In November 2014, the first cohort of direct entry superintendents began an 18-month training course to enable them to bring their skills and experiences from previous careers into senior leadership roles in policing. As one of many controversial recommendations made by Sir Tom Winsor’s review of police remuneration and conditions, this policy has been subject to significant scrutiny. This article argues that much of the narrative surrounding this new pathway into policing has been unhelpful and that it is time for a new mood. By considering the wider discipline of talent management, there is some useful learning, often described as the ‘war for talent’, that the police service will need to embrace. By considering direct entrants as different rather than better, it is argued that a more supportive narrative will develop.
AlcottC (2012). Reforming the force: an examination of the impact of the operational sub-culture on reform and modernisation within the police service. British Journal of Community Justice10(1): 5–14.
BeechlerSWoodwardIC (2009) The Global ‘War for Talent’. Journal of International Management15 (3) p273–285.
4.
BergerLBergerD (Eds) (2004) The Talent Management Handbook. Creating Organisational Excellence by Identifying, Developing and Promoting Your Best People. New York. McGraw Hill.
DelfgaauwJDurR (2010) Managerial talent, motivation, and self selection into public management. Journal of Public Economics94(9–10): 654–660.
13.
FlanaganR (2008) The Review of Policing. HMSO: London.
14.
Gallardo-GallardoEDriesNGonzalez-CruzT (2013) What is the meaning of ‘talent’ in the world of work?Human Resource Management Review23(4): 290–300.
15.
GrubsL (2004) Achieving organisation excellence through talent planning and development. In: BergerLBergerD (eds) (2004) The Talent Management Handbook. Creating Organisational Excellence by Identifying, Developing and Promoting Your Best People. New York: McGraw Hill.
KernaghanP (2013) Police direct entry and the search for talent – a historical perspective. The Police Journal86(1): 7–14.
18.
LeishmanFSavageS (1993) Officers or managers? Direct entry into British police management. International Journal of Public Sector Management6(5): 4–11.
19.
LewisREHeckmanRJ (2006) Talent management: A critical review. Human Resource Management Review16(2): 139–154.
20.
LovedayB (2013a) Police and Crime Commissioners: The changing landscape of police governance in England and Wales: Their potential impact on local accountability, police service delivery and community safety. International Journal of Police Science and Management15(1): 22–29.
21.
LovedayB (2013b) Commentary: Direct entry into the police service. The Police Journal86(1): 1–6.
22.
MacphersonW (1999) The Stephen Lawrence Inquiry. London: HMSO.
23.
MichaelsEHandfield-JonesHAxelrodB (2001) The War for Talent. Boston: Harvard Business School Press.
24.
MyhillABradfordB (2012) Overcoming cop culture: Organisational justice and police officers’ attitudes toward the public. Policing: An International Journal of Police Strategies and Management36(2): 338–356.
25.
NeyroudP (2010) Review of Police Leadership and Training. London: Home Office.
PhillipsPPhillipsJ (2004) Developing superkeepers, keepers, and solid citizens: Measurement Makes a Difference. In: BergerLBergerD (eds) (2004) The Talent Management Handbook. Creating Organisational Excellence by Identifying, Developing and Promoting Your Best People. New York: McGraw Hill.
28.
PoocharoenOLeeC (2013) Talent management in the public sector: A comparative study of Singapore, Malaysia and Singapore. Public Management Review15(8): 1185–1207.
29.
PowellMDuberleyJExworthyMMacfarlaneFMossP (2013) Has the British National Heath Service got talent? A process evaluation of the NHS Talent Management Strategy. Policy Studies34(3): 291–309.
30.
SheehyP (1993) Inquiry into Police Responsibilities and Rewards. London. HMSO.
31.
SilzerRDowellB (2010) Strategy-driven Talent Management: A Leadership Imperative. San Francisco, CA: John Wiley & Sons.
32.
StankoEBradfordB (2009) Beyond measuring ‘how good a job’ police are doing: The MPS Model of Confidence in Policing. Policing, a Journal of Policy and Practice3(4): 322–330.
33.
TansleyCTurnerPCarleyFHarrisLSempikAStewartJ (2007) Talent: Strategy, Management, Measurement. London: Chartered Institute of Personnel and Development (CIPD).
34.
WaddingtonPAJ (1999) Police (canteen) sub-culture: An appreciation. British Journal of Criminology39(2): 287–309.
35.
WattersIHardyNDelgadoDDahlmannS (2007) Ethnic minorities and the challenge of police recruitment. The Police Journal80(3): 191–216.
