PEACE OFFICER RECRUITMENT AND RETENTION: BEST PRACTICESlib.post.ca.gov/Publications/53936324.pdf · PEACE OFFICER RECRUITMENT ... R. PEACE OFFICER RECRUITMENT AND RETENTION: BEST

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PEACE OFFICER RECRUITMENT AND RETENTION: BEST PRACTICES

CALIFORNIA COMMISSION ON PEACE OFFICER STANDARDS AND TRAINING

The mission of the California Commission on Peace Officer Standards and Training is to continually enhance theprofessionalism of California law enforcement in serving its communities

2 P E A C E O F F I C E R R E C R U I T M E N T A N D R E T E N T I O N : B E S T P R A C T I C E S

Peace Officer Recruitment: Best Practices and New Directions@2001 California Commission on Peace Officer Standards and Training (POST)

Published July 2001

All rights reserved. This publication may not be reproduced, in whole or in part, in any form or by any meanselectronic or mechanical or by any information storage and retrieval system now known or hereafter invented,without prior written permission of the California Commission on Peace Officer Standards and Training, withthe following exception:

California law enforcement agencies in the POST peace officer program and POST-certified training presentersare hereby given permission by POST to reproduce any or all of the contents of this manual for their internalstaff use.

This manual was published for the 2001 POST Symposium on Recruitment and for distribution to agencies inthe POST Program. Copies are available in limited supply to California law enforcement agencies at the POSTMedia Distribution Center and will only be available until the quantity is depleted.

For information about obtaining copies of this publication, contact:

POST Media Distribution Center1601 Alhambra BoulevardSacramento, CA 95816(916) 227-4856e-mail: [email protected]

Notice of Copyright

Commissioners

P E A C E O F F I C E R R E C R U I T M E N T A N D R E T E N T I O N : B E S T P R A C T I C E S 3

Monty Holden Public Member

Ted HuntOfficerLos Angeles Police Department

Arthur Lopez ChiefOxnard Police DepartmentRana Sampson Educator/Trainer

Laurie Smith SheriffSanta Clara County

Bill LockyerEx Officio Member Attorney General

Kenneth J. O’Brien Executive Director

William B. Kolender, Chairman SheriffSan Diego County

George (Joe) FlannaganVice-Chairman DetectiveAlhambra Police Department

Leroy (Lee) Baca SheriffLos Angeles County

Patrick Boyd DetectiveSan Jose Police Department

Marc Cobb SergeantLong Beach Police Department

James P. Fox District Attorney San Mateo County


It is evident from the work that went into thisproject that there are no easy solutions. Thereis no "one size fits all" approach that can takethe place of hard work, committed leaders andpeople with a passion for making things hap-pen. It is the hope of the Commission that thismaterial will be a benchmark from which thelaw enforcement community will be able toexperiment, develop additional alternatives,and learn from the experience of these prac-tices in the real world.

Foreword

ecruiting and retaining peace officersthroughout the state have become serious chal-lenges for many law enforcement agencies.Compounding these challenges are the conse-quences of improvements in retirement plansfor many peace officers, leading to a real andpotential loss of experience and expertise inthe field. The Commission on Peace OfficerStandards and Training, in recognition of theseriousness of this issue, has devoted staffresources to identify ways it can assist agen-cies with the recruitment and retention of qual-ified personnel.

During the past year, POST assembled andinvolved many people from the law enforce-ment community in a committee to participatein the design, development and presentation ofinformation addressing concerns related to lawenforcement recruitment and retention. Thispublication represents some of that veryimportant work. With the assistance of expertsin a variety of fields, the committee developedmaterials that were constructed to be integratedparts of an entire examination of current andpotential practices in the field of recruitmentand retention.

The material contained in this documentreflects a comprehensive examination of thealternatives available to law enforcement agen-cies, cities and counties and officials whomake critical decisions related to ensuring pub-lic safety in their communities. Representingsome of the best thinking in recruitment andretention today, this material is intended foruse by those persons responsible for planningand implementing recruitment and retentionstrategies, and to stimulate discussion aboutthe issues that need to be considered to meetlocal needs.

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Brandon Bridgers, Domain ManagerPoliceOne.Com

Bill Lenew, LieutenantSan Bernardino County Sheriff�s Department

Tom Swearingen, SergeantSanta Rosa Police Department

Robert Nichelini, ChiefVallejo Police Department

Kathy Kemp, CommanderVentura County Sheriff�s Department

Gus Gonzales, DeputyVentura County Sheriff�s Department

Julie Strauss, Legal AdvisorSan Diego County Sheriff�s Department

Rick Shipley, ChiefWillows Police Department

John Lois, OfficerOakland Police Department

Robert Nelson, LieutenantFremont Police Department

Tom Young, CommanderContra Costa County Sheriff�s Department

We also thank KPBS of San Diego andUniversity of California, Irvine�s DistanceLearning Center for lending expertise thatwent into the production of print, video, web-site and CD-ROM components of our work.

Acknowledgements

This publication is the result of the work of agroup of law enforcement professionals fromthroughout California, whose subject-matterexpertise and hard work is reflected in thispublication as well as in the July 2001 sympo-sium on the challenges of recruitment to thelaw enforcement profession.

We gratefully thank the following committeemembers for their tireless efforts and dedica-tion to their profession. They are:

Lori Lee, SergeantVallejo Police DepartmentSpecial Consultant to POST

Jonni Fenner, SergeantCalifornia Highway Patrol

Aaron Goulding, OfficerCalifornia Highway Patrol

Hugh Tate, Training ManagerCosta Mesa Police Department

Bruce Tognetti, ChiefColma Police Department

Ronald Banks, ChiefInglewood Police Department

Victor Sanchez, SergeantSacramento Police Department

Betty Kelepecz, CommanderLos Angeles Police Department

Dave Spiller, SergeantMountain View Police Department

Paul Henisey, CaptainNewport Beach Police Department

Mike CarpenterBusiness Development Vice PresidentPoliceOne.Com


Offering Recruitment Incentives ........................................36

Analysis and Budget Preparation ......................................37

Alternative Funding Sources..............................................39

COPS Grants for Personnel and Equipment........................41

Corporate and Foundation Sponsorship ............................43

Section Three: Marketing and Use of Technology ..........................................45

Identifying Target Audiences..............................................47

Job Fairs and Special Events..............................................49

College Campus Recruiting ..............................................51

Promotional Materials ......................................................53

Mass Media and Regional Campaigns ..............................55

Budgetary and agency constraints may hamper effectiveness of campaign. ..................................55

Junior Academies..............................................................56

Citizen Academies ............................................................57

Sponsoring Youth Activities ..............................................59

Use of the Public Information Officer (PIO) ........................61

Candidate Processing........................................................63

Use of Technology for Marketing ......................................64

Agency Websites for Recruitment ......................................66

Utilizing the POST Website for Recruitment ......................68

Developing a Candidate Database ....................................69

E-mail to Facilitate Recruitment ........................................71

Voice Mail to Facilitate Recruitment ..................................73

Supporting Mentoring Programs ......................................75

Section Four: Alternative Staffing and Employee Preparation..............................77

Police Cadets....................................................................79

Reserve Officers ................................................................80

Volunteers ........................................................................81

Table of Contents

Notice of Copyright ............................................................ii

Commissioners ..................................................................iii

Foreword ............................................................................v

Acknowledgements ..........................................................vii

Table of Contents ..............................................................ix

How to read this publication ..............................................xi

Introduction......................................................................xiii

Section One: Developing a Recruitment Team..1

Facilitating the Recruitment Process ....................................3

Selecting Your Agency Recruiter ..........................................5

Use of the Public Information Officer (PIO) ..........................7

Partnering with the Military ................................................9

Partnering with Academic Institutions ..............................11

Inter-Agency Referral Processes ........................................13

Conduct Regional Testing/Agency Cooperation..................15

State Recruiters’ Association Participation ........................17

Section Two: Budgeting and Long Term Planning ........................................18

Identifying Attrition Trends ................................................20

Creating the Future Recruiting Pool ..................................21

Assessing Your Success/Evaluation Processes ....................23

Expedited Testing..............................................................25

Review of Sound Hiring Practices ......................................27

Governor’s Award for Recruitment ....................................28

Out of State Recruitment and Background Investigations ................................................29

Research and Data Analysis ..............................................30

General Budgetary Considerations ....................................32

Recruitment and Travel Expenses ......................................33

Promotional and Media Materials ....................................35

1 0 P E A C E O F F I C E R R E C R U I T M E N T A N D R E T E N T I O N : B E S T P R A C T I C E S

Table of Contents (continued)

On-Site Dry Cleaning Services ........................................136

Establishing Sleeping Facilities ........................................137

Employee Empowerment ................................................139

Take Home Cars/Commute Incentives..............................141

Childcare Programs ........................................................143

Career Ladders ..............................................................145

Reciprocity of Retirement Systems ..................................147

Physical Fitness Programs ..............................................148

Recognition and Rewards ..............................................150

Recognition and Rewards ..............................................150

Forming Retention Task Forces ........................................152

Non-Sworn Employees ......................................................83

Retired Officers ................................................................85

Military Personnel ............................................................87

Non-Affiliated Academies..................................................88

Non-Sworn Employees ......................................................89

Police Cadet Programs ......................................................91

Explorer Scout Programs ..................................................93

Reserve Officers ................................................................95

Volunteers ........................................................................97

Interns/Student Workers ....................................................99

Police Corps Programs ....................................................101

Magnet Schools..............................................................103

Junior Academies............................................................105

Testing Orientation Programs ..........................................107

Pre-Academy Programs ..................................................109

Post-Academy Orientation ..............................................111

Mentoring Programs ......................................................113

Section Five: Attracting and Retaining Staff ..............................................115

Mentoring Programs ......................................................117

Overall Benefits Package ................................................119

Longevity Pay ................................................................121

Relocation Assistance......................................................123

Student Loan Forgiveness ..............................................125

Signing Bonuses ............................................................126

Bilingual Pay ..................................................................127

Diversity of Work ............................................................128

Alternative Work Schedules ............................................130

Job Sharing/Part Time Employment..................................132

Educational Incentives ....................................................134

P E A C E O F F I C E R R E C R U I T M E N T A N D R E T E N T I O N : B E S T P R A C T I C E S 1 1

material depends on your intended use. In thissection, we offer some suggestions.

Policy makers will likely use this printed ver-sion as their basic reference. Accompanyingthe executive summary is a table that lists thekey elements of each best practice in a stan-dard format that you�ll find throughout themanual. This format allows you to compareissues such as the relative strengths and weak-nesses of each practice.

The publication has been divided into five sec-tions, each of which has an introduction. Westrongly recommend that you read the intro-duction first, even if you plan to only pick afew practices to examine. These introductionsprovide not only an overview of the section,but also allow you to understand how individ-ual best practices fit within an integratedrecruiting strategy.

Some of the programs we describe are not cur-rently in practice within the law enforcementcommunity. At times, we borrowed ideas fromprivate industry and translated them to the lawenforcement profession. In all cases, whethercurrently in practice or not, they are referred toas a "Best Practice." We always intend for youto take these ideas and adapt them in ways thatfit your department, your agency, and yourcommunity.

You may want to investigate a particular bestpractice further. For this purpose, backgroundinformation on any of the best practices will besupplied later this year on the CD-ROM ver-sion, viewable on any PC or Macintosh com-puter. You can also check the POST website(http://www.post.ca.gov). The backgroundinformation will consist of

How to read this publication

his publication is intended for:

• Policy makers, including mayors, city councilmembers, county supervisors

• Senior managers concerned with law enforce-ment, including city managers, police chiefs,county sheriffs, directors of human resourcesdepartments

• Law enforcement professionals involved withrecruitment, including new and experiencedagency recruiters

Intended UseThis publication, Peace Officer Recruitmentand Retention: Best Practices, was producedby a POST committee that met over the courseof one year. The committee, composed ofexperienced and innovative law enforcementprofessionals with significant subject matterexpertise in the field of recruitment, researchedand compiled a set of current best practicesand suggested future directions to enlarge thestatewide recruitment pool. This is the productof the committee�s work.

The publication can be used in three ways:

1) as a guide for policy development to helpagencies overcome projected labor shortages;

2) as an orientation for agency managers anddepartments affected by peace officer short-ages; and

3) as an orientation to train new agencyrecruiters.

Later this year, a more detailed version of thispublication will be available from POST onCD-ROM. How you proceed through the

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How to Read This Publication (continued)

agency recruiters with a thorough grounding inrecruitment practices and may be used as asupplement to classroom training programs.We also recommend it for human resourcesprofessionals who are looking for new ways toassist law enforcement divisions.

1) a detailed narrative that will step you throughthe implementation of a given best practice;

2) relevant research and background articles;and

3) a video of selected best practices, viewable onmost PCs and Macintoshes.

Those professionals who carry out the work ofagency recruitment will want to thoroughlyread this manual, because it will provide clearnarratives on how to set up each of the specificprograms mentioned. The detailed narrativedescription of the best practice, supplied onlyon CD-ROM, is intended to provide new


place in law enforcement agencies across theState.

Through this process, common recruitment andretention trends became more apparent. As aresult, addressing the shortage of qualifiedapplicants was one key trend that became theimpetus for moving forward. Subject matterexperts � representing a cross section of localagencies, law enforcement associations, andconsultants from private sector companies �were identified to participate with a POST-sponsored committee.

The committee was charged with developing aset of recommended practices in law enforce-ment recruitment. It then turned its attention todisseminating the results of months of researchand assessment. The result was several proj-ects to ensure that the practices described inthese pages would be read, studied, and, hope-fully, adapted to the needs of local agencies.These projects included:

1) a brief video providing an overview of theprofession to potential applicants;

2) a group of Public Service Announcements foruse by recruiters in cooperation with televi-sion stations across the state;

3) two hours of video case studies of best prac-tices in law enforcement recruitment;

4) this "At A Glance" Executive Summary printpublication offering an overview of best prac-tices and new directions for law enforcementrecruitment;

Introduction

he law enforcement profession always facesthe challenge of renewing its ranks. For nearlyevery agency, this is an on-going effort.However, for some time, finding qualifiedapplicants who have the desire and ability tomeet the selection process and academy train-ing requirements has become a more challeng-ing proposition.

Other factors, too numerous to list, haveplayed into a growing shortage of law enforce-ment officers nationwide. Agencies struggle tocope with this national problem using onlylocal resources. In California, the adoption bylocal agencies of more favorable pension terms(3% at age 50) will create more vacancies thatneed to be filled.

As a result of the input received from a varietyof sources, including many police chiefs andsheriffs, the Commission directed POST staffto assess the issues posed to law enforcementagencies statewide. As a result, POST engagedin a contract with a Special Consultant throughthe Management Fellowship Program toexpand its research of the issue further begin-ning in June 2000.

Upon her selection to manage the POSTRecruitment Project, Vallejo PoliceDepartment Sergeant Lori Lee conducted acomprehensive literature review in an attemptto assess the scope of the recruitment problem.This review ranged from current law enforce-ment publications, private industry sources,California labor statistics, psychology andhuman resources research, studies by academicinstitutions, and contemporary programs in

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Introduction (continued)

provides examples and ideas that will makerecruitment efforts more effective and the lawenforcement profession more appealing topotential applicants. In the pages that follow,there is a summary of the results of the com-mittee�s hard work. It is hoped that these toolswill spur your own innovations in law enforce-ment recruitment.

5) a CD-ROM containing this publication andan expanded version, complete with step-by-step instructions to implementing recom-mended practices; and

6) a Statewide Recruitment Symposium pre-senting best practices.

This publication is an attempt to offer to local,county, and state agencies a vision of sharingresources to face these combined challenges. It


n this section, we suggest effective ways ofallocating agency personnel to manage therecruitment process from marketing to hiring.Sometimes these are agency-dedicated person-nel, but often there are others � in HumanResources departments, in the military, or oncollege campuses � who form the partnershipnecessary for effective recruitment efforts. Inthese best practices, we also highlight theimportance of assigning dedicated personnel torecruitment, who can provide focus to adepartment�s efforts.

