer but also the caree Many interviewees commented that there is a frequent tendency to cancel Rest Days at very short notice, often at the week end. It is often these days when parents face the greatest burden of care responsibilities with day care centres not available and sons and daughters playing sport or undertaking other activity. Whilst there are many officers who do not or cannot alter their rest day patterns easily, there will be a significant number who would be available. Utilising this pool would reduce inconvenience and stress to families.

3.3.4: SERVICE LEVEL AGREEMENTS AND WORKING PRACTICES The structural change emanating from the efficiency measures identified by the Optimus, Red-land, Blue-land and PMIT projects has led to significant reductions in the police staff establishment. All business areas have been affected, some have disappeared. In order to deliver against these new staffing levels, significant evidence of confusion and conflict around Service Level Agreements (SLAs) was uncovered. Staff are struggling to cope with the demands now being made of them. There are widespread reports of managers still demanding delivery of a much higher level of service, a service that requires significantly more staff than presently available to deliver. Unison report that in a number of cases, the conduct of managers seeking delivery of the higher standards can at best be described as unprofessional. In order to deliver, there is evidence that staff are working considerable amounts of unpaid hours to maintain performance levels. They are doing this of their own volition out of goodwill but considerable evidence was uncovered which tends to indicate that the goodwill is eroding.
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Much more worrying is the impact of current working practices upon the health and well-being of female staff members. Multiple sources have suggested that there now exists a significant threat to health, disproportionately, the risk to females appears greater than their male colleagues. The current situation has led to increased levels of stress, caused by uncertainty about the future and the intense demands of the long hours. The stress would appear to have had an effect on female fertility with reports of more females requiring fertility treatment, in certain cases, repeated fertility treatments are not working. There were also concerns about a rise in the numbers of miscarriages. At the same time separation anxiety would appear to be coming a more common issue, anxiety felt by children not knowing who will be picking them up or who will be in the home with them and anxiety by mothers of sick children who have no-one to leave them with. These issues around females, if founded, are significant and I believe could expose GMP to charges of sex-discrimination. The impact upon recruitment and retention may be hugely significant. Research suggests that to an employee, the availability of an agile working environment has an additional salary value equal to 3,000. Many of the female focus group stated that this alone would not be sufficient to risk both their health and more importantly the health of their children and families. Discussions with the College of Policing about this matter infer that this situation may be widespread throughout the police service. RECOMMENDATION 14 As a matter of urgency GMP must consult with JNCC representatives with regard female health. Further professional research must be undertaken. Initially the Occupational Health Branch should carefully analyse the results of the well-being survey in relation to female staff. Consultation should take place with the College of Policing and others police services to evaluate the true extent of this complaint.

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3.3.5: RISK If there is a basis to this issue, not only will the potential cost of litigation be eyewatering but it will be insignificant when compared to the damage that has been caused to females. Failure to address this matter will have a significant detrimental effect upon the recruitment, retention and progression of female staff members. 3.3.6: ATTITUDE Females from right across the organisation felt that there was a male-dominated culture. They spoke repeatedly of demeaning sexist conversations. To exemplify, two female members of staff were required to attend a series of meetings with male colleagues, during the course of those meetings they endured a range of negative experiences including one where a senior officer made a sexist joke in the presence of the females. That behaviour was unchallenged by any of the males present including a more senior officer who chose to laugh at that joke. Their experiences were so humiliating that that at a subsequent meeting where only one of the females was available to attend, she refused to do so.

3.3.7: HIGHER LEVELS OF POLICING MANAGEMENT When interviewing a High Potential Development Scheme (HPDS) assessor, it was claimed that a typical cohort comprised of dominant white males and extremely bright but slightly shy females. During exercises the males would typically seek to be heard as if the number of words uttered was an indicator of ability. Female officers would tend to sit in the back-ground at that point. They would come to the fore in those exercises that required detailed planning which demonstrated comprehension and an understanding of the issues at hand. The male requirement to be dominant, to show leadership and to have an opinion would appear to be character traits that males see as necessary. Female officers state that they cannot compete with that style requirement and the associated

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culture. It is an issue today and will be more of an issue as the police service seeks to promote more females to the higher echelons. RECOMMENDATION 15 AND QUICK WIN Assessment Centre exercises need to be reviewed and the relevant learning points captured in each case. 3.3.8: RECRUITMENT INTO SPECIALIST POSTS The issue of lack of diversity experience was highlighted in a recent recruitment process. Whilst specifically seeking to increase the representation of females and BME staff within a specialist unit, the majority of applicants from those two groups fell at the paper sift stage. A significant number of females then chose to withdraw their applications during subsequent stages of that recruitment initiative. Without interviewing each one individually it was not possible to gauge the reasons for these withdrawals. Experienced female staff attempting to fulfill an advisory role in that process were marginalised and ostracised. The outcome of the process was open to criticism.

3.3.9: EQUIPMENT In recent years great strides have been made to ensure that each officer, where applicable, is issued with equipment that is both gender specific and usable. It is important to ensure total conformity with this requirement on the grounds of safety and observing GMPs duty of care responsibilities. During an interview a female officer spoke of her male armour being badly fitting and requiring her to make design amendments. This is a less than perfect situation and requires reviewing. Specialist Officers require specialist equipment and in order to ensure that access is available and equal for all, having usable equipment is vitally important. The Head of Specialist Operations Branch fully appreciates this requirement and is committed to a policy of equal access. There are items of equipment that are necessary in a
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format that would make it difficult for slightly weaker officers, disproportionately females, from properly utilising. This would include the ballistic shield used for White Cover. Even the strongest male officers struggle to deal with the weight of this shield for more than a few minutes. In addition the portable Door opener can also prove to be difficult to carry. It is important in those instances to act as a team and members should be reminded to identify each others strengths when planning operations. Weaker officers may struggle to raise the portable opener above head height to tackle a top lock but can easily manage to deal with a bottom lock on a door. The requirement for all officers to possess all skills is not necessary. It is for the team to possess all skills. GMP has had a dearth of female motor cyclists; feedback suggested that although the motor cycle unit was not a popular aspiration for female officers, a number that would have considered such duty were put off due to the weight and size of the motorcycle fleet. RECOMMENDATION 16 All equipment currently in use is reviewed to ensure that where its particular utilisation may impact disproportionately on differing staff, viable alternatives are made available to ensure that no member of staff is prevented from serving in any department due to the nature of the equipment required to do that work being unsuitable. RECOMMENDATION 17 It should be a requirement that that the skill requirements of teams be identified. Managers should then ensure that each team is fully skilled. The skill set of each individual should be identified and compliment the team profile. Officers no longer need to possess all skills to be accepted. 3.3.10: CONFIDENCE A study by the Two Percent Club, a womens advocacy organisation, named in 2009 to reflect the proportion of female bosses in FTSE 100 companies reached the
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following conclusions; many women between the ages of 24 and 35 lose a high degree of self-confidence as it is during this timeframe that they are typically confronted by an assortment of obstacles, such as married life and parenthood coupled with a deficiency of female role models. The consequence of female officers self-de-selecting and being paper-sifted, is that the pool of candidates for senior positions is disproportionately and unfairly white male heavy. As a consequence, whilst not demeaning the skills and abilities of those that do seek to apply for those positions, the outcome will be that the best man and not always the best person will be appointed. This is no longer acceptable.

