Do Ex-Military Make Good Police Officers - Essay Example

Do Ex-Military Make Good Police Officers? This paper will examine the question of whether ex-military make good police officers. For the sake of clarity the assumptions are that the ex-military left in good standing, that the military organization was one of the official organizations of the USA or approved allies and that the ex-military candidate was considered successful within the military organization. The paper will ignore completely the question of how long the candidate belonged to the military and of his or her current age, because these questions are moot in light of the stated assumptions. Therefore I will examine this question with these assumptions in mind by comparing the attributes sought and valued by these organizations and which factors will contribute to success within these two types of organizations. Some exceptions will also be discussed where applicable. On various police department sites they list employment requirements, which include the usual things like high school graduation or equivalent, passing the employment test, which includes basic skills and a clean military and civilian record. However, the basic employment requirements are not exactly the same as the skills and attributes which will make an candidate a successful police officer. On some sites, such as the Winnipeg Police Department site, candidates can find a more definitive list, like this one: Here are some common attributes demonstrated by successful applicants: Honesty Integrity Maturity Ability to learn Work ethic Ability to communicate Ability to make decisions Ability to function under stress Life Experience Discipline Dedication Responsibility Teamwork In looking at this list, we see all the attributes which also make for a successful career in the military service. However, when looking at the selection criteria, there is a second list and when the “derivatives” link is clicked, each is explained further as follows: Competency Derivatives 1. “Respecting Diversity – respects all people, treats them effectively and equitably, regardless of race, nationality, culture, disability, age or sex; proponent of equal opportunity and fairness for all.” (Winnipeg Police Department Website 2006) This cannot be guaranteed just because a candidate is ex-military. It is probable that an ex-military candidate has been exposed to many diverse groups, but in many military jobs, there would be little contact outside the job, so the Candidate’s record would have to be examined more closely to determine this. 2. “Citizen & Customer Focus – committed to building relationships with customers, garnering their trust and respect in order to meet their needs; improve products/services based on customer information; acts with customers in mind.” (Winnipeg Police Department Website 2006) Since there really are no customers involved, this is an unknown by virtue of military records. 3. “Integrity & Trust – an honest and trusted individual, who presents the truth in a manner that is helpful and appropriate; someone who maintains confidentiality and when admitting mistakes, represents him/herself in a truthful way regardless of the outcome.” (Winnipeg Police Department Website 2006) This is another unknown. While the military does strive for honesty among the troops, the rest of the statement cannot be proven by military records. 4. “Ethics & Values – doing the right thing even when no one is looking, committed to core values and beliefs and acts in a manner that supports their beliefs.” (Winnipeg Police Department Website 2006) This is probably true of candidates who served at least two tours and left in good standing. If they only serve one tour, they might get by without revealing problematic ethics. 5. “Results Oriented – meets goals, ability to strive to be a top performer, goal oriented, encourages others to get successful results.” (Winnipeg Police Department Website 2006) This statement is probably true of most ex-military, as they are often judged upon the actions of an entire team, so they learn to help each other. 6. “Action Oriented – takes advantage of opportunities, hard worker, energetic, willing to be challenged, can act with minimal planning.” (Winnipeg Police Department Website 2006) This is probably true of most ex-military, except for the last part of the statement. The military generally rely on planning, and many recruits cannot act without it. It should be judged on an individual basis, even if the candidate managed some promotion. 7. “Compassion – is genuine and sympathetic in their concern for others, able to demonstrate empathy and is willing and available to help others.” (Winnipeg Police Department Website 2006) This is certainly not a given for ex-military. In fact, if they have been in a war zone, they may have been somewhat desensitized. 8. “Learning on the Fly – ability to analyze situations and recognize areas of improvement; flexible thinking to solve problems and find solutions; quick learner and able to grasp underlying issues of anything; enjoys a challenge.” (Winnipeg Police Department Website 2006) Ex-military may have proven ability to learn, but not necessarily as stated. Military service does not guarantee this. 9. “Listening – pays attention and is patient when hearing people, accurately articulates the opinions of others, even if in disagreement.” (Winnipeg Police Department Website 2006) Listening ability is definitely learned in military service. However, the ability to articulate opinions of anyone is not necessary in most military positions. 