To assist you in developing dedicated person-nel, this section addresses the kinds of skillsand qualifications that will make an agencyrecruiter successful. When the economy isstrong, as it was during the 1990s, competitionwith the private sector for applicants becomesmore intense and the recruitment of candidatesinto the law enforcement profession more diffi-cult. Developing a recruitment team with thenecessary skill becomes even more necessaryto attract applicants.

Agency administrators can take many of theinitial steps necessary to develop or enhancerecruitment strategies. In particular, adminis-trators may want to read Facilitating theRecruitment Process, Selecting Your AgencyRecruiter, and Use of the Public InformationOfficer in this section.

SECTION ONE:Developing a Recruitment Team

I For some agencies, it may be necessary toextend beyond the immediate resources avail-able within the organization and establish part-nerships to enhance recruitment. Traditionally,relationships with the military and nearby aca-demic institutions to attract law enforcementcandidates have yielded significant results.This section provides best practices in devel-oping such projects.

This section also highlights the growing trend toward agency cooperation in the bestpractice, Conduct Regional Testing/AgencyCooperation. A new direction in agency coop-eration is the recent establishment of the LawEnforcement Recruitment Association ofCalifornia (LERAC), as described in StateRecruiters� Association Participation. LERACwill distribute related training and networkingamong those involved in recruitment, testingand selection processes, or who have final hir-ing authority for law enforcement professionals.

Facilitating the Recruitment Process

SECTION ONE: Developing a Recruitment Team

However, the agency must ensure that adequateresources and support necessary to recruitmentefforts are provided. It is also important to assistrecruiters in their responsibilities, as well as toutilize other agency employees who are interest-ed in supporting specific recruitment activities.Executive and management support is the key toall of these considerations and to an effectiverecruitment process overall

Executive SummaryThe Chief/Sheriff of a law enforcement agencysets standards for what is important to his or herorganization. As a result, when recruitment andretention are important to the agency executive,they are attended to by the organization. Well-organized recruitment processes provide numer-ous benefits. Applicants can see when an agencyis professional because the selection process iswell organized, timely and communicates interestin the potential employee. Candidates talk to oneanother about their experiences, and where thehiring process is positive an agency�s image isenhanced.

Selecting the best possible recruiters also demon-strates the value an agency places on recruiting.


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Regional ConsiderationsAll agencies can benefit by examining their recruitmentand selection programs and processes to identifyareas that may be improved. Small agencies mayimprove their initial screening process through the useof regional testing.

Experience/Resource AgenciesStatewide recruitment associations facilitate sharing ofinformation and materials.

Related Practices SeeSelecting Your Agency Recruiter, Governor’sRecruitment Award, Participation in State RecruitmentAssociation, Regional & Consolidated Testing.

Associated Costs/BudgetCosts will vary widely depending on the scope of therecruitment efforts and methods used.

ObjectiveTo provide resources and improve processes that facili-tate the recruitment effort.

StrengthsAffixes the responsibility for recruiting and hiring quali-fied personnel on the Chief/Sheriff and the executivestaff.

WeaknessesN/A

Start-up Issues/Steps to Initiate the Program:The chief/sheriff should consistently stress the priorityof recruitment throughout the organization. All employ-ees should be responsible for the recruitment effort.Any specialist(s) assigned to this function shouldensure programs include other elements of the agency.The budget must be adequate to accomplish the stat-ed goals.

Variables/Alterations for Department SizeSmaller agencies must be creative in finding fundingsources and resources (e.g., grants, engaging in coop-erative ventures with other agencies, and seeking mar-keting assistance).


Selecting Your Agency Recruiter

• Understands the organization’s structure, cul-ture, and policing style

The recruiter must be capable of engagingapplicants in conversation to gather the infor-mation needed to make informed decisions.Because the recruiter must match the goals ofpotential applicants to the organization�sneeds, he or she must be able to assess theapplicant�s commitment to the agency. By cre-ating clear, positive criteria for recruiter selec-tion, agencies will increase recruitment ratesand retention and reduce replacement costs.

Executive SummaryLaw enforcement recruitment is a vital func-tion, yet many agencies staff the position with-out considering the impact to the community,the organization, or the law enforcement pro-fession. The recruiter must be a model of thetype of officer the agency hopes to attract.

Law enforcement agencies should establish aset of positive selection criteria for recruitmentpositions. These criteria might include:

• Reflects the diversity of the community

• Models community service

Experience/Resource AgenciesMarketing consultants; other agencies with establishedrecruiting programs.

Related PracticesSee: Facilitating the Recruitment Process

Associated Costs/BudgetIncreased costs include recruiter salary/benefits andsupport staff for the recruitment process.

ObjectiveTo select personnel best suited to meet agency recruit-ment goals.

StrengthsCompetent, energetic recruiters have the potential togreatly increase the success of recruitment programs.

WeaknessesAgencies may not have the resources to assign a full-time recruiter or may not be able to select the mostqualified recruiter.

Start-up Issues/Steps to Initiate the ProgramIdentify resources, including financial support; establishchain-of-command; ensure flexibility of schedules andoperations; establish a suitable work area; obtain sup-port staff; alert department staff and emphasize sup-port; monitor the program.

Variables/Alterations for Department SizeSmaller departments may consider contracting with amarketing specialist or firm, assigning an employeepart-time, or forming a consortium to share resourceswith other agencies in the area.

Regional ConsiderationsAre there colleges or military bases in the area? Is theunemployment rate high or low? What is the area’scost of living? Is a regional consortium feasible? Is out-of-area testing an option?

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peace officer recruitment and hiring cam-paigns. This can increase cooperation andcoordination among the law enforcement entityand the HR.

Use of a PIO provides opportunity for bal-anced reporting of policing that enhances theimage of law enforcement. For example, sto-ries on local programs, DARE, SoberGraduation, Search and Rescue Teams, specialtask forces, and mutual aid are excellentopportunities for furthering the recruitmenteffort. People are more inclined to have inter-est in law enforcement and be able to influenceothers who are considering job opportunitieswhen they read or hear about interesting, posi-tive stories concerning the profession.

Use of the Public Information Officer (PIO)

Executive SummaryA public information officer can have a signifi-cant impact on an agency�s recruitment effort.Properly supported through training, introduc-tion to marketing methods and recruitmentstrategies, the PIO can be made a cost-effec-tive element of the agency recruiting team.With training in how to develop media sourcesbeyond the contracts initiated by the press, thePIO can leverage opportunities for gettingagency needs more widely communicated tothe community.

A PIO knowledgeable of the work of recruiterscan seize opportunities to expand human-inter-est stories to explain agency needs, goals, andevents that further recruitment. The PIO canassist the human resources (HR) entity instretching its advertising budget related to

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Regional ConsiderationsAgencies within a common recruiting area might bene-fit from joint efforts.

Experience/Resource AgenciesMany agencies have a PIO: LAPD and Contra CostaCounty Sheriff’s Department.

Related PracticesSee: Marketing Best Practices

Associated Costs/BudgetIf the position is new, there are salary, benefits, trainingand advertising costs; however, there is minimal costbeyond funding the position(s).

ObjectiveTo use the public information function of the localagency to enhance recruiting efforts.

StrengthsPositively influences public opinion, enhances publicimage of the profession and spurs recruiting.

WeaknessesN/A

Start-up Issues/Steps to Initiate the ProgramSelect Public Information Officer and define responsi-bilities; identify the sources that can be useful in pro-viding information to the public; develop policy; directlyinvolve the PIO with the recruiter(s); encourage mem-bers of the agency to notify the PIO of human-interestitems and other matters of interest to the community.

Variables/ Alterations for Department SizeWhen resources are limited, all members of the agencyare potentially PIOs. However, at least one personshould have the primary responsibility for coordinatingthe release of information.



Partnering with the Military

ship with the military can increase the effec-tiveness of an agency�s recruitment effort,allowing agency recruiter(s) to experience sig-nificant training, networking and technologicalimprovements.

Many branches of the military are willing andable to team with local law enforcement toshare training concepts and provide directionand, in some cases, provide support in theoperations of law enforcement recruiting.

Executive SummaryMost branches of the military have experi-enced peaks and valleys related to recruitmentand retention cycles. Many of the recruitingpractices the military has engaged in are basedon significant research, marketing and use oftechnology recommended by professionals.Law enforcement is generally seeking potentialemployees from the same candidate pool thatthe military recruits from. The military, how-ever, has considerably more resources to applyto its efforts. Therefore, developing a partner-

Experience/Resource Agencies California Highway Patrol, Los Angeles PoliceDepartment, San Diego Police Department.

Related PracticesSee: Creating Future Recruitment Pools

Associated Costs/BudgetCosts will vary depending on the extent of commitmentto the partnership and the exposure an agency is seek-ing.

ObjectiveTo enhance local recruitment efforts through partner-ships with the military.

StrengthsProvides strategies that have been successful for thevarious branches of the military for agency considera-tion.

WeaknessesMay involve significant additional resources; requiresemployee time to network with military recruitment per-sonnel.

Start-up Issues/Steps to Initiate the ProgramEvaluate military recruitment practices to determineorganizational potential; determine level of supportrequired with participating military organizations; identi-fy resource requirements and budgetary needs.

Variables/Alterations for Department SizeLarger agencies may consider establishing partner-ships with several branches of the military. Smalleragencies may choose to establish a regional groupcomposed of other local agencies to share the con-nection to military recruitment personnel.

Regional ConsiderationsN/A

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Partnerships with academic institutions can bevaluable to an agency in many ways beyond itsrecruitment needs. For example, agencies thattangibly support education for their employeesby partnering with these institutions may enjoyadditional respect from the public.

Partnering with Academic Institutions

Executive SummaryThe law enforcement profession is diverse andcomplex. As a result, a strong academic back-ground and continued post-secondary educa-tion have become increasingly important.Colleges and universities can provide valuableresources to facilitate employee growth withinthe agency as well as identify potential candi-dates for future agency needs. Agencies shouldrecognize this value and provide support topotential law enforcement candidates andemployees who seek opportunity for self-improvement.

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Regional ConsiderationsRural agencies will likely have fewer local academicinstitutions. They may need to extend the partnershipto urban academic institutions, or promote distance-learning opportunities.

Experience/Resource AgenciesExamine best practices of other agencies.

Related PracticesSee: Agency Websites for Recruitment and Utilizingthe POST Website for Recruitment.

Associated Costs/BudgetStaffing costs; promotional materials; travel expenses;exhibit/display boards; cost of employee incentives.

ObjectiveTo develop successful partnerships with colleges anduniversities.

StrengthsSeeks to increase the number of college-educatedemployees; candidates can be introduced to anagency and the selection process at an early stage oftheir educational pursuit; provides current officersincentives and opportunity for further education anddevelopment.

WeaknessesCompetition may be high for these potential candi-dates; viability of candidates cannot be initially deter-mined.

Start-up Issues/Steps to Initiate the ProgramIdentify the scope of agency involvement; determinepersonnel needs and cost to agency; select academicinstitutions; determine the means to reach and selectstudents; assess incentives for employees who pursueadditional education.

Variables/Alterations for Department SizeSmaller agencies may join with other agencies toorganize and implement successful partnerships.



Inter-Agency Referral Processes

agency would benefit both the applicant andthe law enforcement community. Developmentof a list of hiring qualifications would enhancethe ability of agencies to refer applicants topotential employers. Posting the list on theInternet would also allow easy access for bothapplicants and recruiters. The expense individ-ual agencies would incur would be minimal,and the return on investment could be signifi-cant. Using the POST Website and workingwith the newly formed Law EnforcementRecruitment Association of California couldassist in accomplishing this objective.

Executive SummaryMinimum hiring qualifications can differamong law enforcement agencies. Applicantsinterested in a law enforcement career mayneed guidance in making informed decisionsabout their best agency fit. Recruiters armedwith this information are able to assess theapplicant�s interests, objectives and qualifica-tions. Where the recruiter determines the fit forhis or her employer is right, the applicant ispursued for employment with the agency. Insituations where the recruiter determines theapplicant�s interests and qualifications are bet-ter suited for another agency, the applicant canbe referred.

Recruiters with the ability to easily provideinformation and refer applicants to another

Experience/Resource AgenciesThe CHP has begun to develop a list of contact infor-mation for agencies that are currently hiring.

Related PracticesSee: State Recruiters’ Association Participation;Conduct Regional Testing/Agency Cooperation;Facilitating the Recruitment Process.

Associated Costs/BudgetMinimal costs are involved to obtain and disseminateinformation.

ObjectiveTo develop an applicant referral system amongCalifornia law enforcement agencies.

StrengthsAfter identifying applicant interests and goals, helpsrecruiter guide candidates in identifying agency oppor-tunities; agency retains applicants who are identifiedas meeting agency needs; helps recruiters to referapplicants to other agencies.

WeaknessesN/A

Start-up Issues/Steps to Initiate the ProgramIdentify recruitment information about other Californialaw enforcement agencies; compile data by region anddisseminate to other agency recruiters (possiblythrough Recruitment Association); use POST Websiteto obtain information (i.e., Peace Officer EmploymentData and links to other agencies).

Variables/Alterations for Department SizeN/A

Regional ConsiderationsUsually easier to work collaboratively and network withlocal agencies to learn their needs and recruitingobjectives.

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Once marketing efforts attract qualified appli-cants to a career in law enforcement, agenciesneed a method to efficiently move potentialofficers through the testing process. A collabo-rative effort to eliminate redundant testingcombined with a shared database of pertinentinformation has the potential to keep qualifiedcandidates from moving into other careerfields with less daunting hiring processes.

Conduct Regional Testing/Agency Cooperation

Executive SummaryAlthough there is admittedly strong competi-tion among law enforcement agencies for qual-ified applicants, the predominant reason for thecurrent limited applicant pool is the competi-tive labor environment created by private sec-tor salaries and employment opportunities. Inorder to attract and retain qualified applicants,law enforcement must become more accom-modating and user-friendly in its hiringprocess.

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Regional ConsiderationsTest dates by region and within a region may need tobe rotated. Regional agencies must agree on commonentry-level testing instruments.

Experience/Resource Agencies South Bay Regional Training Center, Foster City PoliceDepartment, and Contra Costa County have imple-mented some form of regional testing.

Related PracticesSee: Marketing and Use of Technology

Associated Costs/BudgetPotential personnel cost savings through use of region-al proctoring. Testing costs could potentially be sharedwith local college-based academy presenters resultingin further savings.

ObjectiveTo create regional applicant testing and a regionaldatabase of tested applicants.

StrengthsPrevents loss of applicants due to lengthy testing/hir-ing process; POST standardized tests provide valida-tion needed by human resources agencies; one-stoptesting for agencies and applicants; reduces individualagency costs.

WeaknessesLack of agency specificity in the application process;reduced number of test dates and sites; difficulty iden-tifying equitable cost sharing for the testing process;agencies quicker in processing candidates are general-ly quicker in making a job offer.

Start-up Issues/Steps to Initiate the ProgramDevelop a testing process; develop a proctoring team;obtain agreement (MOA) from law enforcement agen-cies regionally to accept standard POST testingprocess; develop a statewide applicant database sup-ported by POST.

Variables/Alterations for Department SizeLarge agencies with higher recruitment demands maychoose to augment the regional testing process.Smaller agencies can increase access to more appli-cants through participation in consolidated testing.



State Recruiters’ Association Participation

hiring of quality law enforcement employees.It also promotes opportunities for sharingresources where practical and for performingrecruitment activities on a larger scale.

Executive SummaryTraditionally, recruiters and recruitment per-sonnel have shared ideas and best practices atinformal seminars or by telephone and e-mail.Participation in a formal recruitment associa-tion allows for a more efficient means of shar-ing information to promote the selection and

Related PracticesSee: Attracting and Retaining Staff.

