Hi Jim,
Plenty of food for thought here. I particularly like the one about the NQO becoming an SPO. Like many others, I have had enough and retire in a couple of months. Good luck and best wishes to those remaining.
Director General’s Trade Union Engagement Event (Friday 25thJanuary 2022): Q&A with Amy Rees, Jim Barton, Ian Barrow
WORKLOAD
Q. What is being done to reduce workloads and stress levels for staff other than using trainees thus overloading them or using resources in another team creating stressors there?
As Amy fully acknowledged in the session, there are currently shortfalls in staffing. However, every effort is being made to increase resource levels as quickly as possible. Our trainee probation officers are the future of the organisation and we will protect them whilst offering the best possible learning opportunities. The Prioritising Probation work being led by Kim Thornden-Edwards is actively looking at ways we can rationalise BAU processes and remove or reduce the number of tasks faced by front-line colleagues in the interim. We will report back on this as soon as we can. We are also looking closely at the way we are implementing essential changes within the organisation and we will seek where possible to regulate the rate at which it is delivered in order to reduce pressure. However, we must remain mindful that public protection is our priority and we know that our front-line staff will continue to work hard to deliver this. We understand and are very grateful for the level of dedication they show under huge pressure.
Q. Has a workload measurement tool been formulated and agreed upon for Victim Liaison Officers? Caseloads are excessive - 250 cases are allocated to a full-time VLO. Covering absences/sickness is also expected as part of duty rota.
It is acknowledged that there aren’t sufficient victim liaison officers in the system. The 22/23 target staffing uplift for VLOs will enable us to start moving towards enhancements and or reinforce the delivery of the existing victim contact scheme. With regards to the workload management tool and the inclusion of VLOS, this remains an area for future development; however, we are unable to give you an indication of the timescale for development due to other priority work.
DIVERSITY & EQUALITY
Q. Do you accept that probation is institutionally racist - and that vetting is an example of how not to reflect the communities we serve?
Whilst we must accept that the results of the recent race survey were not all we could have hoped for, action plans are well underway to address many of the issues raised and we take this very seriously. However, as Amy pointed out, in terms of staffing demographic overall, we are slightly ahead of the 14% national target representation for minority ethnic staff. We do accept that there are regional variations that we are working hard to improve upon. Some work is also still required to achieve this level of representation in senior management posts which currently stands at 11%. We also continue to work towards improving the vetting process with the aim that it should normally take no longer than 20 days. However, we must ask you to accept that the vetting process is prescribed and is not one over which we have sole control.
Q. When can we expect staff that have come across from the CRCs have full access to the I.T. apps in the same way previous NPS staff have?
We are not aware of widespread issues with staff being unable to access apps and there is certainly no reason why this should be the case for staff on the DOM1 system.
We have spoken directly to Darren and offered suggestions for him to get what application and shared drive access he needs. He informs us that someone has already also been in touch with him about Cardinus.
Any other union members experiencing difficulties in this regard please contact the ICT Helpdesk via the Technology Portal in the first instance and they can advise. For applications which are not owned by the service such as Cardinus, please discuss with your local Business Manager who should be able to direct you on how to access.
Q. In 2022 is it acceptable to be adding buildings to the estate which are not accessible? e.g. no lifts.
All PS Probation Offices should be designed with a diverse range of users in mind, some of whom may require increased accessibility in order to act independently, safely and with ease. Under the Equality Act 2010, we must also cater for those with accessibility requirements and ensure that all employees have equal access to facilities, services, and premises. Following the onboarding of legacy CRC sites in 2021, we continue to assess the estate and look at improving accessibility in all of our offices through local Facilities Management and wider project initiatives. We are aware of one property where it was not possible to source a suitable alternative premise or install a lift in the probation building. This is an exceptional circumstance and does not reflect our wider policy.
Over the last 2 years we’ve managed to bring huge investment to the estate with us delivering major refurbishments and new acquisitions which now meet our Design Guide principles and within that meet the accessibility requirements.
Following the Spending Review, we are finalising our strategy a further investment over the next 2 years again including major refurbs and new acquisitions to meet the following criteria:
RECRUITMENT AND RETENTION
Q. Positive to hear numbers for recruitment and future forecasting. How do we keep staff in the interim? Staff that will be asked to support these new staff in their development.
Whilst acknowledging that the resource issue has been both long-standing and frustrating, we cannot overstate how much we value our staff who have stuck with it through that challenge. We are very confident that we are now turning the corner on this issue. As was said in the session, there is an unprecedented investment in growing the workforce. Although it may take some more time and effort to get us to the final outcome, we hope our colleagues whom we know genuinely care about the service will see that there is genuine progress and that the leadership are determined to deliver a fully resourced service to the highest standards.
Q. What is the current retention rate at frontline delivery? Themes are clearly coming through that colleagues are leaving, especially very experienced front line staff, understand Pay is a factor, but so are many other things.
