Humberside PEEL 2016
How well has the force performed in our other inspections?
In addition to the three core PEEL pillars, HMICFRS carries out inspections of a wide range of policing activity throughout the year. Some of these are conducted alongside the PEEL inspections; others are joint inspections.
Findings from these inspections are published separately to the main PEEL reports, but are taken into account when producing the rounded assessment of each force's performance.
Police leadership is crucial in enabling a force to be effective, efficient and legitimate. This inspection focused on how a force understands, develops and displays leadership through its organisational development.
Humberside Police is currently investing considerable effort and resources to develop its leadership strategy and ‘Leading Together’ programme. The force has involved its workforce in developing clear leadership expectations. HMIC found that, despite these efforts, awareness is still inconsistent across the workforce, particularly among operational officers. The force is aware that police staff have yet to be included in the process. In addition, the force does not collect evidence systematically about the individual performance of officers and staff, partly because the current performance appraisal process is ineffective. The force has recognised this, and, at the time of our inspection, was implementing a new system to be launched in June 2016. This aims to identify strengths and development areas, and also to provide information to improve the continuing professional development of the workforce.
The force has introduced a leadership development programme, but has yet to evaluate it. It is positive that the force has started to assess the impact of individual aspects of the programme by using personality type profiling and by providing in-depth feedback so that officers can identify areas for development. Humberside Police has a more limited and less systematic method of identifying future leaders than some other forces. The force has engaged with the national Direct Entry scheme at police inspector level, and the internal Fast Track to inspector programme. However, it does not have a wider talent management system to identify and develop potential future leaders within its existing workforce.
The force is seeking new ideas and ways of working from across the police service, academia and industry, as well as collaborating with local police forces. It searches for, and uses ideas which have been suggested by officers and staff. It has run recruitment exercises and has used other means of attracting new talent to the force, but these do not appear to be linked to a clear sense of what the force needs in the future. In addition, although the force has an understanding of diversity within its leadership teams which extends beyond protected characteristics, we found that at the moment the force is not doing enough to ensure that it is building diverse teams through recruitment or selection processes.