Associated Costs/BudgetCosts could be significant depending on agency sizeand extent of participation. Potential costs includemembership dues, conference registration, travelexpenses, and implementation of practices learned byparticipants.

ObjectiveTo encourage participation in a recruitment association.

StrengthsPromotes the creative development and exchange ofrecruitment practices; provides training opportunitiesfor recruitment personnel and government officials.

WeaknessesDetracts from the primary assignment; requires timeand financial commitment.

Start-up Issues/Steps to Initiate the Program:Identify a suitable association; secure funding; com-plete the application process.

Variables/Alterations for Department SizeThe number of participants may vary by agency sizeand need.

Regional ConsiderationsTravel may be necessary to attend meetings and train-ing.

Experience/Resource AgenciesN/A

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any agencies need an immediate responseto the difficulties in law enforcement recruit-ment. However, the best way to ensure thatcritical shortages do not occur is for everyagency to anticipate its needs and plan for thefuture. During the research for this project, wediscovered many departments are unable toprovide an "in the moment snapshot" of vacan-cy rates, as explained in Identifying AttritionTrends.

Agency staff responsible for the hiring, selec-tion, and training of potential employees canbe much better prepared to accurately antici-pate their resource and budgetary needs byhaving statistical data available. These data sta-tistics include the number of personnel leavingthe agency annually, unanticipated resigna-tions, and the failure rate for academy trainingand probation.

Identifying attrition trends within an organiza-tion is only one consideration for the future. Itis just as important to evaluate current hiringand selection processes. Examples of thisinclude reviewing the current practices from alegal perspective and identifying where testingprocedures might be streamlined or expeditedto process candidates more efficiently.

With this section, best practices in long-termplanning and budgeting are presented for con-

SECTION TWO:Budgeting and Long Term Planning

M sideration. Adapted to your own agency objec-tives, they can provide an outline for futureplanning processes. Because budgeting is soimportant to your success, this section containsgeneral guidelines for estimating likely costsrelated to the recruitment, marketing, andselection processes.

This section concludes with suggestions forthose who may need to supplement their budg-et to achieve recruitment goals, in the bestpractices entitled Alternative Funding Sourcesand Corporate and Foundation Sponsorship.


Identifying Attrition Trends

Executive SummaryTraditional assumptions about why personnelresign may be inaccurate. By identifying attri-tion trends, agencies can remove factorsknown to cause employees to leave. Increasedemployee retention results in lower recruitmentcosts.

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Regional ConsiderationsEach agency must consider the regional geographic,demographic, and economic issues that impact peaceofficer recruitment (e.g., housing, transportation, enter-tainment, and leisure activities).

Experience/Resource AgenciesRecruitment associations.

Related PracticesSee: Creating the Future Recruiting Pool andAttracting and Retaining Staff.

Associated Costs/BudgetParticipation in professional development activities;necessary technical training.

ObjectiveTo identify attrition trends in order to anticipate futurerecruitment and testing needs.

StrengthsAllows the agency to identify conditions that contributeto higher attrition rates; allows creation of a moreattractive working environment; allows the agency toplan for staffing needs.

WeaknessesIn some cases, may require developing cooperativeworking relationships that have not previously existed.

Start-up Issues/Steps to Initiate the ProgramIdentify trends; establish networks with public agen-cies that maintain population, development, and demo-graphic information; join statewide/regional recruitingassociations; assess city/county management of therecruiting, selection, and hiring processes; establishbudget.

Variables/Alterations for Department SizeThe less involved the agency has been in the recruit-ment process, the more effort will be needed to identi-fy and forecast attrition trends.

SECTION TWO: Budgeting and Long Term Planning


Creating the Future Recruiting Pool

to this issue is to plan for the future by "grow-ing your own" potential candidate reservoir.

In order to be successful in breaking down bar-riers between law enforcement and emergingcommunities, agencies should reach out to theyouth of these communities. This often has adramatic effect. Providing youth programs cancreate positive experiences for young people inrelating to law enforcement, and may inspireparticipants to consider the possibility of a lawenforcement career. Youth programs such aslaw enforcement explorer scouts, athleticleagues, and cadet programs have been sourcesfrom which law enforcement officers havebeen drawn. Reserve officer programs havealso enjoyed success as a means for recruitingand hiring full-time law enforcement officers.However, agencies should recognize that theseare long-term commitments that can take yearsto reap the first recruit.

Executive SummaryDeveloping and supporting youth-related activ-ities has a long, positive history for lawenforcement. These activities promote goodcitizenship and provide the opportunity toinspire local young people to consider a lawenforcement career. Volunteers who work withlaw enforcement provide direct support andserve as emissaries to the community. Thisalso creates opportunities for them to providepositive impetus to potential law enforcementcandidates.

In addition, most agencies acknowledge thevalue of a workforce that mirrors the commu-nity that is served. With the recent increases inethnically diverse populations throughout thestate, many agencies have seen concurrentincreases in the diversity of the communitiesthey serve. These agencies often have difficul-ty reaching out to these emerging communitiesto address their needs. One way of responding

be performed; address potential legal issues (e.g., holdharmless and other contracts and agreements).

Variables/ Alterations for Department SizeLarger agencies should consider establishing partnershipswith local youth agencies; youth volunteer programs maybe a valuable resource for smaller agencies, but creation ofa youth academy may be labor-intensive and cost prohibitive.

Regional Considerations N/A Experience/Resource AgenciesA variety of programs are in effect; consult other agen-cies with established programs.

Related PracticesSee: Non-Sworn Employees; Volunteers; PoliceCadets; Magnet Schools; Interns/Student Workers;Explorer Scout Programs.

Associated Costs/BudgetCosts will vary depending on the number of programsoffered. Whenever possible, seek funding from com-munity sources, such as the local Chamber ofCommerce, service clubs, schools, and fundraisers.

ObjectiveTo enhance local recruitment efforts using youth andcitizen volunteer programs.

StrengthsAgencies can assess the skills and interests of particu-lar individuals; youth programs offer constructiveopportunities for young people and gains them expo-sure to law enforcement; volunteer based programsdevelop positive relationships.

WeaknessesResource demand can be significant; there is no guar-antee that participants will pursue a career in lawenforcement; volunteers need to feel value in the timethey commit to a program

Start-up Issues/Steps to Initiate the ProgramDefine program(s) objectives; determine resourcerequirements; identify funding needs; develop potentialpartnerships (e.g., local organizations, schools, col-leges) develop training required for the participants;determine appropriate oversight and coordinationresponsibilities; identify location(s) where activities will

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recruitment effort in terms of the demonstratedperformance of the applicants hired.

An effective assessment process will allow anagency to seek candidates possessing the rightcombination of skills and attitudes. Whiletraining is quite proficient in teaching skillsets, there has been no demonstrated success inteaching attitude. A focus on assessment willserve to reduce the risk of a "mismatch" priorto an offer of employment and create anexpectation that the candidate is "the right fit"early in the process.

Assessing Your Success/Evaluation Processes

Executive SummaryAlong with the considerable challenges facinglaw enforcement agencies in attracting quali-fied applicants, there is the additional concernof finding the candidate who is "the perfect fit"for a particular community or jurisdiction. Thesuccess or failure of a recruitment programcannot be measured solely by the number ofapplicants hired by the agency. The processitself becomes meaningless unless the outcomeis the hiring and retention of a motivated andproductive employee who embraces theagency�s philosophy of service delivery.Consequently, it is in the agency�s best interestto develop measures by which to evaluate the

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Regional ConsiderationsNot applicable unless agencies in a particular regionshare common recruitment strategies and personnelneeds.

Experience/Resource Agencies No extensive research data available. May be desirableto collaborate with agencies of similar size servingcommunities with similar demographic data, communityneeds and crime patterns. Partnerships with local edu-cational institutions may also be of benefit.

Related PracticesN/A

Associated Costs/BudgetUsually nominal. Largest investment will likely be staffresources for the development of the evaluation crite-ria, with additional costs possible if an outside consult-ant is employed.

ObjectiveTo identify criteria by which an agency may realisticallyevaluate the success of its recruitment program.

StrengthsAllows the agency to compare results with intendedgoals and objectives; identifies areas where the organi-zation may choose to modify its recruitment strategies.Ultimately, the process should be of significant value inidentifying the candidate most likely to fit agencyneeds.

WeaknessesMay be difficult to measure the "success" of a particu-lar recruitment program in view of the multi-dimensionalnature of the work; may be necessary to establish avery subjective standard to determine the tenurerequired for a new employee to be considered suc-cessful. Measurements of success will vary widelyamong different agencies.

Start-up Issues/Steps to Initiate the ProgramDevelop specific recruitment goals and objectivesreflective of agency personnel needs; develop a profileof the successful officer, characterized by desirableperformance standards, and applicable to specificcareer milestones.

Variables/Alterations for Department SizeAny evaluation of a recruitment program will by neces-sity be highly individualized and patterned to agencyneeds and resources.



Expedited Testing

provides the administering law enforcementagency with an opportunity to meet its hiringgoals in a more timely fashion.

Executive SummaryIn a competitive job market, law enforcementagencies with streamlined testing and hiringprocesses can more quickly make job offers toapplicants. This provides agencies with anopportunity to attract and retain highly quali-fied candidates throughout the examinationprocess. The expedited testing process also

Regional ConsiderationsSmaller agencies may find benefit in working collabora-tively with neighboring agencies. Though there may becompetition for shared candidates, it is the sharing ofcosts and resources that may promote economy with-out significant loss of candidates for any participant.

Experience/Resource AgenciesThe California Highway Patrol conducts a consolidatedtesting process over a two-day period. The FremontPolice Department conducts "fast-track" testing thatenables an examination to be administered at any time.

Related PracticesSee: Conduct Regional Testing/Agency Cooperation.

Associated Costs/BudgetIncreased costs related to administering more frequenttests.

ObjectiveTo establish guidelines for streamlining the testingprocess for peace officers to enable agencies to regu-larly and quickly test candidates.

StrengthsExpedites testing of candidates; improves an agency’sability to address immediate personnel needs; providesflexibility by allowing testing of candidates anytime;reduces loss of candidates to other agencies withquicker testing and turnaround time for results; enablesagencies to accommodate out of state participants.

WeaknessesRequires cooperation with other city/county entities,will impact staffing and increase costs related to fre-quent testing.

Start-up Issues/Steps to Initiate the ProgramAssess the need and value of an expedited selectiontesting process; working with the Human Resourcesentity, develop an expedited selection testing process;determine administration responsibilities and relatedlogistical issues; develop budget plan to address theincreased testing.

Variables/Alterations for Department SizeAn expedited testing process can benefit agencies ofany size. Logistics of the testing process and the num-ber of candidates will vary depending on the size ofthe agency, but the overall concept remains the same.

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access to an agency legal advisor when theyencounter issues that require timely advice.Every effort should be made to work collabo-ratively with the agency human resources enti-ty to minimize possible areas of liability.

Review of Sound Hiring Practices

Executive SummaryThere are numerous legal issues involved inthe selection and hiring of new officers.Agencies must continuously ensure thatemployees involved in the process receivetraining about the legal implications of theirduties and responsibilities. They must have

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Experience/Resource AgenciesAgency legal counsel; contact agencies that have con-ducted such reviews.


Associated Costs/BudgetCosts associated with legal review, legal updates andtraining.

ObjectiveTo comply with the legal requirements associated withhiring practices.

StrengthsAvoids civil liability related to failures to meet the legalrequirements of hiring employees; promotes under-standing between the agency and its human resourcesentity; keeps employees involved in the processapprised of changes in hiring practices and applicablelaws.

WeaknessesSometimes complicated; involves the need for training;may require communication with an agency legal advi-sor.

Start-up Issues/Steps to Initiate the Program:Gather applicable laws and regulations; identify areasof potential liability; provide training to new supervisorsand recruiting staff; disseminate information bulletins.

Variables/ Alterations for Department SizeN/A



Governor’s Award for Recruitment

ment. The conception of the State Governor�sAward is a result of efforts to support signifi-cant recruiting accomplishments. The awardshould be used to recognize significant effortsin law enforcement recruiting in the State ofCalifornia.

Executive SummaryEffective recruiting is critical to law enforce-ment and its need to ensure public confidence.However, attracting individuals to the profes-sion and selecting the most qualified candi-dates is a growing challenge for many lawenforcement organizations.

As a result of current recruitment difficulties, itis necessary to become more creative and for-ward thinking in the area of personnel recruit-

Experience/Resource AgenciesPOST Commission Governor’s Award criteria; LERAC

Related PracticesSee: Facilitating the Recruitment Process; StateRecruiters’ Association Participation.

Associated Costs/BudgetMinimal; staff time to prepare application and recom-mendation report.

ObjectiveTo create an award to encourage professionalism inlaw enforcement recruiting.

StrengthsPromotes attention to and formal leadership of theeffort to increase the pool of law enforcement candi-dates; encourages the further development of profes-sionalism in law enforcement.

WeaknessesThe effort of smaller agencies may be less visible in theeffort to improve recruitment.

Start-up Issues/Steps to Initiate the ProgramThrough the POST Commission’s Advisory Committee,draft specific background, purpose statements, andcriteria for nomination; consider use of state resolu-tions and/or proclamations; set up the LawEnforcement Recruitment Association of California(LERAC) as a recommending body.

Variables/Alterations for Department SizeInclude all California law enforcement and relatedagencies (i.e., specialized, academies).

Regional ConsiderationsSmaller agencies may be less visible as nominees;however, LERAC participation should minimize thisrisk.

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order to implement this strategy, agencies needto be prepared to travel out of state to performrecruitment activities and conduct backgroundinvestigations. Planning for this approachrequires budgetary support.

Out of State Recruitment and Background Investigations

Executive SummaryCalifornia law enforcement has long enjoyed areputation for being progressive and innova-tive. However, economic prosperity and signif-icant events in recent years have led to areduction in the pool of qualified law enforce-ment applicants. One way to increase the poolof qualified candidates is to broaden the searchby recruiting candidates from out of state. In

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Regional ConsiderationsAgencies may consider forming partnerships to reducethe cost of out of state recruitment.

Experience/Resource AgenciesLos Angeles Police Department and Santa RosaPolice Department have done out of state recruiting.

Related PracticesSee: Identifying Attrition Trends, Promotional andMedia Materials, Recruitment and Travel Expenses.

Associated Costs/BudgetCosts will vary greatly depending on size of agency,hiring trends, and frequency of out of state travel.

ObjectiveTo budget sufficient funds to recruit and conduct back-ground investigations out of state.

StrengthsPotentially increases the pool of qualified applicants;may contribute fresh ideas for local implementationand increased diversity to law enforcement agencies;provides assurance of thorough background investiga-tions.

WeaknessesRequires additional time, travel and money for recruit-ing and background investigation trips; the per capitacost of recruiting and investigating is significantlygreater.

Start-up Issues/Steps to Initiate the ProgramIdentify areas that would most likely yield qualified can-didates; identify the desired method of recruiting out ofstate (publications, travel to events, etc.); determinecosts of recruiting and conducting background investi-gations out of state.

Variables/Alterations for Department SizeThe need to recruit out of state is influenced by agencysize, availability of desirable candidates, and sufficiencyof funds for these activities.



Research and Data Analysis

to the way it does business and must be on thecutting edge in the study of the target pool ofemployees and the "selling" of the profession.In sum, law enforcement personnel mustdevelop the capabilities of research scientistsand sociologists in anticipating trends asopposed to reacting to them.

Executive SummaryEmployment trend information suggests thatthe current recruiting dilemma will be with lawenforcement for some time. Fewer candidatesin the employment pool, competition from pri-vate industry and technology for skilledemployees, and the reported implications ofGeneration "X" and "Y" workers will continueto be challenges. As a result, the professionmust be prepared to make permanent changes


Experience/Resource AgenciesMany agencies have developed survey methods andmarketing research. Many governmental and businessmarketing periodicals are excellent sources for futuretrends.