3.3.11: ROLE MODELS The existence of role models plays an important part in most recruitment campaigns. People want to see someone who looks like them and has succeeded. It can be argued that it took over half a century to see the emergence of female role models as it was not until the 70s that we saw Alison Halford ACC Merseyside and Chief Superintendent Margaret Gornall of GMP. RECOMMENDATION 18 Networking & innovation should be encouraged across all internal business areas and externally with other organisations. It will achieve improved knowledge and understanding of innovation RECOMMENDATION 19 All staff support networks with protected characteristics should be encouraged and supported to network locally (within the force) and nationally.

3.4: SEXUAL ORIENTATION Catholicism and most other modern Christian churches vigorously deny how much homosexuality was not only tolerated, but practiced by many of its founding fathers, and the degree of toleration, if not veneration, it received. Afro-centrics often deny that homosexuality was a feature of African cultures in ancient times and more than
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a few anglicised Native Americans would be shocked to learn that homosexuals were not only common among their tribal ancestors, but were even venerated as being spiritually gifted. Homosexuality and bi-sexuality, we now know from modern research, are ubiquitous throughout the world. They exist in all cultures, and at all times in history. Relics of our evolutionary history, homosexuality and bisexuality are very commonly practiced in nearly every culture, whether tolerated or not. The differences among cultures are the openness with which it is practiced. Manchester possesses one of the worlds most vibrant LGBT communities and as a city, prides itself on its tolerance and acceptance. However, even in these enlightened times, the question of sexuality is still one of national and international prominence. Globally we see the strength of support for the concept of Gay marriage whilst we also see the strength of opposition. The topic is still hugely divisive. In parts of Africa, homosexuality is punishable by up to 14 years in prison. In other parts, for a male to be discovered wearing female clothing renders him liable to death by stoning. Whilst Gays and Lesbians in Britain have made enormous gains over the past few decades with greater tolerance and acceptance of homosexuality being facilitated by social, political and legal changes, the situation for British Muslim gay men (BMGM) is markedly different (Jaspal, 2010). Far from making public declarations of their sexuality, they continue to face prejudice and homophobia from within their own communities and families. Many BMGM live in a hostile social environment which forbids homosexuality. Given the ensuing feelings of alienation and isolation, in many cases the only solution is to remain silent and invisible, this symbolises their marginal status in their own society. Religious condemnation is based on the Qurans explicit prohibition of samesex sexuality (Siraj, 2009). The Islamic world view is that of dual relations, which advocates the opposition of contraries. The Muslim family is based on a patriarchal social structure with two discrete sexes with distinguishable gender roles. Islam is heteronormative, advocating compulsory heterosexuality. It explicitly condemns homosexuality. Crucially, this perspective is reected in the views of many British Muslims at a time when there is growing acceptance of homosexuality in Britain,
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According to a recent Islamic interfaith relations poll, not a single British Muslim believed that homo-sexuality was morally acceptable. Homosexuality is one of the most disgusting sins and greatest crimes.... It is a vile perversion that goes against sound nature, and is one of the most corrupting and hideous sins.... The punishment for homosexuality is death. Both the active and passive participants are to be killed whether or not they have previously had sexual intercourse in the context of a legal marriage.... Some of the companions of the Prophet stated that [the perpetrator] is to be burned with fire. It has also been said that he should be stoned, or thrown from a high place." Saudi Ministry of Education Textbooks for Islamic Studies: 2007-2008 Academic Year. Given this level of extreme socialisation, how will Muslim males or males of North African extraction react to and with our many gay staff members and the gay communities? We have already seen examples of registrars refusing to marry gay couples. RECOMMENDATION 20 Cultural socialisation, particularly of Muslim males and those of North African extraction may give rise to a negative attitude and relationship to LGBT staff and matters. This specific issue must be considered for inclusion in the Diversity Modules of the self- development days Focus groups and interviews with LGBT officers were all positive. A trans-gender female, who had just been accepted for GMP Specials, was extremely enthusiastic and complementary about the recruitment process, and her perceived induction into the organisation. Other internal candidates claimed that they had been dealt with inclusively and sensitively. What came then as an enormous shock was a statement made in a staff association meeting at the end of the research process, where it was claimed that actually a number of staff are choosing to hide their sexual orientation because of the rise in a negative attitude towards them. It was also suggested that this was wide-spread throughout the organisation, and that recently a lesbian officer who had been
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recruited into the Tactical Firearms Unit had been ostracised once her sexuality became known. She felt that she had been left with no option other than to leave the unit. In this same meeting, an incident came to light regarding negative and extreme attitudes towards sexual orientation and was deemed so serious that it was referred to an ACC with a view to a PSB investigation being undertaken. One member stated, It was a long climb but its been a quick slip, an inference that the hard diversity progress delivered over 15 years had been discarded. In summary, what was said by participants in focus groups does not seem to be wholly reflective of experiences of all LGBT staff, or perhaps failed to capture this recent slip. It could also be the case that those interviewed in focus groups did not want to share their experiences with somebody from outside of their culture. RECOMMENDATION 21 Further research needs to be undertaken to gain a clearer understanding of the true extent of the LGBT position within GMP today with LGBT staff allegedly going back into the closet. It is also recommended that the re search is undertaken by the LGBT Staff Association in order to ensure that there is confidence and trust from the interviewees. 3.5: AGE The Winsor Report has introduced fitness testing for police officers at the same time that changes to conditions of service will require officers to work for longer. Whilst a bleep test score of 5.4 is considered by fitness instructors to be modest, for some it is still an aspirational target. During a recent training exercise, of 6 female officers who partook, 5 failed to reach the 5.4 figure. A guest speaker at a BAWP presentation claimed that there is evidence which proves that females over 42 and males over 48 years of age will have increased difficulty in meeting this fitness standard.

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Organisational demographics are very finely balanced with a mixture of youth and experience. Whilst it is recognised that it is each individuals personal responsibility for ensuring they maintain a level of fitness, GMP as an employer should identify ways of supporting officers to ensure that they have the best possible opportunity of success. RECOMMENDATION 22 GMP should identify ways to support officers to ensure that they have the best possible opportunity of achieving success in the occupational fitness tests.

3.6: SUB CULTURES To be an inclusive organisation GMP must seek to recruit from all communities. There is no acceptable position of selective inclusion. In April 2013, GMP became the first service to recognise EMO and Goth sub-cultures as being capable of becoming victims of hate crime due to their association with those cultures. They are recognisable by their appearance which includes their style of dress, their make-up and their body art. The sub-culture recognition was a landmark in police history yet internal policies still legislate against those very same people from being employed.

To be diverse requires that you look beyond the overt features of the protected characteristics of an individual; look beyond the Race, the gender or the sexual orientation. The current tattoo policy contravenes that basic premise and will debar an individual based totally on appearance.

When the earliest policing pictures are examined they will depict a service of white males. This image was reflective of the indigenous population of the day. If you leap forward by 100 years, women are engaged in their battle for emancipation, police pictures will now show a small number of female officers. The wider population would have been surprised to see the new officers but over time they accepted the change.

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As we move forward to the late 1960s, a period when Black officers started to join the service, this was again a reflection of the societal picture of the day. The wider population were again surprised to see these new officers but over time they have largely accepted the change.

3.6.1: BODY ART Today, walk down any High Street in the UK and body art will be visible in abundance. No longer is the tattoo the sign of a gang affiliation or a mis-spent youth but it is high fashion. Our icons from football stars to sports stars to movie stars to fashion models are now bearing body art. David Beckham, Lewis Hamilton and Angelina Jolie would fall foul of GMPs tattoo policy and so be sifted out during the recruitment process. The fact that GMP is a disciplined service should not prevent tattoos thwarting employment. Though this policy may prevent an individual gaining employment, once they are in the force, the current policy is very rarely enforced and so is virtually impotent.

