Sir, From work with many forces and through supporting the National Police Improvement Agency (NPIA) on senior leadership issues, I am convinced that there are three key obstacles inherent in the existing system ("Police recruitment crisis as officers spurn chance to be chief constables”, June 19 ).

First, the question lingers over whether this is a desirable job. In today’s risk-averse society, one poor decision out of the many crucial calls chief constables have to make every day often results in immediate demands for removal. Coupled with questions about remuneration levels, this may make the role appear more of a poisoned chalice than a holy grail.

Secondly, there is the need to ensure that there is a sufficiently large talent pool from which candidates may be drawn. While I agree that the chief’s role should be occupied by an officer, managing the complex partnerships of today’s policing demands leaders equipped with qualities that can only be attained from broader experience.

The ingrained culture of developing officers cocooned within a single police force has done much to limit the exposure of potential leaders to more diverse environments. As witnessed throughout the NHS and local government, it is essential that police leaders develop their talents not only outside their own force, but more broadly across the public and possibly private sectors.

Thirdly, it is important that the independence of police authorities to appoint their own leader be preserved. However, there needs to be a centralised approach to the management of career development of officers at superintendent level and above to encourage greater talent flow throughout all forces, and thus greatly increase the quality of the future national candidate pool.

Mike Hay
Head of Police Practice, Hay Group
London SW1

Sir, Sean O’Neill is right to reflect on the pension scheme as a reason why there has been a dearth of applicants for senior police posts. What other organisation would train and develop its most experienced officers, then allow them to retire once they have maximised their pension entitlement, without the service benefiting from that experience? This approach penalises officers who decide to remain in service rather than make a financial decision to retire and possibly commence another remunerative career.

Successive governments since the Thatcher era have intimated a preference for introducing direct entry at chief officer level. This notion is ill-founded, potentially life- threatening and won’t improve the situation. The talent already exists within the police service to produce chief officers for the 21st century. Allow them to develop by adequate remuneration, commensurate with the demands of the position, not penalise them financially because they have achieved 30 years’ service.

Clifford Best
Retired superintendent, Omagh

Sir, The current problem is the outcome of ill-conceived policies and deliberate neglect by Home Office officials and their police authority associates. Some deputy chief constables receive more pay than the chief constables of the smaller forces, yet ultimate responsibility always lies with the chief constable, and several have had to leave prematurely in recent years for perceived corporate failings. Crucially, young and able assistant chief constables must risk their right to achieve full pensionable service if they seek advancement. The “fixed-term appointment” regime has made promotion a high-risk strategy for our best and brightest.

Paul Kernaghan
Chief Constable, Hampshire Constabulary