Related PracticesSee: Long Term Planning & Retention related BestPractices

Associated Costs/BudgetCosts for forms, surveys, and periodicals should beminimal.

ObjectiveTo use marketing and data collection techniques thatprovides long term, continuous candidate demograph-ics for marketing.

StrengthsProvides a consistent, scientific approach to therecruiting effort; defines needs and anticipates eco-nomic and demographic factors; puts agency officialsin touch with the characteristics of the candidate pool;helps employee retention by identifying employee andcandidate issues.

WeaknessesTrends can be misinterpreted; over reliance on datasurveys can obscure real issues; some factors cannotbe anticipated; staff may not be skilled in analyzingworkforce demographics.

Start-up Issues/Steps to Initiate the ProgramDevelop surveys; survey during the testing process todetermine how candidates learned of the test, howthey perceive the agency, and why they are applyingfor law enforcement; identify successful candidatesand gather biographical information on their interests,values, and goals; conduct comprehensive exit inter-views; subscribe to periodicals or services which pro-vide future economic and employment predictions.

Variables/Alterations for Department SizeAnalysis and projections will be just as valid for smalleragencies, but may be on a smaller scale.

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can assist in development of a plan and coordi-nation of the hiring effort. The results of thisprocess can assist the agency in developing anannual plan that includes a budget coveringelements of the recruitment plan that will yieldthe best return on investment.

General Budgetary Considerations

Executive SummaryAgencies should plan the means to promotestable, consistent hiring of employees. Patternsof attrition and other external influencesshould be evaluated, and examination of thecosts related to recruitment, testing, back-ground investigations and hiring should be cal-culated. An agency�s human resources entity

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Regional ConsiderationsRegional competition for candidates may be strongerin some areas, but there are also potential collaborativeopportunities with other agencies.

Experience/Resource AgenciesAgencies should collaborate with their humanresources entity; consider participation in a regional orstatewide recruitment association.

Related PracticesSee: Identifying Attrition Trends; Recruitment andTravel Expenses.

Associated Costs/BudgetIncreased costs include funding for travel, out of areabackground checks, and promotional campaigns.

ObjectiveTo ensure consistent funding to meet hiring needs.

StrengthsRequires a plan to support the recruiting objectives ofthe agency and justify the budgetary needs; providesfor consistency in the recruiting effort; reduces theneed to draw from other budgetary sources to supportrecruiting

WeaknessesDuring periods when recruiting requires less effort,there is temptation to reallocate these budgetaryfunds.

Start-up Issues/Steps to Initiate the ProgramProject long-term hiring needs based on retirementpatterns and agency growth; assess other hiring, attri-tion and retention issues; develop a budgetary planthat factors in associated costs of recruiting to meetagency-identified hiring objectives.

Variables/Alterations for Department SizeAgency size is relative to the amount of budgetary sup-port; the strength and type of local economy influencesthe availability of funds; small agencies with a relativelystatic economic base typically need to be creative toobtain alternative funding sources.



Recruitment and Travel Expenses

hiring costs based on those needs. Sufficientsupport staff and equipment also need to beincluded in the long-term budget.

Executive SummaryAgencies need to include in their long-termplanning the funding necessary for recruiting,selection, hiring and retention. Efforts need tobe made to conduct trend analyses for hiringneeds and to project out recruiting, testing and

Experience/Resource Agencies Seek out those with long-term planning and budgetingexperience as well as expertise in trend analysis rela-tive to population growth, demographics, and attritionand retention.

Related PracticesSee: General Budgetary Considerations; Analysis andBudget Preparation.

Associated Costs/BudgetWill vary based on departmental need for media andadvertising efforts and recruitment travel.

ObjectiveTo ensure funding for a dedicated recruitment and trav-el budget.

StrengthsEnsures that funding is available when needed; keepsagencies from a crisis response to hiring needs thatcan result in inconsistent and unsuccessful applicationof recruitment and hiring strategies.

WeaknessesRequires effort to plan for the long term; requires edu-cating policy makers of the need for spending duringtimes of fiscal restraint.

Start-up Issues/ Steps to Initiate the ProgramProject long-term hiring needs based on potentialretirement, agency growth, grant funding, other attritionand retention issues; factor in associated costs ofrecruiting, selecting and hiring; produce justificationsfor the need.

Variables/Alterations for Department SizeLong term planning is essential for all agencies.


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enough pool of candidates to address presentand future needs. Consequently, agenciesshould consider budgeting for media, market-ing, and promotional items to meet staffingdemands.

Promotional and Media Materials

Executive SummaryIn recent years the strong economy, low unem-ployment rate, and availability of jobs haveforced many law enforcement agencies toactively market positions. In most cases, theuse of free public service announcements hasproven unsuccessful in reaching a large

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Regional ConsiderationsOutside resources may be more readily available nearurban centers.

Experience/Resource AgenciesLAPD; LASD; CHP.

Related PracticesSee: Marketing-related best practices.

Associated Costs/BudgetProduction costs for media (e.g. the cost of renting bill-board space does not include the cost to create thedesign). Community volunteerism and/or corporatedonations may offset some costs.

ObjectiveTo budget for sufficient media, advertising, and promo-tional materials to meet agency recruitment needs.

StrengthsHelps ensure sufficient funds are identified and setaside for consistent, long-term recruiting; long-termstrategies may save money.

WeaknessesLine item budgets for specific media, advertising, andpromotional material may not provide flexibility to meetrecruitment needs; short-term costs may seem exces-sive relative to short-term successes.

Start-up Issues/Steps to Initiate the ProgramDevelop a recruitment plan; develop a marketing planbased on focus groups and research; hire or obtainpro bono services of an advertising or marketing firm.

Variables/Alterations for Department SizeAgencies that need to fill large numbers of vacanciesmay find this practice beneficial.



Offering Recruitment Incentives

tives to encourage recruiting for many years.Common incentives include "finders� fees,"additional vacation days, use of a take-homevehicle, recruitment bonuses, gifts, awards,medals, etc. The types of incentives and fund-ing sources are only limited by the imaginationof the agency.

Executive SummaryLaw enforcement recruiting is a critical func-tion in modern day policing and has becomeincreasingly challenging in recent years. Theuse of incentives to encourage successfulrecruitment efforts, although not widely usedin law enforcement, is not a new professionalstrategy. For example, corporations and themilitary have been successfully using incen-

Experience/Resource AgenciesThe Los Angeles Police Department provides $200.00"finders’ fees" to city employees who recruit candi-dates that enter the academy. The California HighwayPatrol provides additional days off for successfulrecruitment efforts.

Related PracticesSee: Long Term Planning and Retention BestPractices.

Associated Costs/BudgetAssociated costs will vary depending on the incentiveestablished. Some incentives require hard cost alloca-tion; others are entirely soft costs.

ObjectiveTo provide incentives to encourage and support suc-cessful recruitment efforts.

StrengthsEncourages initiative and commitment to recruitingquality law enforcement candidates; enhances aware-ness of the importance of recruiting quality candidates.

WeaknessesCollaborative efforts could be weakened; possibility ofnegative competition.

Start-up Issues/Steps to Initiate the ProgramDraft specific "Background" and "Purpose" for incen-tives; determine criteria for award and process of dis-tribution; ensure employees appreciate the spirit inwhich the program is intended.

Variables/Alterations for Department SizeMay vary depending on local resources.


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training those employees. Consequently, theagency needs to be prepared to budget not justfor the positions but for the process that fillsthose positions. In addition, to reduce crisis-producing fluctuations in hiring, agenciesshould analyze trends impacting those areas inorder to smoothly and effectively respond.This will help maintain an appropriate candi-date flow to meet agency needs.

Analysis and Budget Preparation

Executive SummaryThe crisis in recent years in hiring and retain-ing law enforcement personnel has made itabundantly clear that it is important to monitorinternal and external trends that impact theneed for increased or decreased hiring.Agencies must budget for funds to respond tothose needs. While most agencies budget forthe increase or decrease in positions, theyoften fail to respond to the concurrent need toincrease or decrease recruiting, selecting and

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Experience/Resource AgenciesConsult organizations with experience in budgeting,trend analysis, and lobbying for funding.

Related PracticesSee: General Budget Considerations.

Associated Costs/BudgetResources to conduct analyses; funding for personnelto develop tracking systems, maintain the information,conduct analyses and prepare budget needs assess-ment prior to budgeting process.

ObjectiveTo ensure that the agency recruitment and selectionbudget produces a candidate flow sufficient to fillvacancies as agency needs fluctuate.

StrengthsGuarantees that funding is available as agency needschange; reduces crisis response to peaks and valleysin hiring.

WeaknessesRequires continuous analysis and monitoring of vari-ables to maintain appropriate funding requests.

Start-up Issues/Steps to Initiate the ProgramEstablish systems to track and monitor attrition trends,agency growth need trends, future policing needs,impact of potential/actual legislation on hiring issues,political environment and economy, and unemploymenttrends.

Variables/Alterations for Department SizeBudget processes differ from agency to agency.Political climate and support by City/County politiciansand leaders impacts the ability of agencies to obtainnecessary funding. Agencies with larger fluctuations inattrition and vacancies from year to year may find thisbudgeting practice more useful.



Alternative Funding Sources

The ability of agencies to obtain alternativefunding demonstrates a commitment to theiremployees to give them the tools they need tobe effective. It also translates into valuingemployees by responding to needs that make adifference in serving the community. This hasimplications for agency recruitment and reten-tion through display of a supportive work envi-ronment

Executive SummaryThe funding requirements of law enforcementagencies, regardless of size, are challenging.Many successful practices developed by lawenforcement began with a vision of improvingthe ability of employees to be effective; how-ever, they were usually initiated without budg-etary support. Programs to enhance the avail-ability and use of crime data, improveresponse to community-based needs, andexpand agency access to technology beganoutside of the budget process. Whetherthrough public and private grants, serviceclubs, or community support groups and busi-nesses, agencies found the financial supportthat was needed.

Experience/Resource AgenciesMany agencies have implemented variations of thispractice. Many state and federal grants require collab-oration.

Related PracticesSee: General Budgetary Considerations, Analysis andBudget Preparation.

Associated Costs/BudgetCost will vary depending on resources committed.

ObjectiveTo identify alternative funding sources to enhance theagency work environment.

StrengthsMay increase community partnerships; encouragescreativity in exploring public and private funding possi-bilities; may motivate the formation of new collaborativepartnerships.

WeaknessesPartnerships cannot be taken for granted once estab-lished; changes in direction or a partner’s fiscal statuscan have an adverse effect on agency activities; com-pletion of grant fund support may involve elimination ofprogram(s); requires accountability and administrativecontrols.

Start-up Issues/Steps to Initiate the ProgramDevelop program objectives; examine potentialsources appropriate for cultivating partnerships;assess the availability of public and private grants;seek community support.

Variables/Alterations for Department SizeWhere grants are involved, larger agencies may havegreater access to experienced grant writers.


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Community Oriented Policing (COPS) grants.Depending on the grant, law enforcementagencies can hire officers and civilians or pur-chase equipment under any one of a number ofthese COPS grants. In addition, there are anumber of state grants from specific groups ordepartments that will provide funding such asblock grants or funds provided for specificissues or problems. It is relatively easy toexplore the Internet and other sources of infor-mation to find out what grant funds are avail-able and how to go about getting them.

Acceptance of a grant by an agency should begiven careful consideration since most grantsusually require that certain obligations be metby the accepting agency.

COPS Grants for Personnel and Equipment

Executive SummaryGrant funding may be one way of obtainingadditional money to offset the costs of hiring,training and equipping new law enforcementemployees. At this time, there are numeroussources of grant funds from state, federal andother sources that can assist law enforcementin the recruiting and hiring of new personnel.Many of these grants require only a relativelyshort and simple application to obtain grantapproval and funding.

Depending on the program, grants can providesubstantial startup and long-term funding.There are grant opportunities for sworn offi-cers and deputies, civilian personnel, technolo-gy and equipment. For example, the federalDepartment of Justice offers a number of

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Experience/Resource AgenciesContact agencies currently participating in COPSgrants (numerous across the State).

Related PracticesSee: Alternative Funding Sources

Associated Costs/BudgetVaries considerably depending upon the grant.

ObjectiveTo identify and obtain supplemental funding to offsethiring and salary costs through the COPS GrantProgram

StrengthsSupplements existing agency budget in the short term.

WeaknessesSome grants require conditions that may not be suit-able for agencies; requires additional reporting anddocumentation maintenance; it appears that the avail-ability of COPS Grants may be diminishing.

Start-up Issues/Steps to Initiate the ProgramContact the Department of Justice and referenceCOPS Grants. They will provide examples and outlinesof the application process.




Corporate and Foundation Sponsorship

It is necessary to assess projected recruitmentexpectations. Sponsorships and partnershipsare very beneficial when planning specialevents, targeted advertising campaigns, seek-ing community involvement, and generating anexus for other opportunities.

Executive SummaryAllocating funds and creating a dedicatedrecruitment budget continues to pose a majorchallenge for many California law enforcementagencies. Securing corporate and/or foundationsponsorships and creating new partnershipscan alleviate some of the financial strain.However, long term planning is essential toestablishing effective collaborative measures.

Variables/Alterations for Department SizeThe size of the department may have a direct correla-tion on the amount of funds needed from corporationsor foundations.

Regional ConsiderationsRegional recruitment efforts may be supported by areacorporations. Consider if the area is known for a partic-ular industry and develop strategies to link the agencyto corporations in that industry.

Experience/Resource AgenciesCHP, LAPD

Related PracticesSee: Sponsoring Youth Activities; marketing best prac-tices.

Associated Costs/BudgetShould be limited to staff time necessary to doresearch and planning.

ObjectiveTo enhance or supplement agency recruitment budgetswith partnerships and/or corporate or foundation spon-sorships.

StrengthsProvides funding for agency recruitment programs; cre-ates a foundation for future growth; reduces impact onbudgetary considerations when negotiating funding forthe program. Alternative support may also be providedin services, including advertising space, air time, use offacilities, assistance with creating flyers or posters.

WeaknessesAnticipated length of the sponsorship is predicated onvarious issues determined within a contractual agree-ment; there is no certainty of continued funding unlessstated and included within a defining contract; alterna-tive funding sources may impact an agency’s decisionmaking ability due to involvement from an outsidesource. Consideration of public perception is criticalwhen accepting monetary donations, promotional prod-ucts or tangible materials.

Start-up Issues/Steps to Initiate the ProgramIdentify corporations or foundations that have an inter-est in law enforcement; identify persons with corporateor foundation influence who have law enforcementconnections; select beneficial sponsors that have apositive public image.

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any recruitment professionals in lawenforcement already recognize that the candi-date pool of the future may be recruited from agrowing list of alternative sources. InIdentifying Target Audiences, we explain afirst step to a successful recruitment program.Today, candidates for a law enforcement careerrange from young teens, college students, mili-tary personnel preparing for discharge, andindividuals considering a career change, toname just a few.

With the variation in agency size, regionaluniqueness, and the types of careers available,the law enforcement profession can offer anideal career opportunity to a significant num-ber of individuals willing and able to meet thechallenge. The law enforcement communityand its governmental heads must work cooper-atively to market the profession as a whole tomeet future personnel needs and reducerecruitment expenses.

In Job Fairs and Special Events, we describehow agency marketing goals can be accom-plished through increased visibility within thecommunity. By developing a marketing pro-gram and using Promotional Materials andMass Media and Regional Campaigns, a sortof "brand recognition" can also help influencejob seekers to choose a career in law enforce-ment.

SECTION THREE:Marketing and Use of Technology

M "Word of mouth" is sometimes a very effectiverecruiting and marketing tool, but it will notoccur automatically. Rather, it develops whenyou forge strong partnerships within the com-munity. One means of building these relation-ships is through the establishment of youthprograms, as described in Citizen Academies,Junior Academies and Sponsoring YouthActivities.

