Our people-Our greatest resource
Two organisations on either side of the Atlantic have undergone change and both are endeavouring to maximise the human potential, literally, within their ranks. An Garda Siochána (‘Guardians of the peace’; the Irish Police force) and the US Army coincidently have mapped out a new system for managing their most important asset; their people.
In the US, an Army Talent Alignment Process (ATAP) is being used to match an Officer's knowledge, skills, behaviours and preferences to a particular role or task. This will revamp a system that has remained largely unchanged since 1947. It will be used along with ‘talent assessment,’ ‘flexible career paths’ and a modernised promotion and selection methodology. The aim is that the right officer will be given the appropriate assignment at the right time.
This will enable the Army to change from a standardised career model to an information led approach where the unique talents of the individual are at first recognised and then given their full potential.
In the Irish Republic, the Civic Guard was formed at the foundation of the state in 1921 replacing the Royal Irish Constabulary (RIC). It was renamed An Garda Siochána in 1923. At a time when the ‘gun’ was very much part of the Irish scene, following revolution, the new force eventually became the unarmed community based police service that we are familiar with today.
Echoing the US Army initiative a chapter on the Garda website is headlined ‘Our people-Our greatest resource’ and contains the promise to ‘ Implement our People Strategy to ensure the right people are in the right roles, working at the right places at the right times.’ Declaring itself a Human rights foundation the force intends to keep track of its progress through ‘public attitude surveys’ that will measure its key performance indicators (KPIs).
The practical changes will involve ‘devolved power’ to 19 divisions, reduced from 28. These areas of command will act as almost autonomous Police forces of a size and population base capable of supporting specialised units. Like so many other organisations the force is moving away from the hierarchical model and indeed Commissioner Drew Harris envisages the ‘flattening’ and streamlining of Senior Management structures. This may mean less officers at Superintendent and Chief Superintendent rank but far more Sergeants and Inspectors so the argument regarding promotional opportunities will depend on one’s perspective. Two Superintendents in each division will be responsible for community engagement reflecting the promise to protect the most vulnerable in society while one each of the same rank will take charge of ‘performance assurance’ and the policing of crime. They will be joined by a civilian official with responsibility for among other things, human resources, expenditure and procurement.
These changes have come about following years of research and should be of interest to business and not-for-profits who wish to improve outcomes for their greatest resource; their people. First published by Gerald O'Connor August 2019
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USEFUL IDIOTS
The Human Resources Officer was imbedded into the Army Council for several decades until he eventually outlived his usefulness. Patrick Jenkins could always be counted on to speak at length at Board meetings and was apt to challenge colleagues and point out their failings. Praise was lavished on fellow directors in proportion to how useful the individual might be to the HR officer’s own ambitions and his legendary devastating critiques were reserved for those less so. He also had the ability to make an apparent U-turn and be so effusive in his praise of his former victim that it was embarrassing if not a little disconcerting for all involved. This would normally occur when changed circumstances made the former scapegoat a useful ally. Self-evaluation didn’t enter the equation.
It was when that rarest of things happened; the appointment of a new CEO, Charles Hamilton, that the HR officer came into his own. Although discussed at length in the canteen and the pub by fellow executives and many employees the influence he had over the new leader was and remains a mystery. Even the Secretary did not wield such power. The new Chief was not a trail – blazer but he had the academic qualifications and experience that moved him up the rankings of the interview panel. Those who might have made a difference including Bloom did not apply for the position and it was generally thought that the nondescript director would be a safe pair of hands in the new role.
Hamilton’s unlikely rise to power had a lot to do with the avoidance of making mistakes or at least making sure that blunders were not attributed to him. Innovation, vision, or astute leadership were not attributes that immediately sprung to mind when his name was mentioned but no one foresaw the relationship that would develop between the HR Manager and the new CEO especially as they had never seemed close in the past. Jenkins was nothing if not an expert on cultivating those who might become useful to him and in Hamilton’s case it took very little effort.
All these manoeuvrings depended on having support at Board level and that meant having a majority when a vote was required. When your opponents were aware that you had a numerical advantage the futility of demanding a ballot was painfully obvious.
Bloom had difficulty in identifying what value three long serving executives brought to the table. They wielded no power at board meetings and weren’t part of the inner circle but as time went on, he realised that they could always be counted on to support the army council; something they had in common with the new CEO (who was at least competent at what he did). None of the three could be described as capable directors and it became clear to Godfrey that they owed their positions to the support they gave willingly to the inner circle. It was an unwritten contract. This was confirmed to him when a friendly Manager described them as “useful idiots” a phrase borrowed from espionage.
'The Director' is is a work of fiction. Names, characters, business, events and incidents are the products of the author’s imagination. Any resemblance to actual persons, living or dead, or actual events is purely coincidental.
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