Why We Value Staff Opinion Kenneth Davey Assistant Commissioner of Police (Ag) Service Quality Wing Hong Kong Police Force

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Why We ValueStaff Opinion Kenneth
DaveyAssistant Commissioner of Police
(Ag)Service Quality Wing Hong Kong Police Force
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Overview

• Organization background
• Culture Change and Values
• Role of the Staff Opinion Survey
• Lessons Learned

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Background (HKPF)

• Established in 1844
• 36,234 Officers
• 27,552 Regular Police Officers
• 3,830 Auxiliary Police Officers
• 4,852 Civilian Staff
• Annual Budget 12 billion

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Colonial Police Culture 1844-1980s

• Main Functions
• Social Control
• Support Colonial Government

• Quasi-military organization

• Core Values Strict Discipline, Obedience

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Authoritarian

• Top down
• Regimented
• Formal, rigid programme for visits by management
  limited to Inspectorate and above
• Advance notice of questions to be raised
• Morale reports confidential

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Asias Finest

• CPs speech to Conference on Serving the
  Community (October 1995)
• 1994 150th anniversary
• Asia Finest want to stay that way!
• Spoke of stagnation if no improvement
• Stagnant organizations cannot serve customers
• Survival!
• 1994 adopted principles of QM
• Evolution not Revolution

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Quality Management Strategy

• Launched in March 1995
• Aimed at
• Continuous Improvement
• but not
• Change for the sake of change

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Change Open Communication

• Free information flow
• Open and flexible
• Informal, flexible visits by management with Open
  Forums for Junior Police Officers and above
• Any and all questions welcome
• Staff Relations Reports open and published on
  Force Intranet

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Change . . . Listening!

• 1994 Creation of Police Staff Suggestion Scheme
• 1996 Creation of Police Staff Motivation Scheme
• Living the Values Programme
• Internal Communications Consultancy
• Survey Strategy

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Change . . . Results

• 1999 Station Improvement Programme
• Service Improvement Training
• Strategy on Internal Communications
• Strategy on Quality of Service
• Care of Vulnerable Groups
• 2005 Caring Organization

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Vision Mission - 1996
HK remains one of the safest and most stable
societies in the world

• Statement of Common Purpose

• Shared Values

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Values

• Integrity and Honesty
• Respect for the rights of members of the public
  and of the Force
• Fairness, impartiality and compassion in all our
  dealings
• Acceptance of responsibility and accountability

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Values

• Professionalism
• Dedication to quality service and continuous
  improvement
• Responsiveness to change
• Effective communication both within and outwith
  the Force

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Change - Culture

• Gauge staff expectations
• Expect questions
• Two-way communication
• Encourage understanding and support
• Correct misperceptions
• Effective measurement processes
• Qualitative and Quantitative
• Ask the customers

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1997 - Force Values roll-out

• 1997 Living The Values Workshops
• First Wave introduced all 8 Force Values
• feedback collected from staff expressed most
  concern about
• Internal Communication
• Trust, encouragement and support

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Living the Values Workshops . . .
Subsequently Internal communications consultancy
Force Survey Strategy Next Living the Values
Waves 1999 Identifying barriers to
communication, trust, integrity and honesty 2000
Overcoming barriers to communication, trust,
integrity and honesty
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Force Survey Strategy 1999

• Objective
• Continuous feedback from public and staff on
• performance measurement
• policing priorities
• customer satisfaction
• problem identification
• Means
• Staff Opinion Survey
• Customer Satisfaction Survey
• Public Opinion Survey
• Mini-survey

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Force Survey Strategy

• External Provider
• Independent
• Protects confidentiality of participants
• Credible, external audit
• Coordination through one centralized body
• Standardization of approach, scale and frequency
  to facilitate comparison

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Staff Opinion Strategy

• Staff satisfaction, values and perceptions
• Identify staff concerns
• Continual feedback of information for Management
• Staff participation
• Confidentiality
• External verification and independence

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Questionnaire Design

• General perception of HKP as employer
• The Force Values
• Policing Performance (General priorities,
  maintaining law and order, etc)
• Working in the Force (challenges, workload)
• Job satisfaction
• Overall evaluation
• Management (Superintendent and above viewpoint)

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Findings

• Areas of primary (or some) concern
• Areas of best performance
• Areas of worst performance
• Areas with most progress
• Key findings from management module
• Analysis for open-ended questions

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Communication of Findings

• Layered delivery -
• Survey provider -
• Director of Management Services and SQW
• CP, Senior Directorate
• SQW -
• Commissioner rank officers
• Staff Associations
• District Training and Staff Relations Officers
• TSRO -
• All staff via Training Days
• Offbeat
• Forcewide and media

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2007 Staff Opinion Survey
Key Findings - the Majority of officers

• 94 believe in the Force Vision that HK remains
  one of the safest and most stable societies in
  the world
• 91 remain committed to uphold the Force Values
• Key concerns
• Promotion prospects
• Morale
• Change

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Follow-up Actions

• Initiate Action Plans for Improvement
• Identify good practices for sharing
• Ensure effective publicity and dissemination
• Realigning resources
• Managing expectations
• Report to Senior Directorate Group Members
• Staff Relations Report

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Mini Survey

• No specific time frame
• Evaluate implementation of recommendations
• Understand expectation of specific issue

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Strategy on Internal Communication

• Attitude Change
• System Enhancement

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System Enhancement - 2001

• Electronic Communication
• Knowledge Management
• E-mail for all officers (planned)

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Service Quality Strategy - 2008
So, why do we value staff opinion?
LISTENING to the public, officers and staff
about what services are needed and how they can
be delivered in the most effective and efficient
way
COMMUNICATE COMMUNICATE AND
COMMUNICATE MORE!
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THANK YOU