For 12 months to 30 September 2021, attrition for the Probation Service is 7.7%, which is an increase of 1.1 percentage points from 6.6% for 12 months to 30 June 2021. This figure is lower than the overall HMPPS leaving rate as of 30 September 2021, which is 10.1%.
Nationally, Probation Officer attrition rates are 6.9% for 12 months to September 2021, which is an increase of 1.1 percentage points from 5.8% for 12 months to June 2021.
In April 2021 we published internally the first Probation Service Recruitment and Retention Strategy (2021/2024) which outlines our commitment in 5 key objectives:
We understand the importance of retaining experienced staff in the service. As outlined in the Strategy, our focus has been on addressing recruitment and retention challenges within the Probation Service, in particular within Probation Delivery Units (PDUs) with the highest average Probation Officer vacancy rates. As part of our work, we identified several common drivers of attrition which include, pay and benefits, and lack of career progression. Work is underway to address these:
There is currently no minimum experience requirement before applying to become an SPO, this means that NQOs can apply through fair and open competition to an advertised position post qualification. Recruitment panels are required to vigorously test the suitability of all candidates through the application and interview process before they are appointed to the role. Including a minimum level of experience such as 2 or 3 years could amount to discrimination and a breach of recruitment principles. It may be possible to include an alternative requirement (such as experience of dealing with high risk cases) which if implemented would require a reformulation of the SPO Job Description.
PAY
Q. What is the point of pay negotiations if the treasury simply veto's any progress?
Amy Rees acknowledged the frustration that complex pay deals can cause and the delays in paying out what has been agreed. However, she was clear that Treasury do not "veto" pay progress. Rather it is a case of trying to negotiate with trades union colleagues a deal that is realistic and affordable which both sides can work with. Probation Service leaders are looking at innovative ways to structure pay awards in a way that avoids some of the difficulties, such as multi-year pay deals which mean that there is no need to refer back to the Treasury annually with the potential delays that can cause.
SUPPORT
Q. Would it be possible for a training event for SPOs to support with the use of SOP/managing poor performance/attendance management?
As indicated by Ian Barrow during the event, he is happy to look into arranging this. This idea was also favourably regarded by NAPO and Katie Lomas referred to its previous popularity and success.
Q. Are there any plans to increase the levels of support specifically available to young people transitioning over from Youth Offending Teams? Or a programme of work focusing on those between the ages of 18-24? The transition period is a key time for young people, and we face a significant drop in services who are able to assist us and the young people.
We recognise that it is vital to get the transition from youth to adult services right and that working with all Young Adults aged 18-25, gives us a great window of opportunity to reduce the risk of re-offending and harm and help people lead positive, pro-social lives. On 7th February we launch Next Steps – a resource for Youth Justice Services secondees and Probation Practitioners to support the transition process. The next steps are aligned with the principles of good transition and gives practitioners structure to adhere to the Joint National Protocol for transitions, involving partnership agencies and other important people - all key to the Young Adult's successful transition. It is available on EQuiP and can be recorded as a non-statutory intervention. We have also just launched the Probation Service Management of Young Adults policy framework which, once implemented, will support the Probation Service in responding to the distinct needs of this age group.
WELLBEING
Q. Sensible conversations with managers about stress and workload are well and good - but what is expected of managers to RESOLVE that problem? there is nowhere else for work to go!
As was said earlier, we acknowledge the resourcing issues, but would once again offer reassurance that everything possible is being done through initiatives such as Prioritising Probation to see what tasks we can cut down on or even potentially halt altogether as a way of managing the situation whilst we grow and train the workforce. We expect some results from this fairly soon and we will report back as soon as we get this.
Q. What central planning is involved in delivering messages, new policies, etc? It can feel at times there is a lack of appreciation of the practicality of implementing a new policy that impacts operational staff that are already over-worked and that this is not centralised in terms of timing and priorities.
All the evidence points to the fact that change was required to make the future Probation Service all it can be. The Probation Reform Programme has been working hard to design, develop and deliver the essential reforms which we believe will in due course have a very positive impact on how the service operates. However, we also acknowledge that in the current operating environment, the volume and rate of change are challenging. We are currently looking actively at the “change load” to assess whether some adjustments to how change is introduced might improve things at a front-line operations level at least in the short term.
The Probation portfolio is being developed at pace to better align and sequence change across the business as well as the change activity work in the prioritising probation initiative.
WORKING FROM HOME
Q. There was a piece of academic research in the most recent probation journal, which looked at remote contact with the SU. The general finding was that outcomes were the same whether the SU was contacted remotely or face to face. For some of us, we have been able to work from home and contact SU's by telephone or CVP Video link. I have done this as a report writer and generally only need one contact to conduct the interview. For me and other colleagues working from home saves over £200.00 a month and saves a two and half hour a day round trip. This improves my quality of life and time with family. It also goes some way to addressing the pay cuts linked to a decade of austerity, The current pay freeze, inflation, higher taxes /cost of living, and effective pay loss over the last ten years. Where possible will those who can and prefer to work from home be allowed to do so.
