At Leapwise, we work regularly with national policing organisations and local forces to drive evidence-based improvements in workforce planning approaches, leadership development and culture change. With policing under pressure – from tough financial settlements, complex demand pressures, and a significant government reform agenda – now is a pivotal moment to make strategic decisions about the future of the workforce.
In this ‘External Voices’ blog, Janette McCormick QPM, Strategic Workforce Lead for the National Police Chiefs’ Council, reflects on what it will take for policing to be fit for the future. Drawing on over three decades of experience, Janette shares her perspective on the key priorities for the policing workforce in the years ahead.
Shaping the Future Policing Workforce – Janette McCormick QPM’s view
A common thread across leadership at every stage is helping people be their best, and building leaders who can support and develop others. When I look back over my career, the roles I’ve valued most have always been those where I could shape people and help them grow: from leading a team of new officers as a Sergeant in Manchester city centre, to running departments as a Chief Superintendent, to leading a force as Chief Constable. That experience of translating strategy into practice now shapes the work I do nationally.
Five priorities for shaping the workforce
We often talk about workforce transformation, but policing is a structured and regulated service. This means change takes time and thoughtful transition towards the right shape and size of workforce.
Five key priorities for the future of the workforce include:
- Looking beyond officer numbers
Discussions about policing have been dominated by officer numbers, but the reality is more nuanced. Policing needs to think strategically about how to reshape and reskill our workforce to meet evolving demand. Although demand is increasing and more complex, the answer is not always warranted officers. For instance, addressing increasingly complex digitally-enabled crime requires new skills, as also investment in technology. At the same time, there will always be a core community element, which is critical to build public trust and confidence. We need to move beyond numbers to focus on capability, and be clear our operational requirements – the balance between warranted officers, staff roles, and technological solutions we need; and between what policing does for itself, what it buys in. That clarity could help shift the narrative away from “how many” officers we have, to “how well” we deliver outcomes.
- Investing in skills and professional pathways
Policing remains a generalist profession, with most entering through a common route and specialising later. With changing demand, we need to develop and attract specialist operational and technical skills. Part of this is moving towards clearer professional pathways, selecting and developing specialist roles earlier through accredited training, clear qualifications, and continuous professional development. The College of Policing has made great strides in this area, but we also need professional recognition to help colleagues progress quicker. We have enormous talent in policing, but if we identify and invest in it early, we can accelerate the development of the next generation of leaders and specialists our service needs.
- Building flexibility for a well-supported workforce
We now have a very mixed workforce. Policing has had a workforce that has largely stayed for 30+ years, but new colleagues are not necessarily looking for a job for life. So we need to be more agile and flexible in how we respond to a workforce that has different expectations. We need more flexibility not only in policies like flexible working, but also culturally as a service. This includes creating pathways to enable people to move between roles and even sectors, gaining new experience and bringing it back to policing, and to recognise and reward that experience. We must adapt to evolving workforce demands and expectations, while building on the strength of loyalty and public service that defines policing.
- Inclusion to build internal and public trust and confidence
We’ve made progress building a more representative workforce, but there is still a long way to go. Women now constitute 44% of new officers. But we still lose many mid-career, with our processes, structure and culture often create barriers. Progress has been slower in terms of ethnic diversity. Here, real inclusion must consider how we build trust with communities through everyday contact. Every contact with the public is an opportunity to build or erode trust, and the same applies internally: how people are supported, promoted and valued shapes who we are as an organisation. Data is helping us understand disproportionality better, how selection and exam processes disproportionately affect people, and differences in how colleagues feel about their work. But insight alone isn’t enough – we need to act on it. We need to create the flexibility and culture to help people stay and thrive.
- Workforce wellbeing at the heart
The demands aren’t going away; policing work often takes an emotional toll. Oscar Kilo and forces themselves have done a lot, but we need to better support wellbeing and build resilience. The National Police Wellbeing Survey showed that 65% of the workforce know how to access health and wellbeing support, but our first line constables – who probably face trauma most regularly – are the least informed. We need to make wellbeing services visible and accessible, strengthen peer and supervisory support, and equip Sergeants to spot and respond to strain early. Equally, we need to be transparent about which services can’t be provided by the service, and identify options to enable colleagues to get support outside. The wellbeing of our people is crucial to building a strong workforce.
Looking to the future
Public confidence depends on how we lead as much as what we deliver. Leading a force today is an incredibly challenging job. Chief Officers face a perfect storm of more complex crime, rapid technological shifts in crime and policing, a changing workforce, and growing pressure to support wellbeing. At the heart of it all is the workforce. We need clarity on the right size and shape for policing – with the right numbers, skills, and support in place. That means taking workforce planning seriously and acting on what our people tell us. At the same time, nationally, we need to work towards a clear, shared vision to balance local delivery with national consistency and efficiency.
Ultimately, shaping the future of policing isn’t about numbers — it’s about people. And if we get that right, everything else can follow.