THE CHAIR ASKS


<<< Continued from p17


They are on the ground creating those positive relationships with communities. For me it’s also about retention. You could be representative in a force and be one of about 10 or 12 officers, and that must feel very isolating. So, my message to chiefs is we need to ensure people with protected characteristics feel included in the workplace. JA: On the female recruitment, when you look at how far we’ve come in recent years, we’ve made great strides. Do you think forces are better at things like flexible working and understanding female colleagues’ needs? JM: In January, we had nearly 50/50 recruitment so we’re getting there. Perceptions of safety are a barrier to recruitment. Candidates want to know, “are you going to train me and equip me well?” – and this is something we absolutely can do. Female officers leave in mid service disproportionately to male colleagues. That is around flexible working, and when they are older as well there are issues in terms of menopause. It’s about making sure people are treated as individuals and making reasonable adjustments. Things have moved on tremendously in my 30 years. I was the first female part-time inspector in Greater Manchester back in 1998 when I had my second child. If you don’t think that a force is going to welcome you back and provide that flexibility you may leave, and we’re losing people we may not need to. JA: When we talk about different backgrounds, it’s also about age profile. I’ve been concerned that, because of the


ways we get people into policing now, there’s a tendency for recruits to be much younger in age. That’s not to minimise anyone’s contribution but there’s got to be a balance of experience, would you agree? JM: Things like the apprenticeship route attracts a younger workforce. We’re conscious of that and we look at the impact of going digital, for example, and whether that might skew a potential workforce. We’ve had an increase in under 26-year-olds and we’ve done a piece of work around what that means in terms of occupational health, frontline supervisors and tutors. As part of the uplift some of the funding was for a growth in sergeants, inspectors, a growth in superintendents as well as tutors and trainers to support that.


5 How can serving officers assist in the uplift?


JA: Our colleagues out on shift or detectives involved in investigations, how can they help the uplift programme in their roles? JM: We know that when people have contact with police officers it leads to them being interested in policing. One of the key factors that causes people to go from “I’m interested in policing and have always wanted to do it” to actually applying is that contact with officers. It might be a conversation with you on a job or in the street. Because we’re enthusiastic and proud of the job we do,


“ We’re


putting down foundations for the future of the police service and everyone has a stake in that”


18 | POLICE | APRIL 2021


that’s infectious. Bear in mind, over the next three years a third of the whole officer service will turnover, so what we grow now will be with us a long time. So, when officers come in, please provide that support or consider being a tutor, or you can help with a kind word to check they are okay. Be realistic about the challenges they will face. Remember, the uplift is not just about new recruits. It is also an opportunity to bolster our existing workforce. This can include advanced training, personal development and promotion opportunities. JA: The job is far from easy but that’s what makes it attractive. We’ve got keen, motivated people in policing and if they can bring other like minds into the job that can only be a good thing. JM: That’s what we want to see. Our recruitment campaign is about real officers. People don’t want to see lots of smiley faces, we’ve had feedback around that, they want to see and hear what the challenges are. It’s been fantastic that officers have put their own personal stories up. That’s another way your members can get involved, by telling their story.


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