With a competitive labor market in the State ofCalifornia, advertising and media campaignsor offering local education programs to helpattract candidates may not extend the reach ofyour marketing campaign as far as you wouldlike. We describe the great strides during thispast decade in the Use of Technology forMarketing. This section will also present theuse of Agency Websites for Recruitment andDeveloping a Candidate Database, along withsuggestions on how e-mail and voice mail sys-tems can facilitate the recruitment and selec-tion processes.


Identifying Target Audiences

Executive SummaryDiversity is a key goal for most law enforce-ment agencies throughout the United States,one that can be achieved through targetedrecruiting. A major component of a successfulrecruitment strategy is effective marketing,which involves knowing the audience and howto attract the interest of that audience. In orderto achieve a diverse workforce, targeted mar-keting should be a standard and highly utilizedprocedure.

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Regional ConsiderationsAgencies should be aware of the makeup of their com-munities and the recruiting demographics within thesecommunities; i.e., competition from private industry; lawenforcement image within the community; problemswith the testing program that need to be reviewed.

Experience/Resource AgenciesRecruiters should rely on the experience of agenciesthat have already recruited specific target groups. Theyshould also involve community groups and targetedcommunity events

Related PracticesSee: State Recruiters’ Association Participation.

Associated Costs/BudgetTargeting specific publications, magazines and forumsfor recruitment should help manage the recruitingbudget. Costs will vary with publications and events.

ObjectiveTo develop a marketing strategy for target audiences

StrengthsAllows the agency to reflect the diversity of the com-munity being served

WeaknessesPossible resistance to targeting specific groups; maybe lack of knowledge on how to best attract a diversi-fied candidate population;

Start-up Issues/Steps to Initiate the ProgramIdentify groups within the agency’s community that arenot adequately reflected in the workforce; educaterecruiters about the best resources for attracting theidentified audience; involve members of the groupsbeing sought in the recruitment effort; involve commu-nity groups and publications that promote diversity;make recruitment flyers, posters, etc. attractive to allgroups.

Variables/Alterations for Department SizeSmaller agencies may be more able to focus on face-to-face efforts between recruiters and individual candi-dates, but may have a smaller budget for directedadvertising

SECTION THREE: Marketing and Use of Technology


Job Fairs and Special Events

attracts a diversity of job seekers. Associatedcosts range from free to substantial, dependingon the event. As a result, careful budgetaryconsideration is important before committingto attend an event.

Executive SummaryJob fairs and special events are valuablerecruiting tools, because they can expose lawenforcement agencies to persons seeking jobsand/or career changes. A variety of these fairsand events take place in areas throughoutCalifornia. Research into the past success ofthese events is necessary to ensure that it is theright venue for an agency and that the event

Experience/Resource AgenciesCorporate tradeshows (i.e. technology shows for IBM,IACP trade shows); military, regional law enforcement,and college job fairs; sporting events, social clubs, andcommunity event sponsorships.

Related PracticesSee: Promotional Materials; Mass Media and RegionalCampaigns; and College Campus Recruiting.

Associated Costs/BudgetA one time booth purchase can cost between $1000-$7000, depending on its features.

ObjectiveTo enhance recruitment through job fairs and specialevent marketing.

StrengthsTargets specific groups; improves the image of the job;enhances the community image of law enforcement.

WeaknessesIncreased costs; need for travel to job fairs.

Start-up Issues/Steps to Initiate the ProgramTarget job fairs that attract the largest number of peo-ple as well as applicants that meet minimum qualifica-tion requirements; assign appropriate support person-nel; secure appropriate budgets; develop theme ordesign of the booth based on the target audience(consider props and giveaways).

Variables/Alterations for Department SizeBudget for displays will vary based on departmentneed and target audience. Departments must be awareof current events for the area in which the job fair istaking place.

Regional ConsiderationsAgencies may want to consider going outside of theirregion to find a larger, more diverse, and/or more quali-fied applicant pool.

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term recruitment efforts. Internships and coop-erative programs between agencies and col-leges are very effective in enhancing recruit-ment efforts. Collateral to the effort of seekingcandidates with college education is the needto examine the agency�s educational incentivesfor these individuals.

College Campus Recruiting

Executive SummaryAlthough often more time consuming thanother marketing efforts, college and universityrecruiting generally requires a lower cash out-put and can maximize results when the recruit-ment budget is limited. In addition, college-level applicants generally possess a broaderknowledge base and are more likely to pass therequired entry-level written exams. They arealso more likely to be successful in academyand field training.

Departments should establish relationshipswith local colleges and use mentor programsand educational seminars to help their long-

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Regional ConsiderationsColleges located a significant distance from theagency will be less accessible for daily contact; how-ever, programs and networking can still be developedand supported.

Experience/Resource AgenciesDepartment of Education; UC Regents;

Cal State Chancellor’s Office; sporting events; socialclubs; academic clubs; college Web sites; career cen-ters; college newspapers.

Related PracticesSee: Partnering with Academic Institutions, andPromotional Materials.

Associated Costs/BudgetIncreased costs due to officer time, potential travel,and essential marketing resources.

ObjectiveTo increase recruitment of college/university educatedcandidates and improve community perception of lawenforcement.

StrengthsTargets candidates who value higher education;improves the profession; enhances the image of lawenforcement.

WeaknessesRequires large allocation of recruiter time; difficultycompeting with corporate job offerings; requires signif-icant budgetary support to be competitive; developingstrong relationships takes time.

Start-up Issues/Steps to Initiate the ProgramDevelop a planning committee; assess the scope ofthe effort; secure budget; acquire appropriate supportpersonnel; develop internships and co-op plans;assess agency educational incentives; network withcollege career centers and related education depart-ments.

Variables/Alterations for Department SizePrograms will vary based on department size and avail-able staff time. College size, type and the availablelabor pool will affect the scope of the recruiting effort.



Promotional Materials

The agency should be aware of the positiveimpact that promotional and marketing materi-als can have on individuals, whether or notthey are interested in a career in law enforce-ment. These promotional and marketing mate-rials are more than just a "free giveaway."Instead, they should be viewed as an extensionof the department�s image and a tool that canhave a lasting effect on public perception

Executive SummaryBy effectively using promotional and market-ing materials, recruiters can increase theirdepartments� exposure and promote a positivepublic image. However, before launching amarketing and promotional campaign, certaincriteria must be met. The agency must identifythe target audience, determine the kind of pro-motional materials suited to the audience,develop a working knowledge of graphicdesign and production cost, and, followingagency procurement practices, work with agraphics designer and print shop to producethe promotional materials.

Regional ConsiderationsDeveloping a regional approach may reduce costs andstill yield satisfying results.

Experience/Resource AgenciesCHP

Related PracticesSee: Mass Media and Regional Campaigns; Use of thePublic Information Officer; Identifying TargetAudiences.

Associated Costs/BudgetCost of materials will vary depending on each agency’sgoals, scale of effort and budget.

ObjectiveTo enhance agency image and exposure to the publicthrough marketing materials.

StrengthsProvides information about an agency and its need(s);promotes a positive public image; demonstrates open-ness and invites communication between the agencyand the public.

WeaknessesIncrease in cost; requires agency to prepare employ-ees to be ready to respond appropriately to publicinquiry.

Start-up Issues/Steps to Initiate the ProgramDetermine the agency objective; evaluate the means orconcept to promote the objective; develop a budget;find companies or other agencies that have had suc-cess in developing promotional materials; assess theeffectiveness of their effort.

Variables/Alterations for Department SizeSmaller agencies may want to consider collaborativemarketing efforts or seek opportunity to borrow fromothers who have experienced success.

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in more successful recruitment efforts. Manyagencies have the means to advertise throughtheir human resources entity. Working togethermay also leverage limited resources and pro-vide opportunity to coordinate advertisingefforts.

Mass Media and Regional Campaigns

Executive SummaryA successfully executed regional or statewidemass-media campaign can dramaticallyincrease an agency�s available applicant pool.Potential applicants can be targeted throughmediums including public and local networktelevision, radio, newspapers, Web advertising,billboards, and industry publications, resulting

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Regional ConsiderationsAvailability of mass-media services will vary by region.

Experience/Resource AgenciesEmployment Development Department; CaliforniaHighway Patrol; Los Angeles Police Department;Associated Press; professional associations (e.g.,Public Information Officers Association, LawEnforcement Recruitment Association of California).

Related PracticesSee: Identifying Target Audiences; PromotionalMaterials; Use of the Public Information Officer.

Associated Costs/BudgetCosts will vary depending on scope of the campaignand the methods used.

ObjectiveTo produce a cost-effective mass-media campaign thataccommodates agency needs and budgetary con-straints.

StrengthsAbility to reach large numbers at once; presents a pos-itive image for the industry as a whole; creates suc-cessful partnerships with public and private industries.

WeaknessesBudgetary and agency constraints may hamper effec-tiveness of campaign.

Start-up Issues/Steps to Initiate the ProgramContact experienced resource personnel (e.g., agencypublic information officer, local media) to develop aworking knowledge of the marketing process; obtainappropriate personnel and management support; seeksupport and input of human resources department;secure budget; establish media contacts.

Variables/Alterations for Department SizeSmaller agencies may want to consider a collaborativeregional campaign.



Junior Academies

A short-term structured junior academy canhave numerous benefits. Some of these bene-fits include the positive impact on local youthwhich creates the possibilities for later careerchoices; the enhancement of department imageand increased involvement in the community;the identification or re-direction of potentiallyerrant youth; and that the program targetsyouth during formative years.

Executive SummaryDeveloping the recruit of the future needs tobe part of any long-term personnel strategy.Looking to the future through the developmentof local youth is not only proactive, but alsointegral to community based policing. A four-teen-year-old youth can be influenced in a veryconstructive way through early positive expo-sure to law enforcement officers. This can beeasily experienced through a junior lawenforcement academy.

Regional ConsiderationsSuited for all regions.

Experience/Resource AgenciesCosta Mesa Police Department, LAPD, Suisun PoliceDepartment, San Mateo County, Regional ExplorerScout Posts

Related PracticesSee: Citizen Academies and Explorer Scout Programs.

Associated Costs/BudgetVaries due to size and depth of the program

ObjectiveTo encourage and positively influence the recruit of thefuture through youth Junior Law EnforcementAcademies.

StrengthsDevelops future recruitment pools; enhances theagency’s image within the community.

WeaknessesNo guarantee that participants will become lawenforcement officers at a later stage.

Start-up Issues/Steps to Initiate the ProgramSelect quality staff with the ability to relate to youth;ensure that the subject material is developed toemphasize the positive contact and aspects of lawenforcement while remaining interesting; determinesuitable environment for the classes; identify the crite-ria for attendance.

Variables/Alterations for Department SizeWhere staffing is an issue or the community is small,several agencies can pool together to deliver the pro-gram. Partnering with community and youth organiza-tions would be a positive step towards ensuring thetarget groups are identified.

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academy is a way to advertise the merits of thelaw enforcement profession to those participat-ing in the program. Although many in the pro-gram are not looking for a full-time job or along-term career, most will have extendedfamily or a network of friends. The academyparticipant can be one of the best spokesper-sons for a department and can help direct peo-ple they know to consider law enforcement asa possible career. Those agencies interested inrecruiting should consider implementing a citi-zen academy program.

Citizen Academies

Executive SummaryCitizen academies have been a tremendoustool for improving the working relationshipbetween law enforcement and the communitiesthey serve. These academies provide citizensthe opportunity to learn more about their lawenforcement agency and to experience theduties and responsibilities of the law enforce-ment professional. At the same time, the acad-emy provides law enforcement employees theability to interact in a positive environmentwith members of their community.

This program can also be an excellent tool toassist in the recruitment process. A citizen

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Experience/Resource Agencies Numerous agencies have existing programs, includingthe Suisun Police Department, Vallejo PoliceDepartment, Fremont Police Department, andSacramento County Sheriff’s Department.

Related PracticesSee: Junior Academies, other marketing-related bestpractices.

Associated Costs/BudgetCosts will vary depending upon the curriculum andnumber of participants. The majority of the expensemay in staff overtime and handout materials.

ObjectiveTo improve and enhance law enforcement’s relation-ship with the community through the use of CitizenAcademies.

StrengthsCan significantly improve the relationship with the com-munity; can be a marketing tool for an organization andenhance the recruitment efforts.

WeaknessesRequires dedicated staff to develop and administer thecurriculum.

Start-up Issues/Steps to Initiate the ProgramIdentify the audience, scope of program, and venue;develop the curriculum; select the agency presenters.

Variables/Alterations for Department SizeIf an agency is very small and has limited resources,combining resources and presenting with anotheragency may be an alternative.



Sponsoring Youth Activities

Before determining whether to create orexpand youth or citizen volunteer programs, anagency should assess the benefits of such aneffort. Long-term nurturing of potential appli-cants may prove to be a cost-effective way ofrecruiting. However, agencies should recog-nize that this is a long-term commitment.

If an agency decides to pursue this recruitmenttool, they should do so with the knowledgethat one of the most important strategies is todevelop partnerships. School districts, localhigh schools and colleges, service clubs andother influential youth service organizationscan prove critical to recruitment success.

Executive SummaryRecruiting from inside a law enforcementagency is nothing new; most departmentsacknowledge the benefit of hiring reserves orvolunteers who have already proven theircapabilities. However, many departments arealso taking advantage of the unique opportuni-ty to successfully develop their own staff.Youth and adult programs, both paid and vol-unteer, not only promote good relations withlocal law enforcement, but also provide afuture applicant pool. Examples of these pro-grams currently in use include: Police Corpsand Cadet Youth Programs; Explorer Scouts,Magnet Schools and Junior Academies;Internship and Student Worker Programs;Citizen Volunteer Programs; Cal Pals; andReserve Volunteer Programs.

Variables/Alterations for Department SizeFor larger departments, it may be feasible to considerhaving a Youth Citizens Academy. Smaller departmentsmay find it more practical to develop relationships withexisting community-based organizations.

Regional ConsiderationsCooperation and partnering with regional law enforce-ment agencies will be beneficial to all parties.

Experience/Resource AgenciesCal-Pal; SFPD; Vallejo PD; Ukiah PD; Eureka PD

Related PracticesSee: Long-term planning and Marketing

Associated Costs/BudgetA one-year budget must include salary and benefits forofficers, use of law enforcement equipment/vehicles,refreshments, etc. Identify additional funding streamsfrom grants, corporation and foundation funding.

ObjectiveTo increase interactions between law enforcement andyouth through establishment of a Youth CitizensAcademy and Activities League.

StrengthsEducates youth about the role and responsibility of lawenforcement officers; improves and expands workingrelationships with the public and private sectors; identi-fies youth who may be interested in becoming lawenforcement officers.

WeaknessesYouth may not be interested in participating in activitieswith law enforcement officers; possible lack of supportfrom community- based organizations; no trackingrecord; limited resources; time, personnel, transporta-tion, etc. to provide effective and meaningful activities.

Start-up Issues/Steps to Initiate the ProgramConduct needs assessment, including strategy to getinvolved in youth activities; connect with groups thatprovide youth activities and/or sponsor in-house activi-ties/programs; determine expectations from lawenforcement administrators, community at large, andyouth.

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Graduation, Search and Rescue Teams, specialtask forces, and mutual aid are excellentopportunities for furthering the recruitmenteffort. People are more inclined to have inter-est in law enforcement and be able to influenceothers who are considering job opportunitieswhen they read or hear about interesting, posi-tive stories concerning the profession.

Use of the Public Information Officer (PIO)

Executive SummaryA public information officer trained in humanresource marketing can be a valuable asset toan agency, especially for the recruitment effort.Stories that highlight the challenging aspectsof careers in law enforcement, personal storiesof agency officers, and incidents that illustratecompassion by members of the public and offi-cers alike can influence and change public per-ception of the agency and the profession.

Use of a PIO provides opportunity for bal-anced reporting of policing that enhances theimage of law enforcement. For example, sto-ries on local programs, DARE, Sober

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Variables/Alterations for Department SizeWith limited resources, all members of the agency arepotentially PIOs. However, at least one person shouldhave the primary responsibility for coordinating therelease of information.