Historically, the service discarded many talented individuals because of archaic recruitment processes, when height was considered a vital criterion. Females who were 53 or males who were 57 were debarred from joining the force, regardless of whether they would have made good officers. This proves that out-dated methods for selection can change and be modernised.

During a focus group with external participants, one individual described how she had always wanted to join the Police. She agreed to waive her anonymity to allow a real-life example to be presented in this report.

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3.6.2: EMMA-LOUISE

Figure 3

Emma-Louise believes that she would make a Kick-ass police officer, (Kick-ass in this case being a slang term for a motivated, capable and professional officer dedicated to delivering the core responsibilities of a constable). A graduate, who possesses the qualities GMP is seeking in tomorrows police officers, knows that she will not be given the opportunity to demonstrate those qualities, because her body art extends on to her hands. Will she prove to be yet another loss to the police service or should GMP embrace her and those like her by looking deeper than the superficial?

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RECOMMENDATION 23 AND QUICK WIN With immediate effect revise the current tattoo policy and the requirement for approval prior to having a tattoo. In its place reduce the requirement to visible tattoos which are above the clavicle and below the hairline and forward of the ears. Tattoos which are offensive, racist or homophobic or deemed inappropriate or contrary to GMPs position on ethics will still place the wearer at risk of refusal. GMP should consider how it welcomes Goths and EMOs into the service for the qualities and values they bring.

3.6.3: DRESS CODE In addition to displaying body art, part of the EMO and Goth culture is to dress in a distinctive manner: wearing mainly dark attire and combat boots. The GMP dress code requires staff to look professional, and some might interpret the clothing of EMOs and Goths as failing to satisfy this need. There is little point in recruiting a workforce because it is different and then requiring them to change the way they look and dress to conform to the traditional look and dress standards of the majority cultures.

RECOMMENDATION 24 The dress code should be revised to include all forms of cultural dress.

3.7: DISABILITY Paul Hunt in his article Stigma: The Experience of Disability (1966) argued that the disabled are set apart from the ordinary in ways which represent them as a direct challenge to commonly held societal values. They are unfortunate, jobless, different oppressed and sick (Hunt 1966:146), he stopped short of calling for their banishment from general society. The politicalisation of disability over recent years culminating with the London Paralympics of 2012 has totally changed the wider publics perception of the notion of disability.

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London 2012 saw a seismic shift in the UKs perceptions of people with impairment. Research found 65 per cent thought there will be greater acceptance of people with a disability due to the Games - up from a 40 per cent expectation in June 2010, whilst 81 per cent thought the Paralympics had a positive impact on the way people with impairment are viewed. One in three changed their attitude towards people with impairment.

One of the reasons for the shift in attitudes and perceptions was the superb positive and widespread broadcast and media coverage the Games received last year. A knock-on effect of this was that many leading Paralympians became heroes and household names. We now had high profile role models to look up to, admire and respect. The media portrayed them in a very positive, almost super-human light and performers such as Ellie Simmonds and David Weir were elevated to super-star status, a position comparable with the status of Mo Farah and Jess Ennis.

Should the British media and therefore the British public continue to support the athletes like they did during London 2012 then attitudes and perceptions will continue to change for the better, not just for the athletes but for all those with impairments? (Globalsports: 2013) Although research involving both internal and external focus groups suggested that GMPs position with regard disability was highly positive, the external focus group included locally elected councillors, a discussion with the Staff association suggested otherwise. The association believes that employees are now failing to disclose their disability where possible rather than be stigmatised.

RECOMMENDATION 25 Due to the apparent lack of confidence currently experienced by GMP disabled staff, The Disability Staff Association should be tasked with repeating this specific piece of research to identify the true position of disability within GMP.

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CHAPTER 4: OVERCOMING PERCEIVED AND REAL BARRIERS

Recommendations have been made in this report about how to overcome both perceived and real barriers which exist today in order to allow GMP to become an employer of choice for a diverse workforce. What is apparent, though, is that there also needs to be a programme of changes which occur within the organisational structure to allow these changes to be made.

4.1: ORGANISATIONAL CULTURE To introduce change into GMP, change agents must recognise and address the power of police culture. When considering the notion of a police personality, it is necessary to consider how officers perceive their own identities in order to understand why the police culture has endured and why it may not be susceptible to change. Skolnick (1966:52) noted that police officers are already set apart from the conventional social world and so have a readiness to associate within their own. Loftus research (2010) observed expressions of self -detachment in officers, which officers believed was a result of the fact that the public did not appreciate the role they play in society or associate them as bringers of positive news yet every day, officers across the country will go the extra mile to help and serve the community. Furthermore there is a strong sense of de-personalisation experienced by officers as a result of their uniform and often members of the public fail to recognise officers as individuals. It stands to reason that it may be difficult for community orientated policing to flourish when officers do not feel integrated with the communities they serve. As GMP attempts to align changing professional standards alongside a new reputation as a service rather than a force, there must be a review and reexamination of police culture and its potential to impact upon efforts towards reform. Community orientated and customer-focused policing requires a transformation of individual officers attitudes and values. There is little evidence so far that community orientated values have become integrated in to the police thought process, which

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could mean slow progress towards achieving and embedding the desired open and tolerant organisational image which GMP is intending to portray. Despite the many transitions in police practice, the characteristics that underpin a shared sense of identity between police officers have persisted. Reiner (2000) described the core characteristics of police culture as; an action - orientated sense of mission, suspicion, machismo, conservatism, isolation, pragmatism and racial prejudice and furthermore placed emphasis on cynicism, danger and solidarity . The job of policing is unique as police officers provide a visible representation of the law in everyday society. Police officers are ordinary individuals provided with discretionary powers to arrest, search and detain members of the public and use legitimate force in order to enact their duties. Officers are expected to use their discretion in order to enforce the law, making them key decision makers in the interaction process between the public and the criminal justice system. Police occupational culture has attracted particular attention because of the extent to which it has the potential to influence the actions of officers on the beat. With an increasing emphasis on new public management (NPM) and a shift towards a more community orientated police service that seeks to treat the public in a consumerist light, characteristics such as suspicion, cynicism and solidarity could potentially hinder organisational reform. Research identified many examples of the existence of a significant negative culture. This culture was raised in differing focus groups which infers that it is widespread. Culture must be addressed as a matter of priority. The current situation can only be described as serious. Focus groups identified that GMP has culturally regressed to a point where LGBT staff members are going back in the closet. Disabled staff members are no longer confident in declaring their disability.