The last two years have seen exceptional circumstances with people working from home more than they otherwise would. This period has allowed some time to evaluate our working practices. Taking everything into account we now have the smarter working policy which offers elements of both home and office working. This offers a good starting point and staff should review their own work pattern with their line manager to arrive at the best and most effective for each individual.
PQiP
Q. Would welcome a training approach that seeks to develop existing staff not solely focused upon PQiP learners. Online refresher courses on MyLearning are limited in their effectiveness as don't meet all learning styles.
We have transformed our model for learning and development to enable a comprehensive and modernised learning offer that delivers engaging content at the point of need and is accessible to all staff. The new model is evidence-based and adopts blended and flexible methods of learning and development to suit a range of different learning styles.
Managing People Convicted of Sexual Offences was developed specifically for practitioners with a minimum of two years’ experience. More recent learning products have included Prevent e-learning designed for the Probation staff and a new digital learning package on MAPPA. These are examples of us providing easy access to high-quality, practical learning resources that address existing staff concerns and support day-to-day tasks. Over the coming months, our focus turns to the rollout of the recently commissioned safeguarding and domestic abuse learning for all practitioners, in addition to commencing delivery of SEEDS 2 for Managers.
The new resources made available will support staff throughout their careers, with work underway to help ensure that all learning products form part of an overall curriculum of learning for probation staff. Learning for each role in probation is being mapped out to help to provide a more accessible CPD offer for staff, with the current learning offer being split out into mandatory, required, desirable for each role and identifying gaps in the current offer which will inform the strategic learning priorities for probation going forward. We are in the early stages of developing a CPD framework for the probation service and welcome discussion with the unions as this develops.
Plenty of food for thought here. I particularly like the one about the NQO becoming an SPO. Like many others, I have had enough and retire in a couple of months. Good luck and best wishes to those remaining.
Director General’s Trade Union Engagement Event (Friday 25thJanuary 2022): Q&A with Amy Rees, Jim Barton, Ian Barrow
WORKLOAD
Q. What is being done to reduce workloads and stress levels for staff other than using trainees thus overloading them or using resources in another team creating stressors there?
As Amy fully acknowledged in the session, there are currently shortfalls in staffing. However, every effort is being made to increase resource levels as quickly as possible. Our trainee probation officers are the future of the organisation and we will protect them whilst offering the best possible learning opportunities. The Prioritising Probation work being led by Kim Thornden-Edwards is actively looking at ways we can rationalise BAU processes and remove or reduce the number of tasks faced by front-line colleagues in the interim. We will report back on this as soon as we can. We are also looking closely at the way we are implementing essential changes within the organisation and we will seek where possible to regulate the rate at which it is delivered in order to reduce pressure. However, we must remain mindful that public protection is our priority and we know that our front-line staff will continue to work hard to deliver this. We understand and are very grateful for the level of dedication they show under huge pressure.
Q. Has a workload measurement tool been formulated and agreed upon for Victim Liaison Officers? Caseloads are excessive - 250 cases are allocated to a full-time VLO. Covering absences/sickness is also expected as part of duty rota.
It is acknowledged that there aren’t sufficient victim liaison officers in the system. The 22/23 target staffing uplift for VLOs will enable us to start moving towards enhancements and or reinforce the delivery of the existing victim contact scheme. With regards to the workload management tool and the inclusion of VLOS, this remains an area for future development; however, we are unable to give you an indication of the timescale for development due to other priority work.
DIVERSITY & EQUALITY
Q. Do you accept that probation is institutionally racist - and that vetting is an example of how not to reflect the communities we serve?
Whilst we must accept that the results of the recent race survey were not all we could have hoped for, action plans are well underway to address many of the issues raised and we take this very seriously. However, as Amy pointed out, in terms of staffing demographic overall, we are slightly ahead of the 14% national target representation for minority ethnic staff. We do accept that there are regional variations that we are working hard to improve upon. Some work is also still required to achieve this level of representation in senior management posts which currently stands at 11%. We also continue to work towards improving the vetting process with the aim that it should normally take no longer than 20 days. However, we must ask you to accept that the vetting process is prescribed and is not one over which we have sole control.
Q. When can we expect staff that have come across from the CRCs have full access to the I.T. apps in the same way previous NPS staff have?
We are not aware of widespread issues with staff being unable to access apps and there is certainly no reason why this should be the case for staff on the DOM1 system.
We have spoken directly to Darren and offered suggestions for him to get what application and shared drive access he needs. He informs us that someone has already also been in touch with him about Cardinus.