10. “Peer Relationships – a team player who has the ability to find common ground and fairly and quickly solve problems while still representing his/her own interests; is cooperative, gains trust and support of peers, is candid and encourages collaboration.”(Winnipeg Police Department Website 2006) This is probably true of most ex-military. They need to work as a team much of the time. Their survival may depend upon this. 11. “Perseverance – is able to face resistance or setbacks in their pursuit to finish, finishing tasks with energy and drive, rarely giving up.” (Winnipeg Police Department Website 2006) This is also an attribute which is very valuable in military service, and most recruits who do not have it will wash out during initial boot camp. 12. “Self Development – strives to always improve him/herself, with the understanding that different skills and approaches may be required for different situations, uses strengths and compensates for weakness.” (Winnipeg Police Department Website 2006) This is probably true of most successful military people. 13. “Self Knowledge – seeks and is open to critical feedback without being defensive, able to discuss shortcomings; learns from mistakes, understands personal strengths and weaknesses and seeks balanced performance reviews and career decisions.” (Winnipeg Police Department Website 2006) While military service does promote this kind of personality, the last part of the statement may not be true, since much of the military is quite concrete in nature, cut and dried with few shades of grey, so balance is not a consideration. 14. “Work/Life Balance – creates a conscious balance so that neither work nor life commitments dominate the other; takes care of both work and life, is two dimensional, and gets what he/she wants from both.” (Winnipeg Police Department Website 2006) Due to the nature of military service, this is not a consideration, especially during the first few years. It may be considered for career military, but for enlisted personnel, the service comes first. 15. “Dealing with Ambiguity – is flexible and can comfortably cope with change, risk and uncertainty; able to decide and act without the total picture and does not get upset by uncertainty.” (Winnipeg Police Department Website 2006) This ability is actually not valued in enlisted personnel, so may not be developed at all in less than officer level. 16. “Intellectual Horsepower – is intelligent and is comfortable dealing with concepts and complexity.” (Winnipeg Police Department Website 2006) Being ex-military does not guarantee this kind of intelligence. Average intelligence and some perseverance will work just fine at enlisted level. 17. “Written Communication – can convey a message that communicates the desired effect, is capable of clearly writing in a number of communication styles and settings.” (Winnipeg Police Department Website 2006) While recruits now must pass a literacy test, because the armed forces are all voluntary, each service is different and has different standards. Military service cannot guarantee literacy on this level. 18. “Timely Decision Making – able to make quick timely decisions, even when under pressure or under tight deadlines, and sometimes, without complete information.” (Winnipeg Police Department Website 2006) Below officer level, this is simply not necessary, so being ex-military is not a guarantee of this trait. Enlisted personnel only need to be able to follow orders. 19. “Approachability – are open and easy to talk to, are warm, pleasant and gracious; are sensitive and patient with others anxieties, can easily build rapport, and are good listeners. Are able to gather informal and incomplete information in order to address issues early. “(Winnipeg Police Department Website 2006) This ability has little value in most military positions, so ex-military candidates may or may not have it. 20. “Composure – able to handle stress and maintain a settling influence under pressure or in a crisis, is mature and doesnt show frustration, defensiveness or irritation when resisted or when under pressure.” (Winnipeg Police Department Website 2006) This is probably true of most ex-military who managed at least one tour and left in good standing. Much of military training tests this ability on a regular basis. 21. “Patience – follows due process, but is sensitive to and tolerant of proper pacing; listens to, checks with, and tries to understand others and the data before judging or acting.” (Winnipeg Police Department Website 2006) This is not guaranteed by military service as most military jobs have little contact with the public. Enlisted personnel are not required to make many decisions, as following orders ifs more valuable at that level. As is shown above, most of the selection criteria of the Winnipeg Police Department are not guaranteed by military service, and some, like decision making ability of all sorts and people skills are simply not valued at the lower levels. Many military jobs have no contact with the public, so the public relations abilities are never tested. The Portland, Oregon department lists the following for evaluation criteria: “Communication skills Skill in assessing