Kennedy Mabuku
Benchmarking is a process for identifying and implementing best practices from other organisations to improve service or performance.
Having worked in a police organisation for a considerable number of years and engaging various stakeholders over that period, I have developed an urge to, on a comparative analysis, understand how other security organisations operate. The comparison has been based on workforce benchmarking aimed at identifying strategies adopted by other police organisations in running the proces ses of police affairs. Benchmarking is seen in police organisations as an apparatus for executing improvements to gain and sustain competitive advantage by police leaders. It is worth noting that there are clear fundamental differences in the approach to policing in different police organisations, which most probably explains the variations in police performances globally.
Many claims have been suggested on various qualities that effective leaders should possess. These include, amongst others effective communication, problem-solving skills, emotional intelligence, management of cultural diversity, critical thinking, innovation, ethical acumen and strategic thinking. If one carefully studies these attributes and their merits, can it perhaps be conclusive that leaders possessing them are more conscious and progressive in their workplace, in comparison to those who lack the above attributes?
The brief discussion of the above thus, unavoidably, brings us to the doorstep of properly confronting the bone of contention: the concept of benchmarking. Until relatively recently, police leaders were selected into positions by their ability to command, and this was seen as a prerequisite for leadership occupation. This is demonstrative of the reality that benchmarking has often been neglected when hiring and putting people into positions, not only in police organisations, but also in public institutions. It partly explains why customer service and performance are not desirable in most public institutions. There is a realisation now, however, that police leaders are also required to possess leadership qualities to enhance organisational improvement. It is difficult to not indicate the reality that police leaders who possess benchmark qualities are effective communicators, open-minded, creative, flexible, strategic thinkers, good researchers, problem-solvers, and expertly managing workforce cultural diversity. This can be further justified by the fact that with benchmarking quality, strategies, programmes and processes of the police can be aligned to the best practices, and in this regard, high performance can be attained. There is a lot of evidence to suggest that the existence of outdated policies, programmes and ineffective strategies for operation and administration functions in various police organisations can be accounted for by the lack of effective benchmarking leaders.
In pursuit of the excellence associated with this concept, one should clarify that benchmarking qualities do not imply embarking on a benchmarking journey without a clear vision and solid construction of all underlying factors. Ultimately, however, a leader with benchmarking qualities is propelled by the desire to bring about visionary and progressive change in the organisational process or strategy.
Police leaders with benchmark qualities avoid engaging in hollow work, do not commit themselves to selfish purposes, and engage their energy in competitive drives. They are defined by their enthusiastic acumen about grant visions, the benchmarking quality propels the police leader to constantly observe unpopular issues, and enquire about organisational improvement on oneself. It can be further emphasised that through benchmarking, leaders exude integrity. I would also want to believe that there are no good benchmarks without the ability to research.
The inability to research has also led to failure in benchmarking processes in several organisations. As a result, such leaders fail to align their lifestyle, work ethic and actions to the improvement associated with benchmarking, affecting their role to contribute to the greater good of the organisation. To guard against such eventuality, police leaders must equip themselves in a manner that ensures a capitalisation of their skills to the organisation, while of course at the same time ensuring they operate within the confines of the organisation’s values and principles. It is contribution characteristics that are often monitored in the corporate world when hiring
employees. This sort of benchmarking quality enables those in leadership, not only in the police terrain but elsewhere, to take a lead in new ventures and initiatives that create a platform for effective organisation in internal and external processes. The contributing quality of benchmarking leaders is immersed in cultivating the
tireless striving of members to take ownership of the work, which subsequently drives the best out of individuals. These leaders are off-balance in terms of strategic positions, and benchmarking is done for the sake of satisfying their personal needs. They struggle in exploring performance gaps that need to be addressed. They are a shadow of themselves, and brainstorm less on the table to seek solutions. Their weakest quality includes the inability to effectively research. Their interest supersedes that of the organisation, and the benchmarking process becomes just normal practice that adds to their adventures. Even upon the end of the benchmarking process, they come out with nothing, pioneer nothing, and share nothing at all. In themselves, they become an economic burden for the police organisations since the value of the investment is unrealised.
We can find refuge in the fact that benchmarking quality is something one can learn; it is never innate. However, learning to possess benchmarking quality requires interest and understanding of the need for such an endeavour.
Kennedy Mabuku holds a Master's degree in Policing Practices (Southern Business School), and a Master's in Security and Strategic Studies (Unam)