Regional ConsiderationsAgencies within a common recruiting area may benefitfrom working collaboratively.

Experience/Resource AgenciesMany agencies have a PIO; LAPD and Contra CostaCounty Sheriff’s Department.

Related PracticesSee: Marketing and Developing the Recruitment TeamBest Practices

Associated Costs/BudgetIf the position is new, there are salary, benefits, andtraining costs; however, there is minimal cost beyondfunding the position(s).

ObjectiveTo use the public information function of the localagency to market the law enforcement professionrecruiting efforts.

StrengthsPositively influences public opinion, enhances publicimage of the profession, spurs recruiting, and stimu-lates short and long-term support for the agency.

WeaknessesN/A

Start-up Issues/Steps to Initiate the ProgramSelect Public Information Officer and define responsi-bilities; provide marketing training; develop standardsof reporting that demonstrate integrity of agency; iden-tify sources that can be useful in providing informationto the public; directly involve the PIO with therecruiter(s); encourage members of the agency to noti-fy the PIO of human-interest events and matters ofinterest to the community; assess impact of PIO onrecruiting goals.



Candidate Processing

the amount of time and inconvenienceinvolved. They are also concerned about thelack of communication with the agency regard-ing their status.

In today�s period of low supply and highdemand, agencies will be more successful ifthey keep the hiring process streamlined andthe applicants informed.

Executive SummaryTraditionally, the law enforcement candidateselection process has been based on supplyexceeding demand, where there were manymore qualified candidates than positions.Today, the situation has reversed. In addition,law enforcement is now dealing with a new"breed" of candidate: one that has a variety ofcareer options and preferences quite differentfrom prior generations. Many candidates aredissatisfied with the testing process because of


Experience/Resource AgenciesN/A

Related PracticesSee: Use of Email, Use of Websites

Associated Costs/BudgetNo anticipated costs if current staff can be trained andan existing manager assumes overall responsibility.

ObjectiveTo keep candidates informed and advised of their sta-tus during the selection process

StrengthsCandidates who are educated with respect to theprocess and their progress are much more likely tocomplete the testing; candidates will gravitate to agen-cies that personalize the testing and maximize commu-nication with applicants

WeaknessesDanger of staff becoming too "involved" with candi-dates; legal concerns in being too open with candi-dates who are disqualified.

Start-up Issues/Steps to Initiate the ProgramSelect personnel for recruitment/testing positions whoare good communicators and people oriented; train inhow to interact with applicants; appoint an individualas an ombudsman for the process

Variables/Alterations for Department SizeMore streamlined testing would require less applicantcommunication.

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campaigns is very cost effective and providesgreat documentation for recruitment follow-up.

Using available technology allows the depart-ment to provide education for both potentialapplicants and members of the community.Through the Web, a department can spread apositive message to the community it serves byincreasing awareness, sharing its mission, andpersonalizing itself.

Use of Technology for Marketing

Executive SummaryTechnology can aid a department in manyaspects of the recruitment process by providinga competitive advantage and attracting moreapplicants to an agency. In particular, websitesallow applicants the ability to readily accessinformation and see the intellectual challengesoffered by a high-tech law enforcementagency.

Technology can also help a department withlaunching a successful marketing campaign.Most qualified applicants under the age of 30spend a good deal of time on the Internet.Reaching this candidate base with marketing

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Variables/Alterations for Department SizeSmall agencies may want to partner with other agen-cies to produce a larger candidate pool.


Experience/Resource AgenciesLos Angeles Police Department; California HighwayPatrol; San Jose Police Department

Related PracticesSee: Email to Facilitate Recruitment; Agency Websitesfor Recruitment; Developing a Candidate Database;and Utilizing the POST Website

Associated Costs/BudgetInitial costs for equipment; dedicated budgets for mar-keting, technology development and training are neces-sary.

ObjectiveTo provide a larger applicant pool through the use oftechnology

StrengthsCost effective; requires less time and staffing; servesas an information resource; allows applicant interactionwith agency recruiters; capability to reach applicantsthroughout the country; available 24 hours a day.

WeaknessesInitial setup and startup cost; staff training; continuousupdating and maintenance of site.

Start-up Issues/Steps to Initiate the ProgramIdentify sites that attract a candidate base; provide asite to educate and gather information on potentialapplicants; assess the computer literacy of staffassigned to the program.



Agency Websites for Recruitment

Agencies must also consider how the applicantis going to find the website and other locationsto which the applicant might be directed. Agood starting point is to link the agency site tothe POST website. It may also be useful toexplore reciprocal arrangements with lawenforcement agencies within the agency�sregion and to consider the possibility ofexpanding coverage statewide and with nation-al associations to get the agency site moreexposure. The broader the exposure, thegreater the potential benefit to the agency infinding interested applicants.

Executive SummaryWebsites have the almost unique capacity toreach two kinds of audiences: geographically-dispersed potential applicants and those whouse the Internet because of its convenience.

Websites have to be developed and designedwith the intended user in mind. A commonmistake in the development of websites is thatthe focus of the site is on an organization�sstructure. Because of the complexities of web-site development, an agency should determinehow the site will be developed. The decision ofwhether to outsource the design and develop-ment or create it in-house includes financialconsiderations. It is also important to determinehow the site will be maintained. If the agencywants potential applicants to keep coming back,then the site must be regularly updated.

Variables/Alterations for Department SizeAgencies without adequate financial support maydevelop their own recruitment websites as a result ofthe initiative of individual employees or community vol-unteers. Local academic institutions may also provideassist assistance.

Regional ConsiderationsAssess the availability of local Internet ServiceProviders who can assist with development and sup-port of the website.

Experience/Resource AgenciesThere are numerous websites with detailed advice onhow to build a website. Review the CHP site and oth-ers for best practices.

Related PracticesSee: Developing a Candidate Database.

Associated Costs/BudgetVaries depending on how the site is developed.

ObjectiveTo enhance local recruitment efforts using the globalreach of the Internet.

StrengthsWebsites allow agencies to provide information topotential recruits on a continual basis and are not geo-graphically limited; may be used to automate "interestcards" and other steps in the recruitment process.

WeaknessesWebsites require regular updating and, depending onorganizational goals, can be complex and costly to setup.

Start-up Issues/Steps to Initiate the ProgramAdopt a clear set of goals for the website; determinethe information structure; develop partnership with theagency human resources entity; decide how to devel-op it; create a budget, including annual operatingcosts; assess user needs; create a graphic design forthe site; create a prototype and test it; develop the restof the site; have a group of potential users test the site(beta testing); modify the site based on user feedback.

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listings on the POST site gives an agencyexposure to candidates that they would notordinarily reach. The POST website"Employment Opportunities" is also designedto provide direct linkage to an agency websiteby applicants.

Utilizing the POST Website for Recruitment

Executive SummaryIn an effort to assist agencies in the statewideproblem of recruiting new applicants, POSThas developed a section on their website dedi-cated to promoting employment opportunitiesat local agencies. Agencies with limitedresources have the opportunity to utilize POSTas a vehicle to disseminate information abouttheir agency to potential candidates. Placing

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Experience/Resource AgenciesPOST

Related PracticesSee: Marketing and Use of Technology.

Associated Costs/BudgetNone

ObjectiveTo inform police agencies throughout the state of theopportunities available on the POST website.

StrengthsCost effective and promotes agency recruitmentefforts.

WeaknessesEntry-level candidates may have problems finding thesite.

Start-up Issues/Steps to Initiate the ProgramGather agency demographics and employment data;contact POST webmaster about listing.





Developing a Candidate Database

have the capability to interface with participat-ing agency websites that describe employmentinformation for candidates and should allowapplicants the flexibility to apply to numerousagencies with relative ease. For participatingagencies, the database will likely provide anefficient tracking tool to support recruitmentefforts. It should also allow agencies to be ableto solicit the interest of potential applicants.Sharing information through a common data-base will promote competition among memberagencies to streamline their selection process-es. It will also require a cooperative, collabora-tive effort by agencies and their respectivehuman resource partners.

Executive SummaryLaw enforcement recruiting has becomeincreasingly more difficult throughout thestate. The need to overcome this problem willrequire critical thinking and creativity. A long-term goal should be a statewide applicant data-base that would have the potential to signifi-cantly increase the applicant pool for anyagency making use of the database. However,at this point there are many significant issuesto be resolved before this goal can beachieved. Candidate databases are currentlymore likely to find success as a regional con-cept, where local agencies can address testing,applicant information, sharing of data anddealing with the security requirement of theinformation.

A regional program should be designed tomeet common information needs. It should

Regional ConsiderationsAll agencies would have access to the same databaseof applicants, potentially influencing recruiting patternsand increasing the number of applicants for agenciesparticipating sharing the database.

Experience/Resource Agencies Law enforcement and human resource agencies ofSan Bernardino County; agencies using consolidatedtesting.

Related PracticesSee: Use of E-mail to Facilitate Recruitment.

Associated Costs/BudgetDevelopment costs, individual agency and regional par-ticipant costs; database host maintenance and staffingcosts to use and administer the information. Costscould be shared by all agencies participating in thedatabase.

ObjectiveTo develop and maintain consolidated applicant infor-mation using a candidate database.

StrengthsIncreases applicant marketability, communications(internally and externally), and the applicant pool fromwhich to draw.

WeaknessesStart up and maintenance costs associated with thedatabase; database security.

Start-up Issues/Steps to Initiate the ProgramDevelop a partnership between each agency and itshuman resources entity; develop database and genericinterest/application form by agency or regional group;determine the host agency; determine staffing; developan e-mail list including all participating police agencies.

Variables/Alterations for Department SizeSmall agencies may lack the resources and the recruit-ment needs sufficient to warrant participation.

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E-mail to Facilitate Recruitment

Executive SummaryE-mail is an effective and cost efficient tool tocorrespond with applicants and prospectiveapplicants. It offers considerable cost savingsover traditional telephone use, especially whencorresponding with out-of-area candidates. Arecruitment e-mail address is easy to set upand does not require extensive training to use.All departments should consider the use of e-mail in their departments.

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Regional ConsiderationsConsider a regional e-mail response team for areasusing a regional training center.

Experience/Resource AgenciesThere are numerous agencies that currently utilize e-mail, such as the Ventura County Sheriff’s Dept. andthe CHP.

Related PracticesSee: Agency Websites for Recruitment.

Associated Costs/BudgetE-mail access costs should be minimal; the main costswill be associated with the staffing necessary torespond to e-mails received.

ObjectiveTo utilize the technology of e-mail to personalize theresponse to potential applicants and reduce theresponse time to inquiries.

StrengthsCreates a medium for direct communications withpotential applicants; greatly reduces the cost associat-ed with phone calls; provides the ability to personalizeservice and respond to requests efficiently and infor-mally; provides a cost-free way to get feedback fromapplicants; allows the recruiter to maintain contact withthe applicant throughout the process; provides arecord of the communications for purposes of reviewand quality control.

WeaknessesStaffing required to respond to e-mails in a timely man-ner; time to send the application packets from the e-mail requests; possibility of computer failure resultingin loss of responses.

Start-up Issues/Steps to Initiate the Program:Establish a recruitment e-mail address; determinestaffing resources to answer e-mails; promote the useof the e-mail system with the public through advertis-ing; obtain management support for the system; estab-lish guidelines for timely and professional demeanor ininformal correspondence.



Voice Mail to Facilitate Recruitment

alternative locations, and sites to obtain moredetailed information (such as an agency oracademy website). Ultimately, because infor-mation is readily accessible, this tool canincrease the number of

Executive SummaryA phone voice mail system is accessible 24hours a day, 7 days a week. It offers recruit-ment personnel an opportunity to dedicatemore time to other priority duties and is veryinexpensive to maintain. Voice mail provides alarge capacity for storing calls as well asimmediate testing and selection informationneeded by the caller. The outgoing messagecan also direct callers to specific personnel,

Regional ConsiderationsIf regional testing is in place, one phone number canbe established for multiple agencies, allowing candi-dates to make one inquiry for testing phases.

Experience/Resource Agencies Many agencies currently use voice mail systems; con-sult local resources.

Related PracticesSee: Agency Websites for Recruitment; RegionalTesting; Partnering with Academic Institutions;Developing a Candidate Database; E-Mail to FacilitateRecruitment.

Associated Costs/BudgetDepending upon the capabilities of the current serviceprovider and the number of phone lines requested,minimal monthly charges will be incurred. Additionaloptions include the capability to activate a personalpager when a message is left, remote access, and for-warding functions. An alternative to a voice mail sys-tem is a phone recorder.

ObjectiveTo implement and utilize voice mail systems to helpfacilitate the recruitment process.

StrengthsAccessible 24 hours a day, 7 days a week; inexpensiveto maintain; stores calls and provides immediate infor-mation; can direct callers to other personnel; increasesthe number of prospective candidates.

WeaknessesCould be perceived as lacking the customer service"feel." May require updating for each testing cycle.Staffing required to respond to messages in a timelymanner and to send application packets, etc.

Start-up Issues/Steps to Initiate the ProgramMost agencies have a voice mail option via their phoneservice provider. Determine who will return messagesand maintain the voice mail line(s).

Variables/Alterations for Department SizeApplicable to all agencies. For agency recruiters whohold other responsibilities within the organization, thistool will be very beneficial. For agencies with largerrecruitment teams, this will offer consistency in infor-mation provided to each caller.

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duce detailed reports to help evaluate theeffectiveness of the agency�s mentoring pro-gram and determine projected costs andstaffing.

Supporting Mentoring Programs

Executive SummaryEffective mentoring programs allow agenciesto foster a relationship of commitment andtrust with candidates by keeping theminformed, interested, and in contact with theagency. Establishing a database to collectmentoring information will streamline serviceto candidates and allow recruitment budgettracking. A candidate database can also pro-

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Experience/Resource Agencies California Highway Patrol

Related PracticesSee: Developing a Candidate Database; Email toFacilitate; and Agency Websites for Recruitment.

Associated Costs/Budgetß Purchasing servers to host the application ($1,000 -$30,000)

• Developing the application (in house $100,000+ )

• Acquiring database software ($10,000 - $60,000)

• Cost for personnel involvement in the program.

ObjectiveTo support a mentoring program by developing anapplicant database that allows recruiters to retrievecandidate information.

StrengthsAllows recruiters to track the progress of applicants;provides the ability to produce custom correspon-dence; allows accurate budget tracking; helps identifymarketing and advertising mediums; keeps agencycompetitive with allied agencies and private-sectorbusinesses.

WeaknessesAssociated costs to develop and maintain database.

Start-up Issues/Steps to Initiate the ProgramEstablish program oversight and management; identifyor contract for technical support to create and maintainthe database; identify database users; identify programneeds and data to include in database; develop andpresent training.



n order to deliver cost-effective and efficientservice to the communities they serve, agen-cies constantly assess and reevaluate their allo-cation of personnel and resources. In somecases, recruitment difficulties have causedmany law enforcement leaders to seek alterna-tive means to staff the ranks of their organiza-tions.

Across California, a variety of creative andcost-effective alternative staffing programshave been successfully created and maintained.In this section, we describe many examples,including the use of police cadets, reserve offi-cers, citizen volunteers, and full-time non-sworn employees. Other alternative staffingprograms that capitalize upon prior experienceand institutional knowledge are described inRetired Officers.

Nurturing and preparing potential employeesfor the transition to peace officer is a long-termstrategy some agencies have taken. In JuniorAcademies, we discuss the marketing of theprofession to young people. Combined withprograms aimed at middle and high school stu-dents, agencies can literally "grow their own"officers. These programs are described inMagnet Schools, Police Corps Programs,Explorer Scout Programs, and Interns/StudentWorkers.

