Recruitment and retention plan for entry level officers - Research Paper Example

Recruitment Plan: Police Department Service INSERT ALPHABETICALLY and section April 21, The key to a successful recruitment plan is to attract the most qualified candidates. This paper researches the appropriate questions for an agency to answer in order to recruit correctly. The process of recruitment includes the personnel management team, oversight of that team, the goal of the team with measurements of that goal and the importance to the overall operations of the police department. Fair standard operating procedures in the recruitment of personnel require honorable leadership executing lawful talent searches.

Recruitment means evaluating the psychological profile, mental ability and physical conditioning of a candidate. Once an applicant is selected, they undergo training and further evaluation to assure the capacity to perform up to rigorous standards of duty. Important to the process is a retention element. Keeping good employees saves the effort to find new ones. In conclusion, the recruitment process must be vigorous and detailed in order to attract, train and keep the best candidates for these vital and potentially dangerous positions of public trust.

Recruitment Plan: Police Department Service The police service is looked upon as the source of a highly important helpful activity- the protection of life and liberty. Thus, a successful recruitment plan must overcome any recruit’s perceived career limitations with the following incentives: a purposeful job, a stimulating set of responsibilities, a collegial working environment, reasonable pay and benefits, opportunities for career advancement, and job security. (Bailey, 1995, p. 513) The key to a successful recruitment plan is to attract the most qualified candidates.

Of course, there will always be political concerns within police agencies that are executing the recruitment plan; but their focus should be the quality of the applicants rather than, for example, the legal residence of police personnel. The fundamental goal is to attract qualified people to serve as sworn to duty, civilian police employees. (Bailey, 1995, p.512) The agency must answer the following questions in order to implement an appropriate recruitment plan: 1. Who is responsible for the execution of the recruitment plan? 2. Who will ensure the requirements are met? 3. Why is the recruitment plan important? 4. What is the success of a recruitment plan?

Who is responsible for the execution of the recruitment plan? The recruitment and selection of police personnel is the responsibility of the management team, specifically human resources or personnel. They execute the plan by organizing, planning, and budgeting for appropriate recruitment activities. These personnel managers must develop the vision for meeting future staffing requirements. These managers also must develop and communicate to recruits a clear understanding of the job description, objectives, and performance and appraisal process.

The job description remains the foundation for personnel evaluations and is developed through positive analysis process (Baker, 2011, p. 148). This process collects relevant candidate data from background checks, testing, interviewing and psychological vetting to assure a favorable fit of personality, abilities and job performance. Those responsible for recruiting may find their applicants from a variety of sources. They may find them in other police departments, through employment services, head hunters, or walk-ins.

Who will ensure the requirements are met? The leaders must ensure the requirements are met so that the philosophy and mission of the department is effective. These leaders must ensure the basic standards include: candidates who possess problem-solving techniques, pass testing procedures, compatible psychological testing match, and employ honorable methods of recruiting qualified officers. Along with these standards, there are acts that ensure the recruitment process is fair and equal when it comes to candidates.

The Equal Employment Opportunity: Affirmative Action ensures police agencies do not discriminate on the basis of race, gender, color, religion, or national origin. Why is the recruitment plan important? The importance of the recruitment plan is to find qualified people who possess, or can acquire through entry-level training the requisite SKA/JBs to effectively perform the assigned tasks/duties (Bailey, 1995, p. 512). Also, identifying the proper staffing is important and based upon many factors including socioeconomic make-up of the community, operational philosophy, and budgetary considerations.

If the department does not have the right staffing, it cannot achieve its mission; and it may affect the department’s credibility. (Orrick, 2008, p. 40) What is the success of the recruitment plan? The success of a recruitment plan depends on the strategies an organization employs and the selection of the best candidates. As stated by Jim Colson (2008), the success of a recruitment plan brings forth the following: A commitment by leadership to a shared vision of success is vital to a strategic business recruitment program.

Shared vision brings together the intellectual capacity of a group of people determined to work together toward a specific outcome.  A clear understanding of competitive strengths and weakness ensures that a community is able to focus on realistic outcomes. A community will benefit from an approach that promotes competitive advantages and strategically addresses weaknesses. A definitive assessment of realistic targeted industries and a description of company parameters and predictive indicators promote highly effective results.