Any other union members experiencing difficulties in this regard please contact the ICT Helpdesk via the Technology Portal in the first instance and they can advise. For applications which are not owned by the service such as Cardinus, please discuss with your local Business Manager who should be able to direct you on how to access.
Q. In 2022 is it acceptable to be adding buildings to the estate which are not accessible? e.g. no lifts.
All PS Probation Offices should be designed with a diverse range of users in mind, some of whom may require increased accessibility in order to act independently, safely and with ease. Under the Equality Act 2010, we must also cater for those with accessibility requirements and ensure that all employees have equal access to facilities, services, and premises. Following the onboarding of legacy CRC sites in 2021, we continue to assess the estate and look at improving accessibility in all of our offices through local Facilities Management and wider project initiatives. We are aware of one property where it was not possible to source a suitable alternative premise or install a lift in the probation building. This is an exceptional circumstance and does not reflect our wider policy.
Over the last 2 years we’ve managed to bring huge investment to the estate with us delivering major refurbishments and new acquisitions which now meet our Design Guide principles and within that meet the accessibility requirements.
Following the Spending Review, we are finalising our strategy a further investment over the next 2 years again including major refurbs and new acquisitions to meet the following criteria:
- Assists the region in aligning their estate to the Target Operating Model
- Following the project, the property will be PS Estates Design Guide compliant (meet the accessibility requirements)
- Following the project, the property will effectively support smarter working
RECRUITMENT AND RETENTION
Q. Positive to hear numbers for recruitment and future forecasting. How do we keep staff in the interim? Staff that will be asked to support these new staff in their development.
Whilst acknowledging that the resource issue has been both long-standing and frustrating, we cannot overstate how much we value our staff who have stuck with it through that challenge. We are very confident that we are now turning the corner on this issue. As was said in the session, there is an unprecedented investment in growing the workforce. Although it may take some more time and effort to get us to the final outcome, we hope our colleagues whom we know genuinely care about the service will see that there is genuine progress and that the leadership are determined to deliver a fully resourced service to the highest standards.
Q. What is the current retention rate at frontline delivery? Themes are clearly coming through that colleagues are leaving, especially very experienced front line staff, understand Pay is a factor, but so are many other things.
For 12 months to 30 September 2021, attrition for the Probation Service is 7.7%, which is an increase of 1.1 percentage points from 6.6% for 12 months to 30 June 2021. This figure is lower than the overall HMPPS leaving rate as of 30 September 2021, which is 10.1%.
Nationally, Probation Officer attrition rates are 6.9% for 12 months to September 2021, which is an increase of 1.1 percentage points from 5.8% for 12 months to June 2021.
In April 2021 we published internally the first Probation Service Recruitment and Retention Strategy (2021/2024) which outlines our commitment in 5 key objectives:
- Increasing Probation Officer numbers
- Ensuring workloads are manageable
- Recruiting a diverse workforce
- Increasing recruitment in hard to fill sites
- Attracting and retaining talented people
We understand the importance of retaining experienced staff in the service. As outlined in the Strategy, our focus has been on addressing recruitment and retention challenges within the Probation Service, in particular within Probation Delivery Units (PDUs) with the highest average Probation Officer vacancy rates. As part of our work, we identified several common drivers of attrition which include, pay and benefits, and lack of career progression. Work is underway to address these:
- A new standardised approach to exit interviews has been introduced. Alongside analysis of the People Survey 2021 results for Probation, this will help identify current drivers of attrition and further inform our work on retention.
- We launched three career pathways for staff approaching retirement, to help encourage them to remain in service as we recognise that they come with a wealth of experience.
- We are engaging with Trade Unions in February on retention proposals for Newly Qualified Probation Officers as part of our work around retention of staff. These proposals aim to retain PQIP’s in qualifying regions, and new recruits to regions for a period of two years.
- Communicated to staff the availability of key worker housing in some areas (discounted rent or shared equity schemes for key workers including frontline probation staff).
- A new retention toolkit is being developed and will be used by regions to address local retention issues.
There is currently no minimum experience requirement before applying to become an SPO, this means that NQOs can apply through fair and open competition to an advertised position post qualification. Recruitment panels are required to vigorously test the suitability of all candidates through the application and interview process before they are appointed to the role. Including a minimum level of experience such as 2 or 3 years could amount to discrimination and a breach of recruitment principles. It may be possible to include an alternative requirement (such as experience of dealing with high risk cases) which if implemented would require a reformulation of the SPO Job Description.
PAY
Q. What is the point of pay negotiations if the treasury simply veto's any progress?
Amy Rees acknowledged the frustration that complex pay deals can cause and the delays in paying out what has been agreed. However, she was clear that Treasury do not "veto" pay progress. Rather it is a case of trying to negotiate with trades union colleagues a deal that is realistic and affordable which both sides can work with. Probation Service leaders are looking at innovative ways to structure pay awards in a way that avoids some of the difficulties, such as multi-year pay deals which mean that there is no need to refer back to the Treasury annually with the potential delays that can cause.