To see what is achievable, one only has to look at the example of British Airways (BA). 1974 saw the births of both GMP and BA following their respective amalgamations. In its early years BA was described as having an introspective and
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inflexible culture where hierarchy was all-important and little attention was paid to customer service or employee opinion. In 1980 BA was voted the airline to avoid at all costs. An extensive cultural change programme over several years saw this organisation transformed and in 1988 and for the next seven years BA won the Business Traveller Worlds Best Airline award. The BA example suggests that culture can be engineered and that a substantial hike in performance can be achieved. Staff should not have a choice as to whether or not they engage with this recommendation. A customer focused approach in all business areas should be mandatory. From receipt of the first complaint to the point of final disposal everyone should undergo an experience of professionalism, empathy and respect. It is not always the big things that are important and can impact upon organisational recruitment and retention; its also the little things such as a smile, a friendly word or a small deed. RECOMMENDATION 26 GMP continues its process of cultural engineering through the existing customer programme service programme and the Leading Substantial Change

4.2: COMMUNITY SUPPORT The underlying ethos of the British police service is that it polices by consent. The wider community consenting to the presence of a uniformed body within its midst allowing that body to discharge its statutory duties. Policing by consent, by its very nature, requires the support, trust and confidence of those same communities if it is to be accepted. This fact was recognised as early as 1829 when the then Commissioner of the Metropolitan Police, Sir Richard Mayne stated in his initial instructions: Above all, the police need to secure the consent and support of the public if they are to successfully perform their duties
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This observation is arguably more relevant today than in 1829 as our minority communities become increasingly more visible and diverse. Providing a fair, just and equitable policing service has become ever more challenging as the cosmopolitan nature of the population of Greater Manchester continues to grow and develop. The policing of new communities, each of which holds on to and values their age-old traditions and culture requires the officers and staff of GMP to have a comprehensive knowledge and understanding of all cultures in order to deliver a qualitative customer experience. Failure by an officer to recognise a specific nuance and deal with it in a respectful manner can lead to an extreme situation. In addition, to have a police force which reflects the communities which it serves can deliver high levels of community confidence and harmonious working relationships.

RECOMMENDATION 27 Following the introduction of Operation Peel, the existence of a change programme needs to be properly resourced. For an organisation the size of GMP considerable cost will be incurred. Whilst the majority of those costs can be identified at the outset, experience tells that there will be a degree of unforeseen expenditure as the project progresses. A suitable and appropriate project budget should be identified, agreed and ring-fenced

RECOMMENDATION 28 GMP must seek to sell the new Operation Peel both internally and externally, detailing the vision and the rationale which underpins it. The message should be spread internally and externally involving a wide-range of methods of communication in a multi-lingual format. GMP should invite discussion and consultation. RECOMMENDATION 29 Operation Peel should be involved in the review of the functional requirements of HR Recruitment Branch as part of the TSSP Programme.

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4.3: ORGANISATIONAL STRUCTURE Underpinning the success or failure of any recruitment campaign is the involvement of the HR Recruitment Unit. This unit has undergone significant change in recent years like all areas of GMP. At the same time, this strategically important branch has lacked consistent and long term leadership. There have been several Heads and Interim Heads of HR over the past six years.

HR leadership at present is shared between a HR Professional and a police officer. This is not an ideal position but it is a temporary measure. When the position is advertised externally it is recommended that a recruitment agency which specialises in Executive BME Recruitment is invited to seek suitably qualified and experienced BME staff to ensure that GMP has an option of appointing a BME person to this prestigious position.

In the long history of GMP, no senior police staff position has ever been occupied by a BME post holder. Such an appointment, if it occurs will start to break down the widely held perception amongst the BME community that GMP is not a suitable employer for aspirational Black people.

RECOMMENDATION 30 GMP should review and assess how it recruits for senior police staff positions, It should review and assess how current processes work including consideration of involving external recruitment specialists.

4.4: OPERATION PEEL In order to lead the diversity change programme and co-ordinate all diversity activity both internally and externally, GMP has initiated and resourced Operation Peel. Management and oversight of this operation rests with the Head of Profession, Neighbourhoods, Confidence and Equality. Peel will identify the resources required

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and the changes necessary to transform the organisation from its current state into the service set out in the Vision Statement. Evidence was unearthed to prove that key staff were working in silos, duplicating effort and lacking cohesion. This is not only ineffective and inefficient but creates an image of unprofessionalism. One such example occurred at a meeting in Sheffield where it was discovered that GMP had engaged a consultant to help in making contact with hard to reach community groups. However neither HR Recruitment or The Neighbourhoods Unit were aware of this area of work which dovetailed perfectly with work they were undertaking. There were also a number of separate discussions taking place with Universities, which were all undertaken in isolation, yet the theme was common. Not only were staff at several universities confused, they were also angered by a lack of consistency in the mixed, and at times, incorrect messages they were being given. This impression of disorder leads to damaged relationships, negative messages about the way GMP operates and could have serious impact on whether universities recommend and drive their students to take on full time employment post qualification. In turn, this will surely impact upon the decision making process of the brightest graduates as to whether they would like to serve in such an environment. As detailed earlier, a specialist BME Recruitment agency should also be approached in order to ensure that suitably qualified and experienced BME applicants are given an opportunity to apply for this position.

4.5: RECRUITMENT UNIT Critical to a change programme focusing on issues of recruitment, retention and progression is the role of the recruitment unit. In recent years, HR department has suffered a lack of consistent leadership coupled with a strategic realignment of its function. Responsibility for recruitment now sits with the department or branch where a vacancy exists with HR undertaking an advisory role.
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4.6: CENTRALISED RECRUITMENT UNIT Departmental managers with little or no experience or understanding of diversity are now responsible for their own recruitment. This responsibility is in addition to their Day job. Recently a departmental manager was responsible for the paper-sifting of approximately 150 applications. A huge responsibility in its own right but at a time when demands are increasing, objectively sifting through 150 application forms was virtually unmanageable. It would be fair to say that the managers experience of diversity in a recruitment context was limited. This position is replicated across all areas of the organisation. Losing the experience at the Centre has impacted negatively upon the drive for a diverse workforce. The question this example raises is how thorough and objective are the paper sifting exercises in their current format? Do managers, already facing considerable demand obligations, have the time to objectively appraise each application in detail or may they look for an easy option and speed read those who would appear to present an easy and quick decision? Recommendations contained within this report seek to address this position however, until such time as all staff are in possession of those skills, Operation Peel must step in and fill that gap. They must provide and disseminate the knowledge to those requiring support. Having a centralised and independent recruitment unit performing all of the recruitment process would overcome this problem. Branches would notify the unit when a vacancy arose. HR would then recruit to a job description, person specification or an attitude. Opportunities for nepotism would be removed from the process. Departmental managers would be free to fulfill their responsibilities leading to increased efficiency and effectiveness. Within this framework, is also the need for an Occupational Psychologist. The additional benefits of this change would be as follows; Despite an anonymous process, for internal vacancies it is still possible to identify applicants based on the examples they cite within their application. Certain recruiters will know of incidents and who attended and possibly sift on that basis.
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All applicants will be given equality of opportunity. There are many examples of telephones calls being made from friend to friend, the inference being that a favour is sought. It will protect GMPs integrity and support its people statement. Advice given during a recent recruitment campaign by the Tactical firearms Unit was that their processes bordered upon the unlawful. An independent process will protect against that. An independent panel would again present applicants with equality of opportunity. Having members for the host department involved allows for the possibility of influence and unconscious bias being an element of the decision making process. An independent panel trained in recognising unconscious bias will deliver an objective process. Access to an Occupational Psychologist (Occ Psyc) is very important. Such a role previously existed. Involving an Occ Psyc will help to ensure that we recruit those with the right attitude from the outset. In addition they will assist significantly in ensuring that the cultural engineering programme is given every chance of success Such a decision will require a review of the establishment of and skills and capabilities contained within HR Recruitment. There will be a requirement for additional staff and training. The increase in staffing will allow for greater diversity within that unit. RECOMMENDATION 31 AND QUICK WIN GMP must consider how it resources and supports selection stages to ensure that those involved in selection processes have the necessary skills and capacity to undertake the process fairly. RECOMMENDATION 32 AND QUICK WIN GMP secures the services of Occupational Psychologists to work alongside Operation Peel, HR Recruitment and OLWD,

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4.7: RECRUITMENT PROCESSES GMP has undergone a trial of a new recruitment process, the process intended to increase the pool of those with protected characteristics who would be suitable for employment. To assist with the development of that process and associated advertising materials, an external consultancy was engaged. The process was not as fluid as either required or expected and culminated with the cut-off date being brought forward. This decision raised a lot of negative comment, both internally and externally. At the conclusion of the first trial, a workshop was constituted comprising applicants who had been unsuccessful during this campaign and other applicants who had previously been unsuccessful in seeking employment with GMP. It was a popular view of GMP staff present at this workshop, including the Deputy Chief Constable, that all almost participants attending on the day had demonstrated skills, abilities, drive and integrity far in excess of our requirements. This workshop possibly identified that our recent recruitment process required reviewing as it clearly demonstrated that we could potentially have been rejecting candidates who would be excellent employees for GMP and who could add significant value to the service. Where we had informed applicants that they had failed to meet our minimum standards, perhaps it was closer to the truth that GMP had failed to meet theirs! RECOMMENDATION 33 It is critical that those responsible for departmental recruitment have a clear understanding of their accountability in achieving the targets for diversity, and how performance will be measured. Though HR may provide advice on good practice, ultimate responsibility lies with departmental managers.