Recruitment Methods There are many type of recruitment methods available for police agencies to use; advertisement, head hunting, social networking sites such as face book and internal recruitment. Each different type poses some advantages, and appeals to different types of people who may be searching for careers. Advertising positions would be the biggest and far spread method utilizing newspapers, mass media commercials, internet sites, third party sites such as careerbuilder, other networking sites and job fairs.

Head hunting is "agents who provide a specialized approach to the recruitment of key employees or management figures." (www.humanresources.hrvinet.com, 2011) Head hunting in conjunction with internal recruitment works to recruit certain positions that require specialized training, for example, retired personnel and other experienced people. Recruitment opportunities vary widely especially in a time of networking and computers allowing more information to get distributed in a short amount of time.

Pros and Cons The pros for some of these methods are: they reach the masses; cost effectiveness so they won't drain the budget for recruiting and hiring new personnel; and they can outreach to those who have been through training, eliminating that cost and time between recruitment and service. The different types of recruitment methods are applied for hiring more than just sworn in personnel since departments need civilian personnel as well. The recruitment plan allows candidates to see the responsibilities, pay grades and other conditions encouraging recruits that will meet the mandates and who are interested in the career opportunities while eliminating those people who do not.

Finally implementation of a recruiting plan will bring in significantly more qualified applicants which provides more candidates for the hiring process. The difficulties with plan implementation include: inadequate budget, quality of applicants applying, the policies and extenuating circumstances of using third party sites like monster.com. Another difficulty would be the time and resources spent to recruit people from recruitment officers, sometimes third parties have a differing agenda. The biggest problem, however, is the budget; police departments need enough funds in order to create flyers, use third parties, and create commercials to attract applicants.

Time is another big issue. To create a valid recruitment plan requires time and the resources are needed and personnel to create the plan. When none or some of these components are missing, the plan may not be drafted by the time desired. Slow implementation of a recruitment plan may lead to delayed hiring operations and delayed use of resources to attract more applicants. When drafting a plan, each action item needs to be accounted. As long as the criteria are met, and no complications arise, drafting and implementing should go smoothly.

Recruitment Educational requirements range from a high school diploma to a college degree or higher. The agency’s training academy gives police and detectives most of the fundamentals they will need on the job. Candidates must be a U.S. citizen, 21 years of age, and go through meticulous physical and personal qualification screening. Physical education requirements value competiveness, stamina, and agility, for example, a person who has been involved with sports has an advantage for many law enforcement positions.

Foreign language can be an asset not only in the urban areas, but also at the federal levels of law enforcement. At the state and local levels agencies encourage a candidate to advance their knowledge at a postsecondary school. In most cases today, most who apply for a position with law enforcement are degreed in areas of criminal justice or administration of justice. Continuing education in the agency in which someone may work, the agency may pay for the college, all or part of tuition for officers to work toward a degree in criminal justice, police science, administration of justice, or public administration and reward those accomplishments with higher salaries for those that earn a degree.

Before becoming an officer, prospective candidates go through a period of training. In larger agencies recruits get training in their agency’s program, which last for 12 to 14 weeks. In a smaller agency a recruit will attend either a state or regional academy. Training includes a classroom instruction in constitutional law and civil rights, state laws and local ordinances, and accident investigation. They also receive training in firearms, self-defense, first aid, and emergency response, along with supervised patrol and traffic control.

In some larger departments police often hire high school graduates who are still in their teens as police cadets or trainees. These cadets do clerical work and attend classes, usually for 1 to 2 years, until they reach the required age and can be appointed to the regular force. The selection can be lengthy, difficult, and competitive. According to the Bureau of Justice Statistics, municipal police agencies used the following screening procedures: Written aptitude test Personal interview Physical agility test Polygraph test Voice stress analyzer Psychological evaluation Drug test Medical exam Background investigation Each candidate must pass each of these steps before continuing to the next.

