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Career Progression Of Ethnic OfficersWed, September 19, 2001Source: Nick Bland, Gary Mundy, Jacqueline Russell and RacCAREER PROGRESSION OF ETHNIC MINORITY POLICE OFFICERS Policing & Reducing Crime Briefing Note
The
position of ethnic minority police officers has come under ever increasing
public scrutiny. Two recent publication’s – the report of the Inquiry into the
Matters Arising from the Death of Stephen Lawrence and ‘Winning the Race -
Revisited’, have given increased and very public emphasis to the need for
further attention to be given to the recruitment, retention and progression of
ethnic minority police officers. This
report examines the career profiles of white and ethnic minority police officers
to determine whether and in what way they differ. It looks at the representation
of ethnic minority officers in both promoted ranks and specialist departments.
The report also examines the factors which influence, both directly and
indirectly, the career progression of ethnic minority officers. Work
was undertaken in three phases between August 1998 and January 1999. Eight
forces participated in the detailed phases of the study. The initial phase
sought to establish a broad picture of the representation of ethnic minority
officers throughout England and Wales. In the second phase of the study, the
career histories of 990 officers in the eight sample forces were examined in
greater detail. Third, semi-structured interviews
were held with 79 officers in five of the eight sample forces. Discussions also
took place with equal opportunities officers and human resource managers in the
eight forces, as well as representatives of the National Black Police
Association (NBPA) and the chair of the ACPO Equality Working Group. Summary
of findings Recruitment
and retention While the number of ethnic minority
officers is steadily but slowly increasing, the number of suitably qualified
ethnic minority applicants to join the service continues to be lower than might
be expected from their representation in the economically active population.
Ethnic minority applicants are also less likely than white applicants to: be
offered an interview; receive a formal offer of employment; and be appointed on
probation. When retirement and transfers between forces are controlled for a
worrying picture on the retention of ethnic minority officers emerges, showing a
deterioration over the past four years. In contrast, the retention of white
officers has improved slightly. Importantly, the study found: §
Ethnic
minority officers are twice as likely as white officers to resign from the
service; and §
The
rate of dismissal (including the requirement to resign) for ethnic minority
officers is two to three times higher than for white officers. PromotionThe
progress of ethnic minority officers to promoted ranks was on average slower
than their white colleagues. §
Asian
officers took, on average, an additional five months to reach the rank of
Sergeant, whereas black officers took, on average, an additional 18 months in
comparison to white officers. §
Overall,
ethnic minority officers took on average 12 months longer than their white
colleagues to reach the rank of Sergeant. There was some evidence that this gap
had closed in the past 5-10 years. For officers in their first 10 years of
service, the difference between white and ethnic minority officers was, on
average, five months. §
Ethnic
minority officers were also found to take longer than white officers to reach
the rank of Inspector. Black officers were found on average to take 23 months
longer and Asian officers 16 months longer than their white
colleagues. To
try to account for these disparities the study examined the length of time
served before officers first attempted the Sergeant’s exam and the average
number of attempts by officers before passing the exam. In both cases only small
differences were identified. This tends to suggest that selection processes
after
officers
are qualified for promotion (ie ‘hold their ticket’) discriminate against ethnic
minority officers. Representation in specialist policing
functions
There
were differences in the percentage of white and ethnic minority officers with
experience of working in some key posts. In particular, there was a clear
difference between white and ethnic minority officers’ experience of working in
traffic. More than
twice as many white officers in our sample had worked in traffic, spending on
average about 60% longer in post than their ethnic minority colleagues. There is
also some indication that fewer ethnic minority officers have experience of
working in other posts, such as in planning and performance posts, and in
national secondments. White
officers also appeared on average to be gaining experience of working in
specialist departments sooner than their ethnic minority colleagues. For
example, in CID 13% of white officers with up to five years of service (in our
sample group) had gained experience in CID, whereas only 5% of ethnic minority
officers with the same length of service had CID experience. Accounting for differences
Officers
in all ethnic groups expressed a general level of dissatisfaction with career
management in the police service. Some issues were raised by ethnic minority
officers more than by white officers. Ethnic minority officers generally also
believed there were additional problems as a result of reactions to their
ethnicity. §
Length of service, age, and gender profiles of
both white and ethnic minority officers in the study were similar, so difference
could not be attributed to these factors. §
Some
differences in the academic achievements of officers in the study were found,
although the relationship to career progression was not necessarily constant.
Asian officers were more likely than white officers to have higher education and
A-level qualifications, yet continue to progress through the ranks at a slower
rate than white officers. Fewer black officers held higher education or A-level
qualifications. §
There
was little difference in terms of how white and ethnic minority officers viewed
promotion and selection procedures. A general degree of cynicism was identified.
Similarly, there was little identified difference in the career aspirations
expressed by officers. Ethnic minority officers did however express concerns
about the level of support from family and friends. §
The
commonly perceived need for officers to ‘prove themselves’ as a Constable before
progressing up the ranks did appear to disproportionately affect ethnic minority
officers, who generally felt they needed to spend longer in the Constable rank
to prove themselves. §
The
quality of line management was seen to be variable. There
was a shared general perception that management training for supervisors was
inadequate, and that systems in place to help in line management
responsibilities, such as annual appraisal forms and career development
departments, were ineffective. The disparities found in the careers of white and
ethnic minority officers may suggest that weaknesses in management
disproportionately affect the careers of ethnic minority officers. The
study highlights differences in the careers of white and ethnic minority
officers in all areas - in recruitment, retention, promotion and in
representation in specialist posts. Central to the findings of this report is
that although officers had some common concerns, the effect on the careers of
ethnic minority officers has been unequal. According
to the definitions used in the Lawrence Inquiry, and summarised in the
Report of the Inquiry, this is enough in itself to conclude that institutional
racism has played a part in defining the careers of ethnic minority
officers. Points
for action The
report sets out a series of recommendations, which could be taken forward by the
Home Office, HMIC, ACPO, and individual forces. These recommendations are not
prescriptive, nor could they be. Instead, they suggest areas and actions for
consideration by the police service. During
the course of this study, the Home Office has announced the introduction of
targets for the recruitment, progression and retention of ethnic minority police
officers. Our
recommendations are made with this in mind. §
Improved
systems for monitoring the careers of all officers should be introduced and
information collected should routinely be used to inform the decisions of policy
makers, operational officers and senior managers. §
Further
research should be conducted to: -
Identify ways to increase the number of suitably qualified ethnic minority
applicants seeking to join the police service; -
Examine the disparity in the rate of dismissal and resignation from the police
service between ethnic minority and white police officers; and -
Investigate the experiences of ethnic minority women in the police
service. §
Greater
emphasis should be given to management training, including a specific focus on
the responsibility of line managers for the career development of their
staff. §
The
utility and role of annual appraisals should be re-examined. §
Schemes
aimed at identifying potential high caliber officers and facilitating their
further development should be introduced across the police service as a
whole. §
Competency
frameworks for all posts and ranks should be further developed and their use
expanded across the police service as a whole. §
Compliance
with force policies for selection and promotion should continue to be
audited.
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