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4.8: ADVERTISING MATERIALS The force has already met with advertising companies. RECOMMENDATION 34 AND QUICK WIN All advertising materials to be reviewed. Specialist advertising companies to be employed to ensure that the materials used are relevant and will support targeted recruitment campaigns . 4.9: RISK REVIEWING JOB DESCRIPTIONS The process of Job Evaluation has been suspended within GMP for several years. Job Evaluation is a contractual right. At present there are approximately 480 job descriptions due for job evaluation. The job descriptions cover many hundreds of staff. There is a possibility that a job evaluation review will identify that there are grounds to raise the grades of many staff members which will then require an increase in their salary. Potentially this could cost GMP a significant amount of money.

4.10: ENVIRONMENTAL SCANNING

A breakdown of the Census data which examined statistics for those with protected characteristics was presented in Section 2.3. This analysis now needs to be further developed. It should incorporate a review of crime, victim and arrest statistics: an examination of the current make up of GMP to analyse where those with protected characteristics currently work: the core skills required in each business area of GMP: and the skills currently possessed by staff. To address Sir Peter Fahys desire to recruit more undercover and surveillance staff, it is not enough to assume that the changing population is understood. Rather, it would be beneficial to clearly understand what requirements there are for languages which need to be spoken etc. The scanning process will help to identify the skills and characteristics GMP require as an organisation and what the recruitment priorities need to be. This will ensure a

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focused and reasoned approach to recruitment and underpin the operational policing benefits gained from a diverse workforce.

The Metropolitan Police carried out a similar exercise which helped them to understand that there were areas for development in the languages they needed. Although they had identified that there were increasing levels of diversity in the communities they served, more detailed exploration pointed to the fact that the largest language requirement was for Turkish speakers. The need for French speakers was the third highest requirement. Outcomes that would not have been envisaged without the scanning exercise being undertaken.

RECOMMENDATION 35. Before commencing a diversity recruitment initiative, GMP should undertake a detailed environmental scanning exercise to ensure a focused and reasoned approach to recruitment and underpin the operational policing benefits gained from a diverse workforce.

4.11: OFFICER INDUCTION TRAINING As new staff are inducted into GMP, an opportunity exists to ensure that they understand clearly what is expected of them and also that they are given the best possible start. The Secret Policeman demonstrated vividly what may happen if police officers and police staff recruits are not shown from the first minute what is and is not acceptable behaviour.

The recruitment of smaller intakes of recruits will allow for specially selected officers from all areas of the organisation to have an involvement in their induction training. Presently recruits will receive operational training locally. Whilst that training is of a high standard, police recruits are not exposed to the full range of experiences which they might due to the restricted nature of that training. A recruit posted to the Wigan division will not undergo the same induction experiences as a recruit posted to Moss

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Side, Cheetham Hill or Longsight due to the nature of the local area. An opportunity now exists for a more holistic induction experience.

It is suggested that GMP introduce a force-wide Induction Unit. The unit will comprise of the best Detectives, the best beat officers, the best statement takers etc., regardless of where they are posted. The Best officers would be nominated by their supervision as those who truly excel. They would also possess the necessary commitment, attitude and corporacy to ensure that recruits receive a high standard holistic induction and that they are not exposed to a negative culture during their formative period.

RECOMMENDATION 36 As part of the initial induction of student Officers, GMP offers the facility to gain policing experience across diverse communities. This could fall to the staff who presently lead Student Officer training

4.11.1: STAFF INDUCTION TRAINING A similar programme could be drawn up for police staff recruits. During the process of induction they could be given experience of several areas of work by staff identified as being the best GMP possess. This will inform those members of staff about possible future development opportunities.

RECOMMENDATION 37 GMP should assess how they facilitate the induction of new police staff and volunteers. This should include pre and post-employment induction support

4.12: DIVERSITY TRAINING Should GMP support the findings from this report, the organisation is about to embark upon a period of cultural change, introducing difference into all areas of the organisation. It is intending to do so having dismantled its diversity infrastructure, a
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structure that is needed more so now than ever before. Diversity Command which previously oversaw all matters of diversity has been dis-established. Gone is the Positive Action Team, the Field Action Support Officers who provided the link between the Centre and divisions, assisting and guiding them through the local elements and requirements of their diversity journey. The Diversity Training Unit no longer exists. Trainers have been posted across the force. Lost is their knowledge and expertise, and gone is the Golden Thread where diversity was featured in all training. Full time Staff Support Network officers ably assisted the force in dealing with conflict and grievances at the initial point of a complaint, significantly reducing GMPs risk and costs as well as reducing the numbers of staff members taking their complaints all the way to Employment Tribunals (ETs) for resolution. The comprehensive structure was replaced with an environment in which all portfolio holders are responsible for ensuring that diversity features in their particular area of work. The Equalities and Neighbourhood Unit are responsible for the external face of diversity. The availability of Staff Support Network support is severely restricted, almost to a point of impotency. During a meeting with Staff Support Networks, one representative stated Its been a long climb up but a quick slip down. GMP has gone backwards by 15 years. In order for the new policy to succeed, it has to be assumed that managers know and understand diversity in order to ensure that it is reflected in their local decision making process. Decades of learning have shown that this is hardly likely. Issues of diversity are often complex and sensitive. Professional practitioners will undergo extensive and expensive periods of learning and still recognise that there is much they still do not understand, so to expect generic managers and supervisors to be able to protect GMP and its employees could not be deemed realistic. There is now no diversity training as such. A senior figure within OLWD stated that the only time diversity occurs within the training environment is when someone breaches the appropriate language policy. This was doubly interesting as the appropriate language policy no longer exists. As trainers they recognise that this is
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not sufficient. To those with protected characteristics, the decision to dis-establish the Diversity Training Unit sent a very profound message. They believe that the complex issues of diversity are not seen as important by command. A senior figure within the Home Office, during a research interview compared diversity to carbon monoxide. They claimed You cant see, it, touch it, smell it or taste it but it does have the ability, if not properly managed, to cause you great harm. By taking the decision to withdraw mainstream diversity training, GMP effectively removed all the batteries for its detectors.

