By Jeremy M. Wilson
Many police departments document problems in making a team that represents group demographics, is dedicated to offering its staff the chance for long term police careers, and successfully implements group policing. This booklet summarizes classes on recruiting and maintaining potent workforces.
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Additional info for Police Recruitment and Retention for the New Millennium: The State of Knowledge
Chambers, 2009). New York City has seen a flood of applicants to its shrinking department, including those from investment banking, an apparently new source of recruits (Schmidt, 2009). Police leaders, however, question the long-term commitment of these candidates to their organization, particularly as jobs become more plentiful in other sectors (DeLord, 2009). Chambers, 2009). Hiring standards remain the same for inexperienced candidates in areas where the economy has led to increases in applicants (Madrid, 2009).
Likewise, RAND researchers suggested increasing the frequency of promotional boards, passing only enough officers to fill expected vacancies, to allow talented officers to rise through the ranks more quickly and to create a climate of continual learning. 1 Budgeted and Actual New Orleans Police Ofﬁcer Levels, Before and After Hurricane Katrina Level August 2005 October 2006 Change (%) Budgeted 1,885 1,600 –15 Actual 1,742 1,421 –18 SOURCE: Stephanie M. Landry, New Orleans Police Department, as cited in Rostker, Hix, and Wilson (2007).
For the long term, RAND researchers suggested offering housing to officers as an incentive for a commitment to years of service. The city government acted quickly to implement many of the recommendations. . ” State law prohibited shifting pension resources to salaries, but the city still substantially increased officer pay and devised several education incentives. These recommendations helped cut department attrition, which averaged 11 officers per month before Katrina, to five officers per month.