SUPPORT
Q. Would it be possible for a training event for SPOs to support with the use of SOP/managing poor performance/attendance management?
As indicated by Ian Barrow during the event, he is happy to look into arranging this. This idea was also favourably regarded by NAPO and Katie Lomas referred to its previous popularity and success.
Q. Are there any plans to increase the levels of support specifically available to young people transitioning over from Youth Offending Teams? Or a programme of work focusing on those between the ages of 18-24? The transition period is a key time for young people, and we face a significant drop in services who are able to assist us and the young people.
We recognise that it is vital to get the transition from youth to adult services right and that working with all Young Adults aged 18-25, gives us a great window of opportunity to reduce the risk of re-offending and harm and help people lead positive, pro-social lives. On 7th February we launch Next Steps – a resource for Youth Justice Services secondees and Probation Practitioners to support the transition process. The next steps are aligned with the principles of good transition and gives practitioners structure to adhere to the Joint National Protocol for transitions, involving partnership agencies and other important people - all key to the Young Adult's successful transition. It is available on EQuiP and can be recorded as a non-statutory intervention. We have also just launched the Probation Service Management of Young Adults policy framework which, once implemented, will support the Probation Service in responding to the distinct needs of this age group.
WELLBEING
Q. Sensible conversations with managers about stress and workload are well and good - but what is expected of managers to RESOLVE that problem? there is nowhere else for work to go!
As was said earlier, we acknowledge the resourcing issues, but would once again offer reassurance that everything possible is being done through initiatives such as Prioritising Probation to see what tasks we can cut down on or even potentially halt altogether as a way of managing the situation whilst we grow and train the workforce. We expect some results from this fairly soon and we will report back as soon as we get this.
Q. What central planning is involved in delivering messages, new policies, etc? It can feel at times there is a lack of appreciation of the practicality of implementing a new policy that impacts operational staff that are already over-worked and that this is not centralised in terms of timing and priorities.
All the evidence points to the fact that change was required to make the future Probation Service all it can be. The Probation Reform Programme has been working hard to design, develop and deliver the essential reforms which we believe will in due course have a very positive impact on how the service operates. However, we also acknowledge that in the current operating environment, the volume and rate of change are challenging. We are currently looking actively at the “change load” to assess whether some adjustments to how change is introduced might improve things at a front-line operations level at least in the short term.
The Probation portfolio is being developed at pace to better align and sequence change across the business as well as the change activity work in the prioritising probation initiative.
WORKING FROM HOME
Q. There was a piece of academic research in the most recent probation journal, which looked at remote contact with the SU. The general finding was that outcomes were the same whether the SU was contacted remotely or face to face. For some of us, we have been able to work from home and contact SU's by telephone or CVP Video link. I have done this as a report writer and generally only need one contact to conduct the interview. For me and other colleagues working from home saves over £200.00 a month and saves a two and half hour a day round trip. This improves my quality of life and time with family. It also goes some way to addressing the pay cuts linked to a decade of austerity, The current pay freeze, inflation, higher taxes /cost of living, and effective pay loss over the last ten years. Where possible will those who can and prefer to work from home be allowed to do so.
The last two years have seen exceptional circumstances with people working from home more than they otherwise would. This period has allowed some time to evaluate our working practices. Taking everything into account we now have the smarter working policy which offers elements of both home and office working. This offers a good starting point and staff should review their own work pattern with their line manager to arrive at the best and most effective for each individual.
PQiP
Q. Would welcome a training approach that seeks to develop existing staff not solely focused upon PQiP learners. Online refresher courses on MyLearning are limited in their effectiveness as don't meet all learning styles.
We have transformed our model for learning and development to enable a comprehensive and modernised learning offer that delivers engaging content at the point of need and is accessible to all staff. The new model is evidence-based and adopts blended and flexible methods of learning and development to suit a range of different learning styles.
Managing People Convicted of Sexual Offences was developed specifically for practitioners with a minimum of two years’ experience. More recent learning products have included Prevent e-learning designed for the Probation staff and a new digital learning package on MAPPA. These are examples of us providing easy access to high-quality, practical learning resources that address existing staff concerns and support day-to-day tasks. Over the coming months, our focus turns to the rollout of the recently commissioned safeguarding and domestic abuse learning for all practitioners, in addition to commencing delivery of SEEDS 2 for Managers.
The new resources made available will support staff throughout their careers, with work underway to help ensure that all learning products form part of an overall curriculum of learning for probation staff. Learning for each role in probation is being mapped out to help to provide a more accessible CPD offer for staff, with the current learning offer being split out into mandatory, required, desirable for each role and identifying gaps in the current offer which will inform the strategic learning priorities for probation going forward. We are in the early stages of developing a CPD framework for the probation service and welcome discussion with the unions as this develops.