RECOMMENDATION 38 The delivery and provision of organisational training underpins a clearly defined business case which justifies expenditure in this area 4.13: TEAM WORKING There is no area of GMP where any employee is required to work as an individual. In every area and at every level everyone is part of a team, the Chief Officer Group, Integrated Neighbourhood Policing Teams and Cleaning Staff are all examples of current team structures operating within the force. The smooth running and efficiency of team working is pivotal to the delivery of an effective policing service and individuals being regarded as a team member by others is vitally important to the Diversity in Recruitment project aims. Individuals who are seen as not being part of a team will find themselves in a situation where they may feel unsupported and ostracised. This will impact upon their decision to remain or progress within the organisation. It will also impact upon the output of that particular team. Within a team structure, clear and unambiguous communication is essential. As we deliver the project aims we will see an increase in the numbers of people who do not speak English as a first, second or even third language. In addition, they may not possess high levels of written English ability. GMP must not expect to be able to introduce seamless change to current team structures and for the project to succeed the service has to consider introducing team building exercises to support the vision.
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Managers will need to pay great attention to team dynamics, they must be able to offer support or to challenge when situations arise and they must be aware of the following group processes: Communication Who talks to whom and who supports whom? Who seems actively involved and who is outside the group? Decision making How are decisions and choices made? Who is involved in this and in what way? Conflict How are conflicts of ideas, opinions or interests worked out within the group? Are they resolved and if so how? Ethos What does it seem to be like to belong in this team? Are there accepted norms of behaviours? What roles or rules are developed?

Underpinning the introduction of the project will be the development of listening skills for all members. The reasons for the presence of barriers and tensions, created by possible breakdowns of team dynamics or conflicts of communication need to be understood, recognised and prepared for. All team members need support at this time and the development of their listening skills will enhance that support. Issues around teams may be more pronounced due to the current policy of agile working. It may be on very few occasions due to conflicting agile working patterns. Matters that individuals have historically been able to resolve face to face may now linger on for extended periods therefore managers will require additional support around the area of conflict resolution. RECOMMENDATION 39 Operation Peel should consider how GMP might support the integration of higher levels of new staff into existing business areas. RECOMMENDATION 40 GMP should look at the confidence levels of managers in dealing with conflict and where the need is identified, provide increased levels of training.

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RECOMMENDATION 41 Once any training need is identified, it should be fulfilled quickly In order to receive and welcome new cultures into the organisation, current staff needs to have received the identified training in order that from the first moment an individual arrives into the workplace, steps have been taken to minimise any possible misunderstandings.

4.14: ACCOUNTABILITY When a historical review of cultural change within the police service is undertaken, it is almost impossible to find any instance where those with protected characteristics have ever dragged their feet or resisted. They have welcomed such change with open arms. For this project to succeed, those who benefit most from the current internal policing environment have got to be prepared to now give up some of their power and share it. Having a Chief Constable who is other than a white, heterosexual, able-bodied male, having more women with families, BME, LGBT and disabled staff working at the senior levels of the organisation, giving free access to specialist postings and training to suitable officers will all deliver more diversity into those areas but, as establishments are finite, such change will clearly be at the expense of the white, heterosexual males who currently occupy those positions in disproportionate numbers. There is the battleground. RECOMMENDATION 42 In order to ensure that GMP meets diversity targets which will ensure that it becomes a microcosm of the society it serves, diversity targets which clearly state the numbers of females, disabled and BME employees desired needs to be shared and clearly understood by all those who have a part in the recruitment process. Attempts to bring in a community, customer focus previously have seen limited success. On this occasion GMP needs to take necessary steps to ensure that this notion becomes embedded within the culture of the organisation. Too often
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supervisors have failed to manage and direct staff under their span of control, they have let the organisation down by often turning a blind eye to infringements. RECOMMENDATION 43 GMP should identify how best to support supervisors deliver their core responsibilities. It should ensure that each supervisor has the necessary skill set, training and understanding. This recommendation not only applies to all aspects of supervisors duties, it applies to every member of staff who does not represent the face of new GMP. Is there a place in the organisation for those who challenge and undermine GMPs strategic aims and objectives? A cultural change programme will meet with pockets of resistance. Where resistance arises supervision must challenge it in the most appropriate manner. This level of service will form an essential requirement of all staff, from those that receive the first call to those that finally dispose of an incident. The research identified many quality of service complaints directed at the Operational communications Branch for example. The way callers are spoken to, the way they are dealt with often left a lot to be desired. That situation is not acceptable now and will not be acceptable in the future. 4.15: EMPLOYER BRANDING The importance to the long term recruitment aims of GMP of this customer focused approach is highlighted and evidenced by research with organisations such as KPMG and PwC. It is claimed that one of the key reasons why they are continually at the top of the chart of those FTSE 100 companies deemed to be inclusive and employers of choice is that they have invested time and energy into ensuring that their external image and the message they send out is one of being inclusive in everything they do.

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RECOMMENDATION 44 A clear plan for internal communication of diversity and its importance needs to be developed to ensure that consistent messages are cascaded throughout Greater Manchester Police This level of service will positively attract the attention of those who experience it. Whilst not everyone will seek employment at that point or in the future, the positive experience remains indefinitely. During a workshop, a participant explained that many years earlier she had spoken to an Inspector about a complaint against police. At the conclusion of that meeting the Inspector then spoke to her about future employment with GMP. That positive experience has remained with her with her for many years. RECOMMENDATION 45 GMP should assess positive public relations opportunities in order to build employer brand, linked to the Operation Peel Communications Strategy. 4.16: STAFF SUPPORT NETWORKS Responsibility for diversity and ensuring that policies and practices recognise the issues of those with protected characteristics has now been woven into the core responsibility of all areas of GMP. The success of this position rests upon the belief that all supervisors and staff know and understand what those issues, sometimes subtle and sometimes complex are. Although policy holders are well meaning, the growth of unconscious bias training in the UK could possibly indicate that in the short to medium term at least, this strategy should be re-considered until such time as there is satisfaction that diversity is being addressed in this way. The reality of the situation tells us that it will be many years at least before GMP can confidently delegate responsibility in this area in this manner. As the service moves towards an increasingly diverse workforce, the requirement for support has never been greater. Staff Support Networks have seen their functionality
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and effectiveness eroded significantly. They now have 32 hours per month for network business; the rest of their time is spent doing their day jobs. There is now a feeling that they are unable to provide the levels of specific support that is required. Almost by default, victims must now turn to either the Police Federation or Unison for support. Both organisations provide the very highest level of confidentiality, trust, expertise, support and guidance. This raised questions as to the future role of Staff Networks within GMP if they are restricted in providing empathetic support at a crucial point in the grievance process. As the potential for conflict increases, GMP must put in place the means by which it will seek to resolve it. At the fore of the mediation process will be the Staff Support Networkss. Under the present situation, those associations will be severely restricted in the mediation they can undertake. Presently association officers are placed in highly undesirable positions. They have volunteered to undertake that role because they care. Staff in need of their advice; contact them almost 24/7. In most cases this is outside and in excess of those 32 hours. The Staff Support Networks officers additionally have roles elsewhere, roles in which their performance is monitored. Finally, at short notice, those officers are often called away from both roles to advise Gold or Silver groups. They are feeling under-valued and left burnt out. The situation is so dire that it is felt both BAPA and the MPA in particular may cease to function once the current chairs retire. These organisations provide tremendous help and support and so every effort should be made to ensure for their continued survival. RECOMMENDATION 46 AND QUICK WIN GMP should work with Staff Support Networks to review the Memorandum of Understanding and assess the real level of time commitment to Staff Support Network requirements. (Organisational and network requirements). Together, GMP and Staff Support Networks should agree on appropriate future staffing requirements

