Police Information

The Effective Detective

Wed, September 19, 2001

Source: Nicky Smith and Conor Flanagan

The Effective Detective: Identifying The Skills Of An Effective SIO

Policing & Reducing Crime

Briefing Note 

Background to the research 

The Senior Investigating Officer (SIO) plays a pivotal role within all serious crime investigations. Concerns have been expressed, however, that there is a shortage of investigators with the appropriate qualities to perform this role effectively. The consequences of such a shortage could be severe. Not only might it threaten the effective workings of the judicial process, it can also waste resources, undermine integrity and reduce public confidence in the police service. 

The principal aim of the research was to establish what skills, abilities and personal characteristics an SIO ought to possess to be effective towards the investigation of serious low-volume crimes. Interviews were initially conducted with 30 officers from 10 forces. These were selected to reflect a range of roles and experience within criminal investigation departments (CID). In addition, 10 officers who were nominated by their peers as examples of particularly ‘effective’ SIOs were also interviewed. 

Research findings 

Although the debate around SIO competencies has often polarised into arguments for and against specialist or generalist skills, the research highlighted the fact that the role of an SIO is extremely complex and the skills required wide-ranging. By applying a variety of analytical techniques, a total of 22 core qualities were identified for an SIO to perform effectively in the role. 

These 22 qualities were aggregated into one of three clusters: 

• Investigative ability: this includes the skills associated with the assimilation and assessment of incoming information into an enquiry and the process by which lines of enquiry are generated and prioritised; 
• Knowledge levels: this relates to the different types of underpinning knowledge an SIO should possess; 
• Management skills: this refers to the different types of management skills an SIO should possess. They encompass a broad range of skill types that were further sub-divided between people management, general management and investigative management. 

The research revealed that the ‘effective’ SIO is dependent upon a combination of management skill, investigative ability and relevant knowledge throughout the investigative process, from initial crime scene assessment through to post-charge case management. The interviews revealed that effective management skills facilitate the execution of many of the activities central to a serious crime enquiry. However, it is important to note that our definition of ‘management skills’ includes qualities specific to the context of the investigation (‘investigative management’).

Ideally, an SIO should possess a high level of competency across each of the three clusters. In reality this is not always achieved. When this happens, there is an increased risk that the investigation will be inefficient or, in the worst case, will fail. For example, an SIO from a predominantly non-CID background may be relatively lacking in investigative skills. Hence there may be an increased risk that an investigation will fail due to sub-optimal investigative decisions being made. Similarly, an SIO from a predominantly CID background may have less general management experience than a uniformed colleague. Hence there may be an increased risk of failure from sub-optimal management decisions. Some ‘effective’ SIOs have, however, succeeded with gaps in their skill portfolio. The finding suggest that providing skills reside in the investigative team and that the SIO has an understanding of the potential application of those skills and knows how to access them, these gaps can be overcome. However, the study suggested that the process of investigative management cannot be delegated down within the investigative team; this skill must reside with the SIO. 

The critical nature of investigative management skills means that while an SIO may be dependent on specialist skills and experience associated with serious crime enquiries, an ‘effective’ SIO is one who also possesses abilities in this management arena. Furthermore, relying heavily on the skills of the team is arguably a short-term remedy to a longer-term problem.  

Acknowledging the breadth and complexity of an effective SIOs’s skills has important implications for the future training and selection of investigators. A number of potential avenues exist for SIOs to acquire the necessary skills. These were identified as follows: 

Selecting the right individuals to become SIOs at the correct point in their career

The early identification of individuals with the potential to perform well as SIOs would allow a more structured and considered approach to the career development of ‘effective’ SIOs. There are, however, currently no formal processes in place to identify and develop future SIOs early in their careers. 

The ‘nurturing’ of future SIOs

Many interviewees highlighted the importance of nurturing potential investigators of the future as a mechanism for transferring skills and knowledge. This could be accomplished through a formal system of mentoring and shadowing.  

Ensuring a correct balance between training and appropriate experience

There is a range of evidence that emphasises the need for training and ‘on-the-job’ investigative experience to go ‘hand-in- hand’; training on its own is not enough. The research identified a gap in current training provision for senior investigators (although this is now being addressed through the introduction of the National SIO Development Programme). 

Encouraging the self-development of investigators

Part of the responsibility for professional development and skill acquisition rests on the shoulders of individual investigators. SIOs have a professional responsibility to ensure that they remain up-to-date with current developments in the field. 

De-briefing programmes

De-briefing was identified as a useful mechanism for transferring expertise and should occur both formally and informally. For de-briefing to be effective, however, it needs to be conducted in an open and constructive environment where officers are encouraged to discuss their mistakes.  

Developing ‘effective’ SIOs for the future will also partly depend upon anticipating changes within the context in which they work. Interviewees identified a range of issues that are likely to affect the skill-base of future SIOs, including the impact of tenure, the changing nature of crime types and increased accountability. 

Recommendations 

ACPO and forces should be alerted to the loss of appropriate skill within the investigative team and the long-term impact on the quality of serious crime investigations as well as overall organizational efficiency and integrity. Appropriate processes need to be developed to ensure effective SIOs are in place for the future. To tackle this, the research suggests that the following recommendations need to be embraced: 

• The role of training, continuous professional development coupled with appropriate experience
• were shown to be key to the development of an ‘effective’ SIO. It will therefore be necessary to co-ordinate training and experience within the career progression of an SIO. 
• Forces should develop and implement formal systems for the early identification of potential SIOs and their subsequent career development. This would need to be supported by research to establish how and at what point someone with the potential to be an SIO is best identified. 
• Senior officers should provide future SIOs with relevant opportunities to ensure that gaps in their skill portfolio are addressed by appropriate experience. 
• All forces should implement a formal mentoring system early in the career of a potential future SIO. 
• Forces should establish formal de-briefing programmes for SIOs. These need to be conducted in a risk-free environment where constructive lessons can be learnt. These should be documented and disseminated through the National Crime Faculty (NCF). 
• ACPO (Homicide Working Group) are approving standards of competence in Crime Reduction and Investigation. The findings of this research should be complementary to the development of the core competencies required for SIOs. 
• The NCF should incorporate the research findings within the National SIO Development Programme and disseminate them through its Training and Development Section, with particular emphasis given to developing the management skills associated within investigation of serious crime.  

“The views expressed in this briefing note are those of the author, not necessarily those of the Home Office (nor do they reflect Government policy).”

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