Human resources planning is an important component of securing future operations. For sustainability, plans must be made to ensure that adequate resources are available and trained for all levels of an organization. Although police organizations are stretched to meet current service requirements, it is important that they also spend time to create plans to ensure there will be officers to fill future positions. These plans must be prepared well in advance, with targets set for the short, mid and long term.

Not only must adequate resourcing be considered for the bulk of the workforce but special consideration must be given for the leadership of each organization. This requires developing specialized succession plans for identifying and grooming potential future leaders. The leader candidates must receive management, leadership, and all relevant knowledge and skills training. Plans should also be created to leverage the knowledge of those leaving today’s leadership roles so that future leaders are fully informed. Securing future policing operations requires careful planning and a clear implementation strategy.


Articles

HR Policy & Planning News. The Police Sector Council conducts media monitoring to collect articles on recruitment and retention issues relevant to policing from Canadian and International newspapers, magazines, and news wires.

Talent Management system key to effective succession planning, Randy Cheloha and John Swain, Canadian HR Reporter Vol. 18 No. 17, Oct. 10, 2005.

Looking for fit or fit to lead?, Donna Van Alstine, Canadian HR Reporter Vol. 18 No. 15, Sept. 12, 2005.

Mandatory retirement: What payroll must know, Natalie MacDonald, Canadian HR Reporter Vol. 18 No. 15, Sept. 12, 2005. (HR Planning)

Managing shift worker health and safety, Carolyn Schur, Canadian HR Reporter Vol. 18 No. 18, Oct. 24, 2005.

One-third of staff could be sidelined by flu, Shannon Klie, Canadian HR Reporter Vol. 18 No. 19, Nov. 7, 2005.

Boom-time worker shortage raises safety concerns, Uyen Vu, Canadian HR Reporter Vol. 18 No. 20, Nov. 21, 2005.


Research

Strategic Human Resources Analysis of Public Policing in Canada, Police Sector Council 2000.
Full Report
Executive Summary

Policing Environmental Scan 2005, Police Sector Council
Full Report- PowerPoint Presentation
Executive Summary

Facts and Figures Immigration Overview-Permanent and Temporary Residents.
Citizenship and Immigration Canada has released its annual publication on immigration data. This online report is important for the policing community as immigration is a critical means through which labour shortages of the near future can be addressed.
Full Report

Diversity in Policing: Recruiting a Police Service that reflects the community – Ottawa Police Service, 2003. The Ottawa Police Service hosted a community forum to seek input on improving diversity in their recruiting process. Participants included members from the following groups: racial minorities, Aboriginals, gays, and women. The forum identified current barriers and resulted in the creation of strategies to promote diversity within the OPS.
Executive Summary
Full Report

Best Practices: Addressing Diversity in Police Outreach and Recruitment Programs – Ottawa Police Service, 2003. This report presents the findings of research conducted by OPS on best practices on outreach and recruitment programs targeting the objective of creating a diverse workforce in a Police Service organization. A scan of what might have worked in North America, Great Britain, and Australia in reaching out to hire: women, GLBT community members, and racial/ethnic minorities as police officers.
Full Report


Tools - HR Books of Value

The HR Value Proposition
By Dave Ulrich and Wayne Brockbank
Harvard Business School Press (2005)
ISBN 1-59139-707-3
Dave Ulrich is the author of the bestselling Human Resource Champions (HBSP, 1997)
In this book, HR is positioned in a business framework with investors, customers, managers and employees as the key stakeholders for whom HR must create and contribute value.

The Workforce Scorecard
By Mark Huselid, Brian Becker and Richard Beatty
Harvard Business School Press (2005)
ISBN 1 59139-245-4
The Workforce Scorecard argues that current management and human resources practices hinder employees' ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view their workforce in terms of contribution rather than cost; replace benchmarking metrics with measures that differentiate levels of strategic impact; and make line managers and HR professionals jointly responsible for executing workforce initiatives.