Earlier this week, The Guardian reported that two leadership roles in British policing, both paying more than £200,000 a year, only attracted one applicant each, sparking concerns about a lack of talent at the top of policing.
One of the job roles, for deputy commissioner of the Metropolitan Police, has a salary of £250,000 and is appointed by royal warrant, with help from the Home Secretary.
Although the College of Policing, which oversees training for the force, says that it has implemented changes that should see more talent filter through for top positions, there are other factors impacting the pipeline.
Social Market Foundation and Police Federation of England and Wales data from 2024 shows that a low and worsening level of morale in the police, driven by public perception of police, pay and conditions, is having an impact on retention and recruitment in the force.
As it stands, 22% of respondents to that joint survey said they intended to resign from the force; 73% said they would not recommend joining.
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For Juliet Taylor, CEO at executive search firm Starfish Search, such a talent conundrum for high-stakes roles shows the need for a nuanced succession plan. This means understanding the employee value proposition, understanding what roles are business-critical (and need attention) and understanding the capabilities needed to fill those roles.
She told HR magazine: “Nurturing the internal talent community is a brilliant way to prepare for succession. Be flexible and open-minded when considering likely needs. These may look very different now compared with what has gone before.”
Taylor added that attracting candidates for top jobs is about more than pay, and should include thoughts about flexibility, relocation packages and training.
She said: “Top people want to work for organisations with purpose. Attracting the best people requires a holistic approach, encompassing much more than financial reward.
“A really great package enables people to achieve the lifestyle that works for them in return for excelling in increasingly demanding roles.”
In an exclusive comment piece for HR magazine, Lorraine Jeckells, CEO of brand and communications agency Free Partners, urged HR leaders to "think like marketers" in order to attract and keep top talent. She said: "Purpose, not just pay, drives career decisions. HR and marketing must collaborate to rethink talent strategy. It’s all about winning hearts and minds."
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The charity Macmillan Cancer Support sparked headlines after launching a recruitment drive for senior roles, despite more than 400 workers (26% of its workforce) being let go, as reported by The Guardian on 6 May.
Managing such situations requires a well-planned, thoughtful and joined-up communication strategy, said Taylor.
She added: “What is needed is a degree of discretion and human sensitivity. It’s never an easy path to tread.
“Senior hiring is all about investing in the long-term health of a business; however, communicating this to employees can be difficult when they have undergone significant change, like redundancy processes.”
Taylor continued by explaining that messaging needs to be consistent and that big announcements should be delivered with due sensitivity regarding the business context, including ensuring that the new hire can help deliver an uptick in results for the business.