SECTION FOUR:Alternative Staffing and Employee Preparation

I You may find that these best practices are sim-ilar. How you implement any of them willdepend on your specific needs. As an example,if you attempted to implement a police cadetprogram, you might decide upon fixed sched-ules, specific task training, whether it is a paidor volunteer position, and the age of the partic-ipants. However, if your goal is to enablecadets to become sworn peace officers, youmight place more emphasis on pre-academytraining, physical fitness, varying rotationassignments to provide exposure to the diversi-ty of work, and mirroring the testing and selec-tion process.

Once an individual�s interest in a law enforce-ment career is piqued, mentoring programscertainly help prepare potential candidates forthe police academy transition and ultimately achallenging and fulfilling profession. In addi-tion, there is marked success for those candi-dates whose sponsoring agency implementsprograms described in Testing OrientationPrograms, Pre-Academy Programs, and Post-Academy Orientation.


Police Corps Youth program can be a costeffective means to enhance staffing andincrease flexibility in scheduling.

Police Cadets

Executive SummaryTraditional methods of staffing often proveinadequate due to training needs, servicedemands, schedules, and the increasingly var-ied needs of staff. As a result, considerationshould be given to alternative staffing meth-ods, including using non-traditional positionsto perform various tasks. A Police Cadet or

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Variables/Alterations for Department SizeAgencies should consider establishing partnershipswith local youth organizations and/or citizen volunteerprograms.

Regional ConsiderationsBest suited for local implementation

Experience/Resource AgenciesConsult with other agencies and POST.

Related PracticesSee: Pre-Academy Programs, Mentoring Programs.

Associated Costs/BudgetCosts will vary depending on the number of programsoffered. Whenever possible, funding should come fromthe community (e.g., local Chamber of Commerce,service clubs, schools, and targeted fundraisers).

ObjectiveTo enhance current staffing using younger studentsinterested in working with a law enforcement agency.

StrengthsAgencies can assess the skills and interests of partici-pants; youths gain exposure to law enforcement; youthprograms offer constructive alternatives for students;agencies may gain flexibility in scheduling by usingcadets.

WeaknessesResource demand can be significant; participation maybe inconsistent; transportation may be an issue foryounger volunteers; costs may outweigh benefits ifcadets leave the agency early.

Start-up Issues/Steps to Initiate the ProgramDetermine level of support from participating academicinstitutions; identify funding resources; define trainingcurriculum; determine potential for local college affilia-tion; work with legal counsel on contracts and agree-ments; identify materials, equipment, and supplyissues.

SECTION FOUR: Alternative Staffing and Employee Preparation


Reserve Officers

should assess the costs of the effort. Nurturingof these potential applicants may prove to be acost-effective way of recruiting. However, theobjectives of the reserve program and theagency�s recruitment needs must be clearlydetermined to assess whether the recruitingpool concept is at odds with the desire to havea viable reserve officer program.

Executive SummaryRecruiting from a law enforcement agency�sreserve program has been a common practice.Agencies acknowledge the benefit of hiringreserve officers because they have alreadydemonstrated their ability to be successfulpeace officers. The reserve force, composed ofcitizen volunteers, promotes good relationswith law enforcement and the community.Reserve officers also can be a source of futurepermanent peace officer applicants.

Before determining whether to create orexpand a reserve officer program, an agency


Experience/Resource AgenciesConsult other agencies with established programs.

Related PracticesSee: Non-Sworn Employees; Volunteers; MentoringPrograms.

Associated Costs/BudgetCosts will vary depending on the program. There aredifferent compensation practices and training costs.Most program costs are recurring.

ObjectiveTo initiate or enhance a reserve officer program.

StrengthsIncreases the number of agency law enforcement offi-cers; the agency is able to assess the skills and inter-est of individuals; participants gain exposure to lawenforcement; volunteer-based programs enjoy positivecommunity relations.

WeaknessesRequires additional resources; involves more supervi-sion and coordination; there is no guarantee that par-ticipants will pursue a career in law enforcement.

Start-up Issues/Steps to Initiate the ProgramEvaluate the need; determine program objectives;develop policies and procedures; identify programsupervision and coordination responsibilities; identifyresources; assess training costs; develop a budget;address legal issues (e.g., hold harmless and othercontracts and agreements).


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only provide alternatives to traditional staffingmethods, but also promote good relations withthe community and may provide a future appli-cant pool.

Volunteers

Executive SummaryTraditional methods of staffing often proveinadequate due to training needs, servicedemands, schedules, and the increasingly var-ied needs of staff. Agencies should considerusing alternative staffing methods, includingusing non-traditional positions to performtasks. Volunteer youth and adult programs not

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Variables/Alterations for Department SizeAgencies should consider establishing partnershipswith local service agencies, youth programs, and citi-zen volunteer programs.


Experience/Resource AgenciesConsult with other agencies

Related PracticesSee: Non-Sworn Employees; Mentoring Programs;Pre-Academy Programs; and Junior Academies.

Associated Costs/BudgetCosts will vary depending on the number of programsoffered. Whenever possible, funding should come fromthe community (e.g., local Chamber of Commerce,service clubs, schools, and targeted fund-raisers).Partnering with educational institutions should also beconsidered.

ObjectiveTo increase recruitment by offering on-the-job trainingopportunities to volunteers.

StrengthsVolunteers perform duties traditionally performed bypaid staff; participants gain exposure to law enforce-ment; volunteer-based programs enjoy positive com-munity relations.

WeaknessesResource demand can be significant; participation maybe inconsistent; transportation may be an issue foryounger volunteers; time and resources committed totraining volunteers may not be balanced by servicesreceived.

Start-up Issues/Steps to Initiate the ProgramEvaluate current volunteer programs to determinerecruitment potential; identify funding resources; deter-mine level of support from participating local organiza-tions; develop curriculum; determine whether to affili-ate curriculum with a local college; work with legalcounsel on contracts and agreements; identify materi-als, equipment, and supply issues.



Non-Sworn Employees

with limited enforcement duties in non-threat-ening situations. The challenge to the depart-ment in assessing the appropriateness of fillingpositions with non-sworn employees is toexamine both tangible and subtle issues. Forexample, there may be obvious salary andbenefits savings to the department that shouldbe considered. There may also be value inassessing whether to convert some swornsupervisory and management classes into non-sworn employee positions.

When departments assess the need for enhancedspecialization, non-sworn employees may be anappropriate solution. In some assignments con-sidered for conversion, specialist employeesmay be hired because of specific trainingand/or education that they may possess. A spe-cific career track for these positions may leadto higher levels of education and experience.

Executive SummaryAn organizational assessment of functions per-formed by peace officers can result in the iden-tification of assignments that may be moreappropriately filled by non-sworn employees.Though the practice of reallocating swornpositions to non-sworn positions has beenadvocated for many years, there is value inreexamining previous decisions. Non-swornemployees may be considered for most positionswhere peace officer authority is not a relevantpart of the assignment. When a departmentexamines the appropriateness of converting aposition to a non-sworn assignment, the essentialelements of each position and its relationshipwithin the agency must be thoroughly evaluated.

There are many examples where filling posi-tions with non-sworn employees has been suc-cessful. Evidence shows that employees can betrained to perform non-peace officer functions

develop the means to evaluate the impact of positionreallocations.

Variables/Alterations for Department SizeLarger departments may have enough staff to meetagency needs and may also need skill levels that justifyretaining sworn positions.

Regional ConsiderationsNon-sworn position may be used at varying levels byagencies within the region. This may be relevant whenassessing employment opportunities for positionsunder considered for reallocation.

Experience/Resource Agencies Numerous departments have addressed the civilianemployee issue. See, in particular, the Costa Mesa PD.

Related PracticesSee: Volunteers and Retired Officers.

Associated Costs/BudgetIncreased costs may include personnel, equipment,benefits, administrative, training, travel and recruiting;increased time spent training new employees.

ObjectiveTo assess the value of increasing the use of non-swornemployees in law enforcement agencies.

StrengthsFrees up sworn officers to handle duties requiringpeace officer powers; may reduce training costs asso-ciated with rotation of assignments; improves employ-ee morale; may improve deployment levels and serviceresponse capabilities; provides long term expertise inpositions not requiring peace officer authority.

WeaknessesMay be difficult to implement; may reduce promotionalopportunities; recruiting for some positions may be dif-ficult; may reduce developmental assignment opportu-nities for sworn employees.

Start-up Issues/Steps to Initiate the Program:Assign an assessment work group; identify positions inthe department not requiring peace officer authority;study current positions to determine workload andrequired expertise; identify problem areas and con-cerns; develop background investigation requirements;determine budgetary, equipment and personnel needs;

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provisions that prohibit the rehiring of retiredmembers. In the event a retiree wants to workpart-time and is prohibited from working forhis or her previous employing agency, theretiree must seek employment elsewhere.

Given the difficulty agencies are facing inrecruiting and retaining sufficient employees,it may be advantageous to assess different cre-ative ways to use part time peace officers.

Retired Officers

Executive SummaryMany departments make use of retiredemployees to fill non-sworn positions. Afteryears of performing law enforcement duties,these individuals have considerable knowledgeand require little supervision and training.Some agencies (primarily sheriffs� depart-ments) hire retired peace officers to work cus-tody and courts. However, few agencies useretired officers to perform the full range of lawenforcement duties. In fact, some have charter

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retirees to perform specific functions.

Variables/Alterations for Department SizeSmaller departments may use retired officers on a part-time basis or for on-call purposes, such as backgroundinvestigations. Medium and larger agencies may usethem in limited enforcement positions (e.g., desk, cus-tody, dispatch, investigations support, community serv-ices).


Experience/Resource AgenciesSheriffs’ departments often use part-time officers.

Related PracticesSee: Non-Sworn Employees and Reserve Officers.

Associated Costs/BudgetSalary to support the use of retired employees; howev-er, there may be offsetting savings where funds fromvacant full time (but funded) positions are used.

ObjectiveTo enhance department capabilities through the use ofretired members.

StrengthsAvailable, trained, and experienced retirees can fillmany police department positions less expensivelythan full time employees; can be used only when need-ed; requires minimal supervision.

WeaknessesMay be viewed as less than professional to have "part-time cops"; some assignments may require retraining;compensation issues are complicated for PERSretirees; compensation may be prohibited for personsin other retirement systems.

Start-up Issues/Steps to Initiate the ProgramReview pertinent legislation (at state and local levels);assess ability to work within existing requirements;determine whether provisions that impact the use ofretired personnel can be overcome; seek legal advice;examine information about reciprocity between retire-ment systems; explore the feasibility of contracting with



Military Personnel

Executive SummaryMilitary employees are a valuable source ofpotential law enforcement candidates. Often,candidates have already been proven viable byadhering to standards similar to those of lawenforcement agencies. Through their time inthe military, they have gained maturity and lifeexperience, thus increasing the likelihood ofsuccess in today�s complex law enforcementenvironment.

Experience/Resource AgenciesLos Angeles Police Department, San Diego PoliceDepartment, San Diego Sheriff’s Department,California Highway Patrol

Related PracticesSee: Testing Orientation Programs; MentoringPrograms; and retention-related best practices.

Associated Costs/BudgetPotential increase in costs due to additional staffinghours and marketing efforts (i.e., Internet advertising,print advertising, travel).

ObjectiveTo attract military personnel to a career in law enforce-ment.

StrengthsViable pool of potential candidates; transition to lawenforcement appealing due to similarities in militaryand law enforcement structure; candidates havealready acquired responsibility through the military.

WeaknessesAge requirements may alienate some candidates.

Start-up Issues/Steps to Initiate the ProgramWorking with the Human Resources entity, develop aplan; develop a database of military transition pro-grams; work with base command to develop a workingrelationship with transitioning personnel.


Regional ConsiderationsCandidates may reside out of state, but RegionalConsolidated Testing can help alleviate the potentialcost of these candidates. Consolidated RegionalRecruitment teams can travel out of state to promotelaw enforcement employment. Local law enforcementagencies may gain from collaboration efforts.

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Beginning the recruitment effort of non-affili-ated cadets early in their academy experienceallows the agency to be selective in identifyingdesired candidates. It also allows the agencyto familiarize the candidate with the job of thelaw enforcement officer, to introduce agencyvalues, and to develop personal commitment inthe cadet. Most importantly, it helps solidifythe relationship among the cadet, the agencyand the local community served by thatagency.

Non-Affiliated Academies

Executive SummaryRoughly 50% of law enforcement applicantsfall short of agency and/or POST standardsrequired for successful completion of the basicacademy, the background investigationprocess, and the POST reading and writingtest. Experience shows that these shortcomingsalso exist within the pool of non-affiliatedcadets enrolled in law enforcement academyprograms. However, because these candidateshave already shown a commitment to the pur-suit of a law enforcement career, it may berewarding for agencies to focus recruitmentefforts on this pool of potential applicants.

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Regional ConsiderationsAvailability and proximity of academy training facilities.

Experience/Resource AgenciesMany agencies recruit from pre-employment acade-mies.

Related PracticesSee: Police Cadets and Partnering with AcademicInstitutions.

Associated Costs/BudgetContingent upon the scope of the program and avail-able resources.

ObjectiveTo identify and attract qualified candidates who (unaffil-iated with an agency) have put themselves into orthrough a law enforcement academy.

StrengthsCadets have already shown commitment by enrollmentin a certified training program; provides an opportunityfor an agency to observe a cadet during academytraining.

WeaknessesFinancial risk involved if agency makes an investmentprior to completion of training (e.g., injury, unable topass required tests); cadet may not be successful inmeeting legal and regulatory hiring standards.

Start-up Issues/Steps to Initiate the ProgramIdentify program objectives and prepare a budget;assess agency and human resources (HR) support forthe program; identify any hiring goals the agency maywant to achieve by focusing on specific individuals.



Police Cadet Programs

Many of these programs require students toremain in school, maintain acceptable gradesand stay trouble free. For their part, cadets areprovided opportunities to work with lawenforcement officers in a positive, supportiveenvironment. They participate in training thatreflects the rigors they would face in a publicsafety career.

An agency assessing development of a cadetprogram must realize that it is a long-termcommitment and requires several partnershipsto achieve success. School districts, highschools, colleges, service clubs, and otheryouth service organizations are potential part-ners and can prove valuable to such a program.

Executive SummaryCadet programs provide opportunity for agen-cies to reach out to the community and create apartnership with its youth. They also help anagency gain additional support to address theneeds of the department and its community.Cadet programs have the ability to providestructure to young people who are in highschool and too young to work in law enforce-ment. A partnership with a local high school,community college, or other public safety enti-ty within the community may provide interest-ed youth with training and mentoring that pro-motes good citizenship and responsibility. Inaddition, cadet programs exposes youth topotential job opportunities and promote anunderstanding of career possibilities.

Variables/Alterations for Department SizeSmaller agencies may find value in a program thatcombines all public safety departments of the city orcounty; allows sharing resources and costs.


Experience/Resource Agencies A variety of programs are in effect; consult agencieswith established programs.

Related PracticesSee: Pre-Academy Programs, Mentoring Programs.

Associated Costs/BudgetCosts will vary depending on the extent of the pro-gram. Program funding may be sought from the com-munity, such as the local Chamber of Commerce, serv-ice clubs, schools, and fundraisers.

ObjectiveTo maximize local recruitment efforts through mentoringand on-the-job training opportunities for younger stu-dents or those interested in volunteering with a lawenforcement agency.

StrengthsProvides young people with potential career directionand positive exposure to law enforcement; fosters pos-itive community support; youth programs offer con-structive alternatives for students often too young forlaw enforcement; may enhance opportunity for agencyto reflect the demographics of the community.

WeaknessesRequires significant resources; there is no guaranteethat participants will pursue a career in law enforce-ment; transportation may be an issue for younger vol-unteers.

Start-up Issues/Steps to Initiate the ProgramAssess the objectives of a cadet program; examine thepotential for community partnerships (e.g., publicschools, other public safety departments); determinecosts of the program; develop a training plan; identifythe program coordinator; address potential legal issues(i.e., contracts, agreements); identify funding sources.

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is the public awareness of positive, structuredmentoring and role modeling of young com-munity members.