situations; recognizing when to take action and deciding on an appropriate course of action Skill in reading, comprehending, retaining, and applying written factual information Skill in analyzing situations quickly and objectively; recognizing actual and potential dangers; determining a proper course of action Skill in observing and remembering detail Willingness to confront a variety of problems and situations Interpersonal/public relations skills Skill in operating a motor vehicle Dependability and sound work habits Characteristics necessary to maintain integrity, truthfulness and credibility” (Portland, Oregon Police Department Website 2006) Again we have a list which is largely things not necessarily valued or proven in military settings, so being ex-military has no bearing on the person’s capability to become a good police officer. While these lists are by no means complete for every police department, they are certainly representative of most. We can see by these two lists that there are certainly parallels between the attributes which make for a successful career in either the military or the police force. However, a successful military record does not necessarily equate to a successful career in law enforcement. The general attributes, such as honesty, integrity and discipline are commonly valued in both career positions. However, some of the skills in the second group are not necessarily valued in the military. For example the ability to observe and remember detail has little to do with many functions of military personnel. The ability to assess situations and decide on a course of action is also of little value in many military positions, where instant obedience to the rule might be more valuable. Another factor in police work is the size of the groups, which are generally much smaller than those in the military. Many military positions, in fact, seek to create groups of very similar people, when large groups of very similar people are needed for power. Most groups on police forces are more demanding of dynamic interaction and cross training of team members. The behavior of a military group is expected to be extremely disciplined and nearly thoughtless after orders are given. The groups need to work like well oiled machines, especially when whole units are concerned. Individual thought would actually get in the way. The significance here is the level of the military personnel. In the lower ranks, the military groups are larger. It is in leadership roles where individual decision ability and communications skills are valued. The leaders of military groups must be able to command the respect and obedience of their subordinates while being able, at the same time, to communicate and plan actions with their peers. Policemen seldom work in groups large enough to require this level of hierarchical structure. Therefore, the more successful police officers are those who reached a leadership level in their military careers. This is not to say that ex-military from the rank and file cannot become successful police officers. However, if the ex-military person did not move up in the ranks at a good pace, there is probably a shortcoming which will make success as a police officer difficult to achieve. Since the promotion in the military is fairly standardized, the people who deviate significantly can be seen as deviating from the norms. This may mean that these individuals have significant leadership qualities or even genius, but it usually means that they do not have the required self discipline to do whatever is necessary for promotion, or even that they do not have the motivation for success. However, many authorities on the subject believe that military service is a distinct advantage to a person seeking a career in law enforcement, though that may be going out of vogue in the new century, considering the diverse needs of communities who depend upon police officers for many services. Community involvement is not generally found in military service, but is essential for police forces. They are part and parcel of their communities and people skills are a prime need for any police officer in the field. On the same website with criteria discussed above for Portland, Oregon, ex-military are named as one of four groups upon which recruiting efforts are concentrated for this police department, and they are, by no means alone. The information given on the Portland website shows that they do value military experience. “Use your military experience to your advantage.   The Portland Police Bureau welcomes men and women who have military experience.  We believe that your call to duty and your values and experience will be an asset to the residents and neighborhoods of Portland.   