When they use terms like "frontline delivery" It shows they do not unferstand that effective probation work depends upon using Social Work professional understanding to build and sustain constructive personal professional relationships with convicts and their families.
ReplyDeleteConsider employing administrative assistants to input dictated data from probation officers and produce written reports and correspondence from dictated material.
That syystem mostly worked betwern 1970 and 2000.
The idea of an NQO securing an SPO post is appalling
ReplyDelete"We launched three career pathways for staff approaching retirement, to help encourage them to remain in service as we recognise that they come with a wealth of experience."
ReplyDeleteI dont want a career pathway, I want a lower caseload, and some very competent adminstrative support to deal with the IT which increasingly leaves me bemused and deskilled. I am over 60, I get tired more quickly, and I struggle with my new telly, which is at least competently designed, let alone the dreadful IT at work. I dont want a career pathway, I have had a career, drawing towards what is going to be I fear, a bitter and sad departure, probably occurring without any recognition of the decades I have put in here. Right now, I have in fact already gone in spirit, which is awful, I physically trudge in and out, making occasional attempts to reconnect with my mojo.
I honestly thought that I had written that and forgotten about it- this is my experience exactly.
DeleteCommiserations and thanks Anon at 21.54, I wonder how whether true social work practiced probation officering will ever return once the last of your generation have moved on.
Delete"Recruitment panels are required to vigorously test the suitability of all candidates through the application and interview process before they are appointed to the role. Including a minimum level of experience such as 2 or 3 years could amount to discrimination and a breach of recruitment principles."
ReplyDeleteSo now one doesn't need to have ANY minimum level of experience to be romoted?
Fucking genius. Just what they always wanted, an open yet opaque door through which they can usher their preferred candidates.
They recruit their friends. ACOs help their PO friends plan the applications and interviews. Then they sit on the interview panels and score their friends high and everyone else low. Then they meet and discussing scoring, in case any rogues slipped through. Been going on for years. ACOs should not be involved in recruitment.
DeleteAbsolutely the internal promotion corruption has been going on for over 20 years. The claim of recruitment discrimination is a chosen hr wrong. They and we all know a minimum experience criteria is a legitimate application requirement same as any minimum level qualification. So they continue to appoint their cronies and new rank monsters who will abuse all to climb the pile. Probation management are no longer genuine and certainly not credible these days.
DeleteI can see why they want bright eyed bushy tailed NQOs they can mould into lapdogs. Secure the “risk management and public protection” mantra. Keep the “leadership” in jobs.
DeleteTo say that having a mandatory minimum period of experience in a role before applying to a managerial position "amounts to discrimination" is frankly, the most ridiculous thing I've ever heard. The recruitment principles include, surely, mandatory minimum qualifications and experience? To appoint a NQO to an SPO role and to justify this in the name of anti-discrimination illustrates what is wrong with this entire organisation.
DeleteFrom Twitter:-
Delete"Couldn’t agree more!! Same with PO’s. You can’t teach people skills, everyone should start as a PSO, this way you know what the jobs about and may not leave when the reality there’s no study days and a full case load hits!!"
I think pqips are leaving because they are overburdened and tired out from the whole pqip period. Only watching videos and teams calls for training- no supervision. No human interaction. 10 cases in second month when you have only watched videos. All the enthusiasm is beaten out by month 6- then you use the rest of the time to look for another job and then go. Noone can do that for 23 f- ing grand. Don't make it sound like it's pqips fault for not knowing reality. You are sneering at the wrong people. Blame the ppl not giving pqips quality learning and giving them too many cases. The trainers on all the videos talk about when they were training and had only 10 cases for 2 years at most and fact to face supervision and teaching and pqips look round at each other in horror and disbelief that at the end of that video they are to go and be an officer for 10 cases in their second f-ing month.
DeleteSorry just realised rat was from twitter- I don't know how to go on there and respond.
Delete“we must remain mindful that public protection is our priority and we know that our front-line staff will continue to work hard to deliver this.”
ReplyDeleteFcuk off Amy Rees, we’re not slaves to ‘public protection’. I stopped reading here because as usual ‘frontline staff’ is the excuse for every bit of bs that comes next.
Probation is a rotten service. I regularly see emotionally distressed PQiPs and NQOs with the sole aim of leaving. Recently saw probation colleagues leave with 20-30 year service without even a goodbye from managers. Another 30+ year retiree got an e-card from the same manager that bullied them into leaving.
Probation is the same everywhere, and will be until they scrap it all and start again. SPOs, Directors, ‘Public Protection’, it all needs to be washed out.
Indeed I went after 40 years never received anything from management makes me feel proud.
DeleteFrom Twitter:-
Delete"Absolutely correct... we are losing our most experienced officers almost on a weekly basis... this rot started im London with the combined nonsense of Kilvinder Vigurs and TR..."
