Measurement of Investigators' Performance — Is it Possible?
| Pages | 245-250 |
| DOI | https://doi.org/10.1108/eb025626 |
| Published date | 01 March 1993 |
| Date | 01 March 1993 |
| Author | Stuart Hammond |
| Subject Matter | Accounting & finance |
Measurement of Investigators' Performance
— Is it Possible?
Stuart Hammond
Stuart Hammond
has been an investigator for over 15 years
both with HM Customs and Excise and,
since 1986, within the Security and
Investigation Directorate (Investigation
and Detection Unit) of British
Telecommunications PLC. As Manager,
Detective Services, he leads a team of
investigators; heads a small crime
intelligence unit; and has been
responsible for introducing performance
measurement into the Investigation and
Detection Unit.
ABSTRACT
This paper considers the methodology for
putting together meaningful performance
indicators for investigators in BTI. These
investigators are primarily involved in inves-
tigating the various frauds perpetrated
against the company; such as manipulation
of the company's billing system, false
invoicing by contractors and employee cir-
cumvention of stores and systems. It
high-
lights the necessity for both qualitative and
quantitative measurement to ensure a
qual-
ity product (investigation) is provided to the
'customer'. The author concludes that the
introduction of such measurements allows
for more objective appraisals of people to
be prepared; provides a better overview of
the use of resources; and, most encour-
agingly, results in a belief on the part of
investigators themselves that performance
indicators are worthwhile.
INTRODUCTION
The Investigation and Detection Unit
(I&DU) of British Telecommunications
PLC (BT), as part of the Security and
Investigation Directorate (SecID), is
placed in the group HQ of the company
under the Company Secretary. As such,
it is a corporate overhead and not part of
the internal market within the company
and so docs not directly charge for its
services.
That being said, the I&DU recognises
the internal market in so far as requests
from within the various business com-
ponents of the company for its services,
are treated as part of a customer and
supplier relationship. In addition, like
the rest of the company, it is required to
have a clear vision, mission and a quality
plan and budget (QPB).
As part of the normal business pro-
cess,
all units in BT are required to be
regularly audited by BTs Internal Audit
Division (IAD). It was from one such
audit that the requirement was placed
upon I&DU to introduce performance
indicators. More recently the company's
drive to become registered for ISO
9001/BS5750 has meant that the proce-
dures and processes described herein,
245
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