Provisions for veterans or reservists: Eligible veterans have the benefit of receiving preference points that go toward their initial application score. Veterans Preference Points Form (PDF) National Guard and other military reservists are entitled to paid military leave of absence. This allows officers who serve our country to maintain their military status as they pursue their law enforcement career. Need college credits? Your military experience may be converted to college credit. Check with a local college or university for details.” (Portland Police Department Website 2006) Military service used to be more valued in police departments when the ideals of discipline and protocol were seen as more needed in police work. The chain of command structure of the military was seen as useful, and certainly has its use, but may be going somewhat out of style in civilian civil service. “The relationship between police organizations and military organizations also had a profound effect on the structure of the delivery of police service. This military analogy or model promoted police professionalism at the time it was adopted. While frequently criticized for being rigid and bureaucratic, the military model infused law enforcement with supervision, discipline, inspections, improved accountability, and extensive record keeping.” ( Swanson, Territo, & Taylor, 1988) Frankly, police work has become more complicated than ever before by the changes in our culture the added complexity of new technology, used by both law breakers and law enforcement. One of the key factors in the correlation between successful military service and a successful career in law enforcement is the modernization of both. Following the development of the peace-time volunteer armed forces, the requirements have been raised for military service and the benefits include a lot more career development and higher education than every before. Since law enforcement agencies are increasingly requiring formal higher education accreditation from its candidates and officers for employment or promotion, these higher standards for the military and the better educational benefits of the services are not out of place with increased demands for higher standards and educational requirements for police officers. “Since the beginning of the twentieth century, law enforcement administrators, government officials, and researchers have explored the possibility of professionalizing law enforcement agencies and officers. Some have called for mandatory college education requirements. Others have argued for the formation of a national police force.” (Baker 1) It stands to reason that these higher standards are a logical development when considering what law enforcement agencies are expected to do for their communities. It is no longer a matter of chasing the criminals and enforcing the law. Increasingly, police officers are required to interact with members of the community on projects ranging from child care centers and schools to treatments centers for substance abuse and medical facilities. A police officer’s job may include community education and training in various subjects from how to best burglarproof a home to how to react when confronted by a potential robber, rapist or kidnapper. There are simply not enough police to protect large communities, so education and training of the populace has become a primary way of dealing with rising crime in inner cities. Ex-military may never have had to develop the people skills which are in high demand in police departments. Without good people skills, police officers cannot succeed. Generally, the military rank and file simply do not even interact with the public, and so these kinds of skills may not have been valued at all. Standardization is a hallmark of military development. Military service, especially in combat, requires a large body of personnel to act as a unit. The numbers simply do not compare between military and civilian police units. Therefore, the need for discipline, while valuable in civilian units, is not as highly valued as the ability to work as part of a dynamic team. Organic variability is far more valuable to police units than to military ones. One factor is the speed with which police must react to the rapidly changing conditions in cities and towns. Military units stay separate from the civilian population and their places of residence, so there is actually little contact outside of official channels. Policemen, on the other hand, are active members of their communities. Communities do not feel comfortable with police officers who live elsewhere outside the local community they serve. As a result, a long career in the military may not promote this type of community involvement, making long military service possibly counter-productive to the development needed for civilian police units. The most valuable attribute which is developed by military service of every sort is discipline. Military service develops self-discipline and adherence to a long heritage of rules. Nearly every occasion or circumstance a military recruit can possible face has a rule by which to act. If the person in question follows the rules at all times, he or she is generally successful in a military career. Following the established rules is just as important to the career of a civilian law enforcement officer, but there are far fewer rules and countless situation where applying rules is problematic. New situation occur all the time and call for reason ability on the part of police personnel. A police officer is often called upon to make quick decisions which follow the spirit of the rules, and for which there simply are no rules. Police officers deal directly with people, and people create a huge variety of situations. A good police officer knows how to modify actions to fit the new situation. No such ability is required of the rank and file military personnel. This is not to say that ex-military cannot make excellent police officers. It is merely a rather strong indication that being ex-military does not