From Twitter:-
Delete"V sorry to read this as a well thought through & written PSR is so useful to a judge at sentence."
"I retired early precisely because the Service would no longer allow me to write that sort of PSR - just the short format, risk assessment by numbers variety that is of very little use to the Court or to our colleagues in the supervisory side."
Managers really don’t have the answers. This from yesterday.
ReplyDelete“The problem is that #probation staff no longer speak up. Speak up, challenge the managerial bullshit and refuse to be silenced. Every meeting, every event and every manager that walks by is an opportunity to be heard. Try it!!”
Amy Rees comments on vetting, pay and retention are a joke. Must be nice to be the blonde white lady at the top of the probation food chain. #EyesWideShut #ImAlrightJack
ReplyDeleteSome comments on here are sexist. There was one about blonde young pqips. Would you make the same comments regarding race? Sort your sexism out and then comment.
DeleteFrom Twitter:-
ReplyDelete"I can't wait to leave. I don't know why anyone would want to join. Currently looking for a new job and jealous of everyone who has got a new one lol id rather be in a lower paid job and experience less stress than this crap. Such a corrupt service too."
From Twitter:-
ReplyDelete"Reads much the same as every other SLT briefing during last 6 months. Fingers crossed plans for focussing on retention & L&D materialise! Comment on intro of ‘standardised’ exit interviews following 2021 People Survey interesting, left at the end of Dec still waiting to do one…"
From Twitter:-
ReplyDelete"13 months and counting until I retire. Can’t wait. I was a very enthusiastic officer when I started 20 years ago. Not the same service and no longer enjoy my work."
What are these "retirement pathways", does anyone know?
ReplyDeleteCan working in probation really be described as a "career" anymore?
ReplyDeleteWhen personal autonomy is removed, and "processing" becomes the order of the day, then dosen't it just become a "job" that offers a bit of longevity rather then a "career"?
'Getafix
From Twitter:-
ReplyDelete"I was off work with stress due to a line manager who constantly found fault with my work - This resulted in me having a stroke at the age of 47 and leaving the service, this happened nearly 4 years ago I am glad to be out of the service.."
I wonder if the senior leadership gold team actually read this blog in the same way it was a real power barometer. In any case the ought be ashamed of the strength of feeling Jimbo has captured here as a response there despicable management policy adjustment to a once sensible career workforce. We notice the Napo yapping useless lap dog has been sleeping for a long while.
ReplyDeleteThey know the problems, they caused them, and don’t care. That’s why they do silly briefings to tell us it’s “going to get better”, “keep working hard”, “good job”. How else would our so-called leaders justify earning double what we earn for doing a fraction of our work.
DeleteSimply a ploy to re-employ all those former CRC managers that were not PO qualified who’ve been promised SPO jobs when they finish their PQiP training. Any excess will be filled by malleable new recruits that’ll bow to senior managers and make them feel important.
ReplyDeleteMaybe but the crcs got rid of some well understood crap managers then appointed non qualified cheap newbies and the are still there in Nps and just as bad but are to be moved to admin not offender management .
DeleteGenuine question- can a non po become an spo from a crc? How is this possible?
DeletePlenty of examples in one case they made the non qualified take risk assesment module of the training so role continues. Still not qualified though. You have to be liked.
DeleteThank you, as always, for your blog, Jim.
ReplyDeleteAnon at 16:50 wonders what senior leadership make of this blog. Sadly I reckon they think it and we are just the grumblers, whose grumbling needs to be drowned out: to whit they employ two narratives.
The first is that we are dedicated professionals who will heroically keep on keeping on and are recognised for the #heroes that we are, our skilful engagement with clients and their troubles is key, and it will all get better.
The second is that risk management is the core and only business, and we are recalcitrant incompetent bunch of idlers who cant be trusted to work from home, make any decision responsibly, and need to up our game under strict control.
Neither narrative comes with any promise of a respectful pay rise, neither narrative recognises that we are woefully understaffed.
The appeal to goodwill and professionalism kept me going for a while. But they hate us. This prison building government hate us. We dont fit their ideology and meaningful engagement with our PoPs (oh Jeez I am using this crass terminology now, POP is "Person on Probation" they're people, not frozen sugar) isnt profitable if privatised.
I'm done. I am deaf ears to their exhortations on either narrative. I will go in, do what I can, go home, and carry on the business of looking for another job... quite promising, as it turns out,
Richard Nixon "I'm not a crook" Boris Johnson "I'm not a liar" this is the sort of leadership's role model we have no moral compass in power so we will all be abused by them.
ReplyDeleteA day in the life … I’ve read all the comments and I can’t say I’m surprised. I’ve been in probation a while and it’s the same everywhere. I have few colleagues that work in fairly decent offices elsewhere but for most it’s a ordeal. It doesn’t matter if were NPS or CRC because it’s bad everywhere. In my office the teams are divided because of the workload and pressure. Managers want to play friends when it’s convenient for them, SPO’s are not trustworthy and Senior managers are avoided.