Today most agencies are interested in recruits that have maturity. With the removal of upper age limitations and the desire not to discriminate against someone’s age, departments are hiring older recruits and are satisfied with their performance. They bring life experience which is an asset to decision making when faced with difficult situations. Another characteristic is a higher ethical standard and integrity, the ability to communicate well with a variety of people, and the ability to make sound decisions on their feet.

Police that are involved in community policing have noted the importance of (EI) emotional intelligence, for police officers this is the ability to interpret, understand, and manage one’s own and others’ emotions. This is a valued asset in law enforcement. These competencies incorporate self-awareness, self-control, conflict management, and leadership. This is extremely important in a community police environment as well as the emerging problem-based-learning recruit training system. Timothy N.

Oettmeier, of the Houston, Texas, Police Department, discussed the selection process in views of the increasing adoption of the community police philosophy throughout the United States. Timothy N. Oettmeier viewed community policing as a large part of policing, he advised departments not to make radical changes in their departments, but reached a consensus about the role of officer’s role in community policing. He suggested four steps in the selection process for community policing: Redefine the role of the officer.

Reevaluate knowledge, skills, and abilities. Place a new emphasis on marketing police positions. Proceed with cautions. Since community policing has flourished recently Timothy N. Oettmeier preferred to use this method of getting the right personal and administrating a community policing philosophy. Police advancement can lead to corporal, sergeant, lieutenant and captain. These promotions take place according to a person job performance and examination scores. Police officers retire usually after a 20 to 25 year involvement with the police force.

If someone joins at a young age by the time they are in their forties they may have a second career. According to the Bureau of Labor Statistics, police and sheriff’s patrol officers had average annual earnings of $55,180 in May 2009, but the top 10 percent earned more than $83,000. Police chiefs, captains, lieutenants, and sergeants earned an average of $78,580, with top salaries of $116,340. In 2009, detectives and criminal investigators earned an average of $65,860 per year. Retention of Personnel Recruiting should preferably be done in a manner that is consistent with the ethnic, gender, and racial composition of the community that the agency serves.

With this in mind, everyone employed at the agency, including the people assigned to recruiting should be trained in personnel matters and equal opportunity. This knowledge will aid all employees with the ability to answer questions in regards to the agency and its job functions. This is essential in the recruitment of new employees, and the retention of veterans. The recruitment process itself, should contain a recruitment plan. The plan should be constructed to include a statement of objectives, an action plan, and an annual evaluation of the plan to determine the progress towards meeting the objectives (Inc, 2011) A statement of objectives should include a timeline for fixed dates for advertising, receiving applications, performing reference or background checks, interviews, offer of employment, confirmation letter, and a start date.

A list of the staff that will focus on the task of recruiting should then be comprised. A survey of the public relations and marketing materials should be completed. A budget should be established. A number of available positions that need to be filled should be known. Target the number of applications that would be satisfactory for filling the positions. Complete a standardized application. Comprehensive member descriptions include position title, location and program summary, description of typical service activities, duties and responsibilities, and member benefits.

Support network strategy for members. Describe the role of staff in relation to members and volunteers. Orientation and training plan. Accessibility and inclusion issues related to people with disabilities and cultural diversity. Assessment of physical space and resources (ETR Associates). Agencies that actively recruit employees should also make the time to attend events that facilitate outreach, give presentations at events, conferences, and meetings, distribute mailing to select audiences, provide short information sessions, maintain a strong online presence through a website and social media, submit press releases and general interest articles in newsletters and news papers, and distribute informative materials at appropriate sites (ETR Associates).

Training According to Dr. Paul Adams, “Knowledgeable employees make fewer mistakes” (Adams, 2002). Training contributes towards the professionalism of the agency, whereas the lack of training can expose the agency to a civil liability. Training should be consistent with the agencies goals and objectives. Agency training should be the responsibility of a training component. The training component will administer programs, maintain training records, and develop new programs (Inc, 2011). The first issue with training is attendance.

This is easily addressed with attendance requirements, ie. rosters. A policy on recourse for missed training should also be implemented. A job task analysis or job description should be used to develop training. Lesson plans should be developed which should include the following 1) student performance objectives, 2) training content, 3) instructional techniques, 4) lesson plan format, 5) approval process, 6) identification of tests (Inc, 2011) Another issue with training that should be addressed is remedial training.