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RECOMMENDATION 47 GMP should seek to develop its relationship with the NBPA and benefit from having close access to a former Head of that body. 4.17: GRADUATES Greater Manchester is home to one of the UKs largest student campuses. Every year tens of thousands of students from across the globe attend one of the counties academic learning centres. Universities estimate that 25% of those students who reside outside the county will remain post-graduation and seek employment here. As part of the research process, two focus groups were held with under-grads during which they were asked to complete a brief questionnaire, validated by a professor from the University of Salford. Both the questionnaires and the inter-active sessions demonstrated that there was significant interest in students seeking employment with Greater Manchester Police post-graduation. Students were interested in all types of positions with a common ultimate aim of attaining senior management status. A focus group with representatives of Career personnel from several of Manche sters leading Universities also evidenced that GMP is viewed as an employer of choice by the Universities and their students. It should also be noted that the employer of choice status was also recognised during workshops and focus groups with external BME community groups. Whilst the academic centres are able to provide highly educated personnel in almost infinite quantities, they feel at present they are being under-utilised. In addition they evidenced an un-cohesive and dis-jointed relationship currently exists. It was identified that the single points of contact within universities are having multiple, often conflicting conversations with different areas of GMP. It is clear to the universities that GMP business areas are working in silos. There are relationships currently but there is no overall co-ordination. The work records of undergrads moving from one year to the next or across different work areas of GMP is not following them and so evidence of experience is being lost.

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This portrays GMP in an inefficient and unprofessional manner. The Universities feel that this may deter some of their brightest students from considering GMP as a potential employer. Recruitment activity typically commences in universities annually in September and October. At this time, employers are identifying those students commencing their final year who may be suitable for employment. Second year students are identifying placement opportunities and internships. GMP is not in a position to be involved in the 2013 recruitment activity and so must prepare for the 2014 intake. This will effectively mean that the service is looking at the first intake of students join in Quarter 3 of 2015.

RECOMMENDATION 48 A role for a University Liaison officer to be created. Manchester has the largest student campus in the UK. By developing its relationships with local centres of learning, the opportunity arises to improve recruitment from diverse student bodies. The post holder to act as the focal point for all contact between GMP and the Universities. Branches may still communicate directly with universities but this post holder must be a part of that communication process to ensure a cohesive approach is adopted. RECOMMENDATION 49 GMP needs to develop methods that capture and record the achievements of students undertaking placements within that organisation. RECOMMENDATION 50 COG to determine the level and nature of experience that GMP is to offer each year. As part of the preparation process for COG, GMP to work with internal stake-holders and universities to manage the undergraduate work experience programme.

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4.18: VETTING The Vetting Unit protects the integrity of the service and access to the service and its information systems is conditional upon clearance by that unit. Historically employment has been denied to otherwise excellent applicants for reasons not relevant to them. These treasons included family convictions or associations or debt. Interviews with the Vetting unit indicated the acceptance of a much more objective approach, in line with current organisational recruitment goals. It is a feature of modern British society that BME recruits, disproportionately reside in some of the lower socio-economic inner city areas and levels of criminality in those areas will expose residents to greater risk of offending, being related to an offender or associating with an offender. Austerity has identified the level of debt that exists within UK Households. Education costs will in all probability see graduates leaving university with debts in the region of 50,000. The study costs to obtain the Knowledge of Policing Certificate will add a further 1,000 to that amount. A further consideration when recruiting a diverse workforce is the need for three years residency in the UK. This will be particularly significant for oversees undergraduates wishing to gain work experience within GMP. The objective approach of the GMP Vetting Unit suggests that all applicants will be given every opportunity to pass vetting. In a recent recruitment campaign for modern apprentices, only one applicant failed the vetting process, the recruitment pool was a representative but younger version of the pool that will that will be seeking full time employment with GMP in the future. RECOMMENDATION 51 At present there would appear to be nothing within the vetting process that needs to be altered. The process should be constantly scrutinised and should the need arise, relevant interventions be implemented.

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4.19: EMPLOYMENT TRIBUNALS Figures provided by GMPs Civil Litigation Department demonstrate that there is still a significant need for effective associations. NUMBER OF ET CLAIMS RECEIVED FOR THE LAST FIVE YEARS IN RELATION TO GENDER

Total number of ET claims by gender Year 01.04.08 31.03.09 01.04.09 31.03.10 01.04.10 31.03.11 01.04.11 31.03.12 01.04.12 31.03.13 Total: Male 13 31 18 10 11 83 Female 8 8 17 7 8 48 Total claims for year 21 39 35 17 19 131

Figure 4 (GMP Civil Litigation)

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NUMBER OF ET CLAIMS RECEIVED IN THE LAST FIVE YEARS FOR SEX DISCRIMINATION, RACE DISCRIMINATION AND RELIGION/BELIEF DISCRIMINATION IN RELATION TO GENDER

Total number of claims of Sex Year 01.04.08 - 31.03.09 01.04.09 - 31.03.10 01.04.10 - 31.03.11 01.04.11 - 31.03.12 01.04.12 - 31.03.13 Total number of claims: 5 25 Male 2 0 1 1 1 Female 3 3 11 1 7

Total number of claims of Race Male 6 17 3 2 3 31 Female 2 1 0 0 0 3

Total number of claims of Religion or Belief Male 2 5 5 2 0 14 Female 1 0 0 1 0 2

Discrimination Discrimination Discrimination

Figure 5 (GMP Civil Litigation) In the past five years 131 ET claims have been received. It is not possible to provide a conclusive breakdown of the basis for those complaints without going through each file individually. However, in 80 of those 131 cases (61%) information was readily available which identified that the basis of the action was on the grounds of sex Discrimination, race discrimination or Discrimination on the grounds of Religion or Belief. RECOMMENDATION 52 More effort should be made to resolve and settle complaints internally by ensuring that where there is an ET or Grievance, lessons are learned from the experience. More should be done to embed the learning points across the organisation. .

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RECOMMENDATION 53 More should be done to develop and improve relationships between Staff Associations, The Police Federation and UNISON. RECOMMENDATION 54 The Police Federation and UNISON have vast experience of dealing with conflict, they have established lines of communication to expert legal advice and, where necessary an availability of funding. The involvement of the Police Federation and UNISON at an early stage in the grievance procedure may address the fundamental issues which give rise to complaint.

4.20: KNOW YOUR COMMUNITY DATABASE Underpinning GMPs drive towards a more diverse workforce is the Know Your Community Database (KYCR). Through this medium, Integrated Neighbourhood Policing Team officers are tasked with conducting various recruitment activities at a local level.

During a workshop which examined issues around the database with a cross section of INPT staff from several divisions, it was clear that whilst staff saw the benefits provided by KYCR, there was limited support for the system in its current form. There was very limited confidence demonstrated. Supervisors were not using it as a tasking tool as they found it cumbersome, bureaucratic and very erratic: it is not possible to save data as it is entered; and the system has a tendency to crash so all unsaved data is lost and the staff member needs to input it all again. It is so unpopular that one officer stated that he will only input his data once every two weeks or so. A detective officer claimed that the workshop was the first time he had seen this system, yet its roll-out across GMP had been completed several months prior. It was also claimed that many supervisors could not use the system as they had either not been trained or they preferred other methods of communication.

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RECOMMENDATION 55 AND QUICK WIN The KYCR database is the subject of a post-implementation review With regard to its application to recruitment, in its present format, it is not possible to search the database for possible recruitment contacts.

RECOMMENDATION 56 AND QUICK WIN The KYCR database should have the ability to identify the community from which a KIN represents. This information should be easily searchable.

At present, the KYCR database is an outward facing communication medium, with staff being directed by the centre to undertake specific recruitment activity in specific areas. Such a policy does not capture the available opportunity which presently exists.