guarantee that the candidate can become a good police officer. It is true that successful military service shows a lot about the individual which is positive. Military training is difficult, rigorous and physically and psychologically demanding. So any person who manages to get through training and at least leaves in good standing has proven a certain amount of perseverance, mental stability and stamina. However, this is really just a good start. Police work is more demanding than the work done my much of the military, especially at the early stages. On the positive side for ex-military applicants is the following set of ten reasons to hire them, published on the Veterans Administration website. “10 Reasons to Hire Vets 1. Accelerated learning curve. Veterans have the proven ability to learn new skills and concepts. In addition, they can enter your workforce with identifiable and transferable skills, proven in real-world situations. This background can enhance your organizations productivity. 2. Leadership. The military trains people to lead by example as well as through direction, delegation, motivation, and inspiration. Veterans understand the practical ways to manage behaviors for results, even in the most trying circumstances. They also know the dynamics of leadership as part of both hierarchical and peer structures. 3. Teamwork. Veterans understand how genuine teamwork grows out of a responsibility to ones colleagues. Military duties involve a blend of individual and group productivity. They also necessitate a perception of how groups of all sizes relate to each other and an overarching objective. 4. Diversity and inclusion in action. Veterans have learned to work side by side with individuals regardless of diverse race, gender, geographic origin, ethnic background, religion, and economic status as well as mental, physical, and attitudinal capabilities. They have the sensitivity to cooperate with many different types of individuals. 5. Efficient performance under pressure. Veterans understand the rigors of tight schedules and limited resources. They have developed the capacity to know how to accomplish priorities on time, in spite of tremendous stress. They know the critical importance of staying with a task until it is done right. 6. Respect for procedures. Veterans have gained a unique perspective on the value of accountability. They can grasp their place within an organizational framework, becoming responsible for subordinates actions to higher supervisory levels. They know how policies and procedures enable an organization to exist. 7. Technology and globalization. Because of their experiences in the service, veterans are usually aware of international and technical trends pertinent to business and industry. They can bring the kind of global outlook and technological savvy that all enterprises of any size need to succeed. 8. Integrity. Veterans know what it means to do "an honest days work." Prospective employers can take advantage of a track record of integrity, often including security clearances. This integrity translates into qualities of sincerity and trustworthiness. 9. Conscious of health and safety standards. Thanks to extensive training, veterans are aware of health and safety protocols both for themselves and the welfare of others. Individually, they represent a drug-free workforce that is cognizant of maintaining personal health and fitness. On a company level, their awareness and conscientiousness translate into protection of employees, property, and materials. 10. Triumph over adversity. In addition to dealing positively with the typical issues of personal maturity, veterans have frequently triumphed over great adversity. They likely have proven their mettle in mission critical situations demanding endurance, stamina, and flexibility. They may have overcome personal disabilities through strength and determination.” (Hire Vets First 2006) In addition, each military service is different in its requirements and training, and some are quite stringent. The U.S. Air Force is known for having the highest academic and intelligence requirements, while the U.S. Marine Corps is the most demanding physically. The most rounded, and possibly the closest parallel to police work, is the U.S. Coast Guard. However, they also have the lowest post training attrition level, so there are really fewer candidates who are ex-Coast Guard. As can be seen by all of this varied information, and its interpretation, many police departments actively seek ex-military applicants. However, while military service can certainly show a great deal of positive information about a candidate, it is really no guarantee that the candidate will make a good police officer. Therefore, as a blanket statement: ‘Ex-military make good police officers’, is simply not true. It should be qualified in several ways. To answer the original question: ‘Successful ex-military may make good police officers’ is a better statement. Sources Cited Hire Vets First 2006 http://www.hirevetsfirst.gov/10reasons.asp?format=txt Swanson C. R., Territo L., & Taylor R. W. ( 1988). Police administration. New York: Macmillan Winnipeg Police Department Website 2006 http://www.winnipeg.ca/police/HumanResources/competency.stm Portland Police Department Website 2006 http://www.portlandonline.com/police http://www.portlandonline.com/joinportlandpolice/index.cfm?c=38408 Read More