With remedial training in mind, the agency must establish circumstances and criteria to determine the need for remedial training. Employee Retention After organizations spend lots of money on recruiting and training employees, there obvious next goal is to retain them. As noted by Employee Retention Strategies.com, the 2007 #1 spot on Fortune Magazine’s 100 Best Companies to Work For is Google, which has a mere 2.7 percent turnover. Google allows its engineers to spend a portion of their time on projects they choose.

One past winner, American Cast Iron Pipe Company, boasts the lowest turnover rate, at only 2 percent. ACIPC employees are represented on committees to ensure fair and uniform work rules, rates, apprentice training, seniority, medical service and the charity fund distributions. The 2011 web-based article “Hallmark of Retention Superstars” by Employee Retention Strategies.com lists 10 themes that define retention rich organizations. The Retention themes are as follows: 1) Value your employees. 2) Employees who contribute to how work gets done are more loyal. 3) True commitment. 4) Layoffs are a last resort. 5) Learning and development are first priorities. 6) Reputation breeds retention. 7) Simplicity. 8) The Golden Rule. 9) Keep people in the know. 10) Hire as if you could choose a family member.

Recruiting, training, and retention, are all very important tools in today’s world for an organization to thrive. Even though, these items do cost money, they have been proven to decrease the amount of turnover, which in turn saves organizations money in the long run. Conclusions A successful recruitment plan requires skilled and organized personnel, human resources, department knowledgeable and capable in the science of attracting the most qualified candidates and retaining them once employed.

The process of recruitment is a top down motivated process whereby leadership demands the best possible recruits, the managers implement a solid and logical approach and the current staff engages in word of mouth advertising and recruiting from their known associates. Of course, recruiting is more complex than simply filling positions. Recruitment means evaluating the psychological profile, mental ability and physical conditioning of a candidate. Once an applicant properly closes the primary screening process, they undergo training and further evaluation to assure the capacity to perform up to rigorous standards of duty.

In conclusion, the recruitment process must be vigorous and detailed in order to attract, train and keep the best candidates for these vital and potentially dangerous positions of public trust. Policing is a challenging job which provides a good living. Initiation into the profession is difficult and time consuming because the rigors and requirements of the job demand a skill set of mental, emotional, psychological and physical attributes rare in one individual. Each aspect is equally important to a police department.

Once the employee is chosen, trained and exits the probationary period, the retention practice should begin. Remedial training, counseling or just informing employees is important in making the employee part of the family. Any good recruitment program includes retention because current employees are generally the easiest to trust and advance in their careers. Works Cited Adams, P. E. (2002, June 10). Benefits of Employee Training Program: Employee Training Plan. Retrieved April 11, 2011 from More Business: www.

morebusiness.com Bailey, G. William. The Encyclopedia of Police Science. 2nd ed. (1995). Baker, E. Thomas. Effective Police Leadership: Moving Beyond Management. 3rd ed. (2011). Colson, Jim. The Attributes of Successful Business Attraction. (2008) Dempsey, Forst, An Introduction to Policing; Fifth Editions ETR Associates. (n.d.). Resource Center Tools and Training for volunteer service programs. Retrieved April, 2011 from National Service Resources: www.nationalserviceresource.org Employee Retention Strategies (n.d). Hallmark of Retention Superstars.

Retrieved April, 2011 from Employee Retention Strategies: www.employeeretentionstrategies.com Inc, C. f. (2011). Standards Manuel Edition 4.0.21. Orlando: Commission for Florida Law Enforcement Accreditation Inc. Orrick, Dwayne W. Recruitment, Retention, and Turnover of Police Personnel: Reliable, Practical, and Effective Solutions. (2008). Police and Detectives; http://data.bls.gov/cgi-bin/print.pl/oco/ocos160.htm U. S. Bureau of Labor Statistics, http://data.bls.gov/cgi-bin/print.pl/oco/ocos160.htm 1. Retrieved: March 15, 2011.

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