ReplyDeleteI’ve long become a robot to the work, everything is on autopilot for this monotonous job I once was proud of. It’s not hard to listen to the complaints of others and it’s the same, soul destroying work because of high caseloads, low pay, limited career options and a bullish management blame culture. If lucky, a probation office will have one decent manager, usually silenced by the other bullies into being totally useless.
Like most, 9am is my arrival at work. I don’t need to be in at 9am but managers like to watch what time we arrive. To prove we’re working they want us to keep a timesheet, write a start time in the register on arrival, update movements on team calendars, log into MS Teams and attend daily meetings. A colleague who sits near is bullied to get in before 9am every day, apparently it’s required by an imaginary policy for to be ready at their desk before business hours start. There’s another colleague a manager visibly exits their office daily to check if they’re at their desk by 9:30am. Only a matter of time before a clock in machine appears by the front door. I’d prefer it as they wouldn’t be able to wriggle out of overtime pay any longer.
Daily around 10am - 11am there’s usually a meeting, briefing or training of some sort. They’re arranged by managers and staff haven’t been consulted on timings. There’s so many meetings I’ve given up trying to keep track. Everything’s titled mandatory and non-attendance is met by barrages of emails from SPO’s, Senior Managers, Business Managers, Diary Managers. Attendance isn’t much better as after introductions, instructions and group reprimands you wonder what the point was, and I’ve recently stopped hearing instructions from those on the same pay band or below. The band 5s object to scrutiny or complaints, and always want the last word so I shut off before it even starts. I’m usually preoccupied dipping in and out for the cases I have reporting from 9:30am onwards. The rest of the time responding to emails, recording case records and completing peices of work.
11am - 4pm was a steady stream of cases reporting and all the work that goes along with it. At some point I remember to eat lunch and if lucky get to take a walk. Today a colleague and I spent our 15 minute lunch break speculating what idiot decided to call them People on Probation and us Probation Practitioners, because I am sick and tired of hearing the words “PoP’s” and “PP’s”. It was that or discuss our caseloads which are year in year out in the red, diaries full and every day in the office busy. We all work from home when we can but managers are constantly threatening to reduce and remove this. They’re nowhere to be seen themselves, and when in the office they’re tucked away in their offices bombarding us with email instructions, requests and threats to PPs about PiPs and PoPs. We even get follow ups from their managers repeating the same hogwash as if we couldn’t read first time around.
Today I felt dismayed because every time I went into a case record I saw reams of manager instructions that have never been discussed. Sometimes the exact opposite of what was discussed was recorded, or what I’d already said I cannot do. We’re all being set up like this, pressured to do home visits, attend external meetings, training, epf, eqip, drug testing, lifer panels, quality assurance, audits, team events, monitor performance targets, there’s just not enough time in the day. I do not care about performance targets or why a piece of work was completed in 16 days instead of 15.
ReplyDeleteI put all this aside and about 5pm I managed to fit in a quick home visit on my way home on a case who struggles to go out. I’m not bothering about the others on their stupid list sent out to name and shame us. I saw about 15 cases today, not including the random cases turning up at reception because managers are incompetent at allocating cases or covering staff absence. Tomorrow I’ll have another 15 and again bombarded by managers and reception to see unplanned cases. If these so called managers just kept to ordering office supplies, signing off leave and being there when we need them it’s be a much better place.
I’ve got MAPPA later in the week which is pointless at best, and two Oral Hearings for cases that won’t be released. That’s three days gone out of four remaining days of the week, and I’ve somehow got to fit in a parole report, a recall review report and two full Oasys risk assessments. I will compete them, but they’ll be factual and short so some numpty manager with less probation experience than my lanyard will want to have a chat about “quality”. The response from me is always the same, ‘too much work, too little time and stop penalising us for YOUR failures in staffing and recruitment because nobody will ever be able to do quality work unless caseloads are capped at 25 cases’.
Through the day every colleague I spoke to is sick of probation, bullied by managers and actively seeking a way out. From SPO to Director, these people are responsible for causing misery in the lives of staff, many which have now lost interest in their careers as a result. They pay is bad, the conditions are worse, and everyone seems to be returning from or about to go on long term sick due to stress, mental breakdowns and other work induced health problems. Two temps left last week after less than a month, both said they would not be returning to probation.
It’s now gone 12am and I could switch on the laptop to finish up for today and start preparing for tomorrow’s 9am eta. This is how many colleagues get by, working late into the evening or getting up at the crack of dawn to switch on. I don’t because I refuse to compromise my commitments outside of work, I’d rather raise my pirates flag and face the wrath of the bully beef managers. I’m no rebel, I understand that even a machine has to rest, and if I’m going to worry about anything it’ll be bills, debts and all the other problems life brings.