Should a major incident occur within GMP, local officers would be diverted from their recruitment activity to undertake operational policing duties. Recruitment activity would be temporarily suspended mid campaign. Major incidents do not follow GMPs recruitment timetable and if this happens in the midst of a specific campaign it could have a significant and detrimental effect upon the outcome. GMP can proof against such a possibility and capture the huge level of interest that exists by recruiting community advocates. Advocates would be community leaders or interested parties who would act as an intermediary between GMP and the community to positively help with engagement and recruitment. As local community members they would be known and respected. Such a step would allow recruitment to continue even during prolonged periods of operational engagement by local staff.

RECOMMENDATION 57 AND QUICK WIN GMP to recruit and train community advocates to assist with local recruitment initiatives

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RECOMMENDATION 58 AND QUICK WIN The KYCR database is configured to allow the confidential tasking of community advocates and to allow them to respond via the same system as to the outcome of their tasking.

The KYCR database stands alone. One of its expectations is that officers will be able to capture details of all those who may be interested in future career opportunities with GMP. In addition, there will be a future requirement that applicants are nurtured and managed to ensure that their interest in GMP remains. The WCN database will allow for this management process and much more yet the two systems are unconnected. This is inefficient and can be improved.

4.20.1: RISK There is a risk to GMP as there exists a possibility that officers may be breaching Data Protection legislation. By entering data once or twice a month staff may lose or misplace information that must be entered onto internal systems. Individuals, under the Freedom of Information Act can make a request for information that GMP may hold about them. If an officer has lost that information and not entered it onto the GMP database, any response that would subsequently be given would be inaccurate. According to GMP Data, (Highest Level of academic Attainment, June 2013) just short of 30% of all GMP staff who possess a PhD are BME, almost 58% of all PhD holders are female. Further research would need to be undertaken however those figures are not apparent when examining the correlation between academic achievement and senior management status within GMP. Within GMP, there is almost no confidence among BME staff that the promotion and career development process is fair and equitable to all, for female staff the levels of confidence are not much higher. The unbiased application of Equal Opportunities policy is highly questionable.

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4.21: OPEN DAYS As an element of a recent recruitment campaign, the TFU held a number of open days during which prospective applicants could meet team members, ask questions, look at equipment and get a greater understanding of the role for which they may wish to apply for. This is potentially an excellent initiative however, it is open to abuse. In the first instance, those selected branch representatives will have an early opportunity to meet potential applicants. They therefore have an ability to undertake an initial sifting process. Applicants who are not deemed as being of the type can have a negative experience at this point. One female officer who attended this open day has stated that she was made to feel that any subsequent application by her for the TFU would be a waste of her time. It is important that potential applicants are not unduly deterred from submitting applications to specialist positions. Matters which may be a concern to them can be discussed objectively and fears alleviated. Following on from earlier recommendations, independent HR personnel should play a significant role in this process. The specialist representatives involved should be those who are fully supportive of GMPs diversity initiative

RECOMMENDATION 59 Neighbourhood staff to be utilised in Open Day initiatives should be selected based upon their experience, quality and ownership of the GMP Operation Peel Programme.

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CONCLUSION

Following the disclosure by Chief Constable David Wilmott in 1998 that GMP was an institutionally racist organisation the service has undergone repeated periods of reflection. The focus of the reflection directly relating to the presence of diversity within the service. For GMP employees with protected characteristics, their desire to serve has been equaled by both their desire to be accepted and their desire to be treated equally. History will show that their aspirations have not been met, rather than be accepted there exists a strong belief that they have been tolerated, rather than be treated equally there is a commonly held belief that they have been discriminated against. The beneficiaries of this environment have been the heterosexual white males. False dawns have given rise to hope, the false dawns arising in the shape of the recommendations delivered by the Macpherson Inquiry and the HMIC Thematic Report, Winning the Race Re-Visited. False dawns brought about by Operation Catalyst, The Respect Programme, the recruitment of a Race Advisor and the creation of a Diversity Command. Each and every dawn was followed by an unceremonious sunset. The Government led drive for equality around the turn of the century faded with the change of Home Secretary; the change of Government signaled an end to progress. Whilst the impact of austerity upon GMP will undoubtedly have been expected to have an effect upon diversity, on its own it could not have been responsible for the dismantling of GMPs diversity structure. The previous structure replaced by responsibility for matters of diversity being delegated to a local level. At this time, this system is flawed as far too many staff members at all levels and in the organisation, lack awareness, knowledge and basic skills. What has crept in can be at best described as a widespread existence of Unconscious Bias. That the treatment and position of staff with protected characteristics appears to have regressed to that experienced pre 1998 is of real concern. The hopes of BME staff for improvement in their working conditions have been dashed. There is still evidence that they are being denied specialist policing experiences. Whilst general levels of moral are poor, the moral of BME staff has suffered enormously. That LBGT officers are going back into the closet, disabled officers no longer being prepared to declare their disability, female officers self-de-selecting for developmental positions and the responsibility of parenthood coming into direct conflict with operational policing requirements identifies a need for urgent action. A sticking plaster will not suffice as the patients condition is critical. What is required is

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the equivalent of a heart and lung transplant, major surgery to ensure the continuation of life. GMP is at a diversity cross-road. The Diversity in Recruitment project delivers hope but too many of the longer serving staff have been there before. Confidence in the project success is limited but still there is a confidence. Minority staff are looking for early indications of intent. If those indicators appear then slowly, support will be generated. GMP must demonstrate that barriers have been removed and opportunity delivered. To do this all staff must see from an early point that long-term change is here. The current leadership is committed to that change; its challenge is now to convince GMPs minority staff and the communities which the force serves of that commitment. The risk of not delivering a holistic change programme is that with BME officers now starting to vote with their feet, the numbers of overt LGBT and disabled staff reducing considerably, mothers deciding that the benefits of flexible shifts no longer outweigh the benefits of working for GMP, the force will increasingly and disproportionately white male. This is to be balanced against delivering a policing service to an increasingly diverse community. The service will become even less reflective of those communities possibly leading to a further loss of community confidence. Sir Richard Maynes visionary statement of 1829 will become undeliverable. (Section 4.2) The Challenge facing GMP may best be summed up with the quote attributed to John F Kennedy, President of the United States of America; We choose to go to the moon in this decade and do the other things. Not because they are easy, but because they are hard

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Jaspal Dr R. (2010) Social representations, identity and social relations among nonheterosexual British Asian men. De Montfort University Press Knights D, Willmott H (2007) Introducing Organisational Behaviour & Management Thomson Learning. Macpherson of Cluny, Sir William (1999) the Stephen Lawrence Inquiry. The Stationery Office Mayne Sir R. (1829) Office of National Statistics Census Data 2011 New Economy Manchester (2011) A mixed picture for Greater Manchester in April Rushdie S. The Satanic Verses. Vintage p 292 Saudi Ministry of Education Textbooks for Islamic Studies: 2007-2008 Academic Year The Secret Policeman (2003) BBC TV. Skolnick J. (1966) The Working Personality of Police Officers John Wiley & Sons Inc. Siraj A (2009) Perceptions of Coming Out among British Muslim Gay Men. Routledge, Taylor & Francis Group Wilmott D. (1998) Police Chief Admits to Racism in Ranks Kathy Marks The Independent 14th October 1998 Wilson F. (2010) Organisational Behaviour and Work, A critical Introduction 3rd Edition, Oxford Press Winsor T. (2011) Independent Review of Police Officer and Staff Remuneration and Conditions Crown Copyright

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