Without a doubt, there is no breaking news regarding the vacancies within police agencies across the nation. There is hardly an agency that is not struggling and coping with keeping their ranks filled. So, what can we do to look at a more holistic approach to this phenomenon? What I propose is looking at four different interlocking elements that create a circular flow chart. All are focusing on the filling but more importantly maintaining staffing for the future. This sounds unachievable and utopian but there are some valuable points to be gained from this for every agency.
This article appeared in the November/December issue of OFFICER Magazine. Click Here to view the digital edition. Click Here to subscribe to OFFICER Magazine.
Recruitment is the first thing and most resounding word we hear about daily. We “need to recruit” seems to be the battle cry of today. Now there have been various changes made to lure recruits. Some cities have dropped residency requirements. Many now offer incentives for college or military veterans. Big money bonuses for certified officers, which exacerbates the problem. You are gleaning from other agencies and just increasing their problems. When we look at recruiting, we often have this impression of the old military recruiters, offering you to go see the world and it will be an adventure, at the army’s expense. Today’s police recruiters, I believe, are going to have to go a step further than recruiters of the past; not only into why you should join this department but expand on its culture. This is a department that you want to work in because it is a great employer. Is your department indeed in fact a good place to work? Is the city a great place to live and maybe even raise your family? Of course, there are many who do not want to live in the municipality that they work. They seek the autonomy of just being a regular citizen and not the neighborhood cop.
Today’s recruiters are going to have to go even further by selling the municipality, much akin to a realtor. This city has virtually everything - quality of life, recreational opportunities, cultural events, good schools and the most important: housing affordability. Today, you must sell the whole family approach not just eight hours a day. Many years ago, I taught that field training officer program (FTO) is a 24/7 investment. It’s easy to teach somebody what to do for eight hours. But you need to weigh in on the off-duty hours. This ensures that they are a satisfied and viable officer; their life needs to be fulfilled if you want to retain them.
Retention is another element which I believe we need to explore even deeper. Why are the officers leaving? Are you conducting exit interviews? A lot must be said due to the impact of the “the woke” prosecutors and lack of support from the elected officials. Just the political climate of the municipality has driven many away. But what is the internal culture of that department? What internally is going on that does not support or preserve the officers there? If you look at retention with a dollar figure you will understand this with a deeper appreciation. Many years ago, I had to complete a study of the cost of creating a new police officer. From soup to nuts or first ink on the paper to their completion of their first year of citizen to a viable officer needs to have a value placed on it. Add in your recruitment costs, processing them to the academy. Now add their salary for the first year, all standard issued equipment and even add in their FTO’s salary to get them trained. When you add up from the beginning of ‘hello, do you want to work here’ to the day that they are a viable police officer and off probation the cost will probably shock you.
Many human resource types insist that employee retention programs are great investments. Do not believe me? Go find your core values or mission statements. These parchments will have a statement about the value of employees. A department is investing a metric ton of money in the employee’s first year. It is probably three and four times their base salary. Therefore, retention efforts should be something that you need to weigh considerably. I have often said “It’s not the ones that you fired that give you sleepless nights, it’s the one that you didn’t fire.” Albeit, there are some people who are not cut out for this vocation, so sometimes you have to cut your losses. I would strongly review what you can do to retain those who are salvageable and prevent them from walking out of the door.
Restoration—not often considered, but worthy to create a plan addressing this. Once an officer leaves, we tend to write them off. However, after the resignation and maybe a few months away, the former officer may begin missing the vocation. It could be the grass was not greener, maybe missing the pay or still unemployed. There are some who may be pondering a return to the job. I strongly recommend reviewing a retention restoration project. Develop FAQ’s that you could mail or post on your website for officers who wish to return to the department. Of course, once they have left there will be a retraining process, which needs to be added to the FAQs. They may have to recertify for the state qualifications and there will be some other internal training. You may need to have your academy or FTO’s have a process for the returning officers. This re-certification process will have expenses but will be far more economical than hiring a new person. Remember, you are bringing someone back with institutional knowledge. You are not bringing on a total uninitiated officer; you have somebody that knows the territory, the demands, and rigors of this agency.
Finally, restoring someone. they must have a relationship with those who are bringing them back. It is not like you have left a family and returned as the prodigal son or daughter. This officer is respected and welcomed back into the fold. I strongly believe that, all in all, the relationships that we make with perspective future, incumbent and past employees offer us an immense amount of retention and being a successful agency.
About the Author
William L. “Bill” Harvey is a U.S. Army Military Police Corps veteran. He has a BA in criminology from St. Leo University and is a graduate of the Southern Police Institute of the University of Louisville (103rd AOC). Harvey served in leadership positions including chief during a career that spanned over 40 years
This article appeared in the November/December issue of OFFICER Magazine.