However, it should be noted that these pro-grams are costly and involve long-term com-mitment. There is no assurance that a signifi-cant number of participants will becomeemployed by law enforcement agencies.

Explorer Scout Programs

Executive SummaryScouting and law enforcement agencies haveenjoyed a long and positive relationship.Consistent with the values of scouting, explor-er scout programs are intended to developgood, responsible citizens. There are manyexamples where young people have benefitedfrom their involvement with a law enforcementsponsored Explorer Scout troop. Some of thebenefit has been visible from individualsbecoming peace officers. A collateral value inthe scouting and law enforcement relationship

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Variables/Alterations for Department SizeAgencies should consider establishing partnershipswith local youth agencies, schools, and communitygroups.


Experience/Resource AgenciesA variety of programs exist; consult agencies withestablished programs.

Related PracticesSee: Non-Sworn Employees; Volunteers; Mentoring;and Pre-Academy Programs.

Associated Costs/BudgetCosts will vary depending on the size of the programand the number of participants. Funding sources mayinclude agency budget and/or community support(e.g., Chamber of Commerce, service clubs, schools,and targeted fundraisers).

ObjectiveTo maximize local recruitment efforts using explorerscout programs.

StrengthsScouting programs affiliated with law enforcementagencies have enjoyed long-standing community sup-port; youths gain positive exposure to law enforcementas a potential career; offers a constructive outlet foryoung people.

WeaknessesResource demand can be significant; there is no guar-antee that participants will pursue a career in lawenforcement; program does not extend to the age ofemployment for law enforcement; transportation maybe an issue for participants.

Start-up Issues/Steps to Initiate the ProgramIdentify program goals and objectives; assess programrecruitment potential; determine the costs of the pro-gram and potential sources of support; evaluate coor-dination and supervision requirements; determine thetraining and agency uses of the participants; identifyequipment needs; identify funding sources.



Reserve Officers

should assess the costs of the effort. Nurturingof these potential applicants may prove to be acost-effective way of recruiting. However, theobjectives of the reserve program and theagency�s recruitment needs must be clearlydetermined to assess whether the recruitingpool concept is at odds with the desire to havea viable reserve officer program.

Executive SummaryRecruiting from a law enforcement agency�sreserve program has been a common practice.Agencies acknowledge the benefit of hiringreserve officers because they have alreadydemonstrated their ability to be successfulpeace officers. The reserve force, composed ofcitizen volunteers, promotes good relationswith law enforcement and the community.Reserve officers also can be a source of futurepermanent peace officer applicants.

Before determining whether to create orexpand a reserve officer program, an agency


Experience/Resource AgenciesConsult other agencies with established programs.

Related PracticesSee: Non-Sworn Employees; Volunteers; MentoringPrograms.

Associated Costs/BudgetCosts will vary depending on the program. There aredifferent compensation practices and training costs.Most program costs are recurring.

ObjectiveTo initiate or enhance a reserve officer program.

StrengthsIncreases the number of agency law enforcement offi-cers; the agency is able to assess the skills and inter-est of individuals; participants gain exposure to lawenforcement; volunteer-based programs enjoy positivecommunity relations.

WeaknessesRequires additional resources; involves more supervi-sion and coordination; there is no guarantee that par-ticipants will pursue a career in law enforcement

Start-up Issues/Steps to Initiate the ProgramEvaluate the need; determine program objectives;develop policies and procedures; identify programsupervision and coordination responsibilities; identifyresources; assess training costs; develop a budget;address legal issues (e.g., hold harmless and othercontracts and agreements).


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only provide alternatives to traditional staffingmethods, but also promote good relations withthe community and may provide a future appli-cant pool.

Volunteers

Executive SummaryTraditional methods of staffing often proveinadequate due to training needs, servicedemands, schedules, and the increasingly var-ied needs of staff. Agencies should considerusing alternative staffing methods, includingusing non-traditional positions to performtasks. Volunteer youth and adult programs not

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Variables/Alterations for Department SizeAgencies should consider establishing partnershipswith local service agencies, youth programs, and citi-zen volunteer programs.


Experience/Resource AgenciesConsult with other agencies

Related PracticesSee: Non-Sworn Employees; Mentoring Programs;Pre-Academy Programs; and Junior Academies.

Associated Costs/BudgetCosts will vary depending on the number of programsoffered. Whenever possible, funding should come fromthe community (e.g., local Chamber of Commerce,service clubs, schools, and targeted fund-raisers).Partnering with educational institutions should also beconsidered.

ObjectiveTo increase recruitment by offering on-the-job trainingopportunities to volunteers.

StrengthsVolunteers perform duties traditionally performed bypaid staff; participants gain exposure to law enforce-ment; volunteer-based programs enjoy positive com-munity relations.

WeaknessesResource demand can be significant; participation maybe inconsistent; transportation may be an issue foryounger volunteers; time and resources committed totraining volunteers may not be balanced by servicesreceived.

Start-up Issues/Steps to Initiate the ProgramEvaluate current volunteer programs to determinerecruitment potential; identify funding resources; deter-mine level of support from participating local organiza-tions; develop curriculum; determine whether to affili-ate curriculum with a local college; work with legalcounsel on contracts and agreements; identify materi-als, equipment, and supply issues.


Interns/Student Workers

is a costly difference compared to a programbased on volunteers. However, the lack ofpart-time pay in the volunteer-based programis a significant detractor. Both programs usual-ly have specified continuing education require-ments and work assignments in the agency. Inaddition, both seek to develop and maintaininterest in a law enforcement career.

Long term nurturing of potential applicantsthrough internships and student worker pro-grams may prove to be cost-effective means ofrecruiting. However, agencies should recog-nize that this is a long-term commitment.

Executive SummaryStudent intern and student worker programscan be a viable source for recruitment. Theseoften involve young people who have complet-ed high school but are not old enough to meetthe age eligibility requirement for employmentin law enforcement. They are exposed to thelaw enforcement environment by working part-time while they also attend college. There isusually a partnership between the agency andcollege to support such ventures.

Some programs provide part-time salary forthe student, which allows the student to have asource of income while attending college. This

Variables/Alterations for Department SizeSeek partnerships with local youth agencies, schools,and community groups.


Experience/Resource AgenciesA variety of programs are in effect; consult agencieswith established programs.

Related PracticesSee: Non-Sworn Employees and Volunteers;

Associated Costs/BudgetCosts will depend on the scope of the program andnumber of youths involved. Where there are paid, part-time positions, budget augmentation will be necessary;additional financial support for paid and unpaid pro-grams could be sought from community organizations(e.g., Chamber of Commerce, service clubs, schools,and fundraisers).

ObjectiveTo enhance local recruitment efforts through mentoringand on-the-job training opportunities for younger stu-dents interested in law enforcement employment.

StrengthsInvolves young people with law enforcement beforethey meet eligibility requirements; provides paid, part-time work for them while they continue their education;program is a positive community outreach for youngpeople; youth programs offer constructive alternativesfor students.

WeaknessesCostly, long-term investment; where the program can-not offer part-time salary, participation may be difficult;requires coordination and oversight; no guarantee thatparticipants will pursue a career in law enforcement;transportation may be an issue for participants.

Start-up Issues/Steps to Initiate the ProgramDefine program objectives; examine the paid versusunpaid program; assess possibility for support of localorganizations; determine coordination and oversightresponsibilities; define the curriculum for all trainingand the appropriateness of work to be performed;assess whether to affiliate the program with a local col-lege for course credit; identify resource requirements;determine funding source(s).

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These individuals attend regular academytraining, but they must also receive specificcurricula on community policing and service.They agree to remain with a law enforcementagency for four years. For this they receive upto $30,000 of forgiven college expenses. Theprogram also covers training costs incurred byagencies and academies. The benefit of theprogram is the ability to attract higher educat-ed candidates, and the hope is that many ofthese individuals will remain in law enforce-ment beyond their commitment

Police Corps Programs

Executive SummaryThe police corps concept has been aroundsince the 1980s; however, it has receivedmixed reviews. As part of the President�s 1994Federal Crime Bill, the program was re-insti-tuted. It requires a partnership with theDepartment of Justice�s Office of JusticePrograms, the state, local colleges/universities,and individuals that participate. The modelinvolves law enforcement agencies seekingapplicants from colleges/universities wherethey are about to graduate. An agency partici-pating in the program is able to offer studentsfinancial inducement to enter law enforcementfor a specified amount of time.

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Regional ConsiderationsRequires multiple agency and state participation.

Experience/Resource AgenciesU.S. Department of Justice, Office of Justice Programs

Related PracticesSee: Non-Sworn Employees; Volunteers; IdentifyingTarget Audiences; Sponsoring Youth Activities;Mentoring Programs; Pre-Academy Programs; andJunior Academies.

Associated Costs/Budget Training and partnershipcosts for agency, college and/or academy; usualemployment expenses for employees.

ObjectiveTo enhance recruitment efforts through the use of thepolice corps concept.

StrengthsAttracts applicants with college/university education;offers financial incentives for individuals; commits themto an agency for a specified period; able to developand assess an individual’s skills and interest in lawenforcement; may motivate well-educated participantsto remain with an agency.

WeaknessesTo be a significant avenue for attracting individuals, theprogram needs to be widely available; existing pro-grams reflect mixed reviews and high cost; followingcontract period, individuals may leave law enforcement.

Start-up Issues/Steps to Initiate the ProgramDetermine level of support from local participatingagencies; define the curriculum for training; identifyrequired resources; identify funding sources andreporting requirements.




Magnet Schools

agencies have developed paid positions (e.g.,cadets, student workers, and community serv-ices officers) for these graduates. This allowsparticipants to be employed and continue to bepart of the profession and the agency whileawaiting law enforcement eligibility.

The path from magnet school to employmentas a law enforcement officer is a costly, long-term venture. As a result, an agency must eval-uate its commitment in time and fundingagainst the potential benefits of the investment.Long-term nurturing of potential applicantsmay be a cost-effective way of recruiting.

Executive SummaryMagnet school programs are a partnershipbetween junior and senior high schools andpublic and private organizations. They focuson providing meaningful knowledge and skills-based education that is relevant to the workenvironment high school students mayencounter when they graduate and begin seek-ing employment. Successful completion of theprogram meets high school graduation require-ments. Some law enforcement agencies havebecome participants in magnet school pro-grams with their school districts, resulting inincorporation of curricula relevant to the lawenforcement profession.

Graduates of the program are not old enoughto be peace officers. To address this fact, some

Variables/Alterations for Department SizeSmaller agencies may only be able to participate withsoft match funding (i.e., salary and benefits for programstaff support) and seek financial support from commu-nity sources; it may be necessary to seek volunteers tosupport the agency role in the program.

Regional ConsiderationsWhere residents of several communities attend a com-mon magnet school, law enforcement agencies mayfind it beneficial to partner with the school district andeach other.

Experience/Resource AgenciesA variety of programs exist; consult agencies withestablished programs

Related PracticesSee: Volunteers; Explorer Scout Programs.

Associated Costs/BudgetCosts will vary depending on the scope of program.Potential funding sources may include agency budget,the school district, grants, community support (i.e.,Chamber of Commerce, service clubs, and fundrais-ers).

ObjectiveTo maximize local recruitment efforts through partner-ing with local school districts and youth programs.

StrengthsAgencies become part of the community supportgroup for young people; through cooperative effort,youths gain educational exposure to law enforcement;enhances relationships with school districts; participa-tion in a magnet school program reflects favorablyupon the agency; youth programs offer constructivealternatives for students.

WeaknessesResource demand may be significant; there is noassurance participants will pursue a career in lawenforcement; transportation may be an issue for somestudents; may require managing grant resources andreporting.

Start-up Issues/Steps to Initiate the ProgramDetermine level of support with participating schooldistrict and other organizations; assess partnershipresource responsibilities (i.e., curricula, financial role,transition programs, grant management and reporting,staffing); identify resource requirements; determinefunding sources.

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A short-term structured junior academy canhave numerous benefits. Some of these bene-fits include the positive impact on local youthwhich creates the possibilities for later careerchoices; the enhancement of department imageand increased involvement in the community;the identification or re-direction of potentiallyerrant youth; and that the program targetsyouth during formative years.

Junior Academies

Executive SummaryDeveloping the recruit of the future needs tobe part of any long-term personnel strategy.Looking to the future through the developmentof local youth is not only proactive, but alsointegral to community based policing. A four-teen-year-old youth can be impacted in a veryconstructive way through early positive expo-sure to law enforcement officers. This can beeasily experienced through a junior lawenforcement academy.

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Regional ConsiderationsSuited for all regions.

Experience/Resource AgenciesCosta Mesa Police Department, LAPD, Suisun PoliceDepartment, San Mateo County, Regional ExplorerScout Posts

Related PracticesSee: Citizen Academies and Explorer Scout Programs.

Associated Costs/Budget

ObjectiveTo encourage and positively influence the recruit of thefuture through youth "Junior Academies"; to identifyelements of the community as future law enforcementofficers.

StrengthsProviding positive community contact through outreachto local youth; benefits gained through such programsgo beyond developing future recruitment pools toenhance the agency’s image within the community.

WeaknessesPoor development and inappropriate selection of staffcan be detrimental to the overall goals; no guaranteethat participants will become law enforcement officersat a later stage.

Start-up Issues/Steps to Initiate the ProgramSelect quality staff with the ability to relate to youth;ensure that the subject material is developed toemphasize the positive contact and aspects of lawenforcement while remaining interesting; determinesuitable environment for the classes; identify the crite-ria for attendance and other issues such as ethnic andcultural issues.

Variables/Alterations for Department SizeDepartment size should not overly affect the develop-ment of junior academies. Where staffing is an issueor the community is small, several agencies can pooltogether to deliver the program. Partnering with com-munity and youth organizations would be a positivestep towards ensuring the target groups are identified.



Testing Orientation Programs

the law enforcement profession and the indi-vidual organization. In addition, orientationprograms allow applicants to meet and interactwith agency representatives, thus building suc-cessful and lasting working relationships.

Executive SummaryRecruiting has become increasingly difficultfor most agencies throughout the state.Developing and implementing testing orienta-tion programs can significantly increase thenumber of applicants who are successful in thehiring process. By attending such programs,applicants develop a greater understanding of

Regional ConsiderationsProgram may vary depending on organizational size.Smaller or more rural agencies may want to considerpooling resources.

Experience/Resource Agencies Oakland Police Department, California Highway Patrol

Related PracticesSee: Pre-Academy Programs and Mentoring Programs

Associated Costs/BudgetCosts are relatively minimal; some overtime may beneeded for participants

ObjectiveTo orient potential applicants to the law enforcementprofession and assist them throughout the testingprocess.

StrengthsHelps potential applicants fully understand the testingprocess; familiarizes the applicant with the require-ments and risks associated with law enforcement;allows for personal interaction and mentoring; devel-ops organizational understanding and loyalty.

WeaknessesRequires dedicated staff to plan and implement; needsconsistent structure and delivery.

Start-up Issues/Steps to Initiate the ProgramDevelop timelines showing all workshops and semi-nars; develop a structured outline for each workshop;insure organizational acceptance; develop course con-tent and identify critical areas of instruction; selectmotivated instructors; secure sites for all scheduledevents; adjust budget if necessary.

Variables/Alterations for Department SizeCan be implemented regardless of agency size.

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Pre-academy training has proven effective inreducing attrition rates up to 30% to an overalllevel of 2-5%. The Pre-Academy creates asolid foundation of organizational loyalty.Some agencies have also experienced a collat-eral benefit of increased retention through theprobationary period. Pre-Academies are notoverly expensive to implement; the savings onlosses through attrition quickly offset the ini-tial outlay. Also, mentors can often identifyrecruit weaknesses that are not usuallyobserved until the employee is "in-service".Early detection and correction of such behav-ior is beneficial from both a training and liabil-ity standpoint.

Pre-Academy Programs

Executive SummaryOne of the major problems associated withentry-level recruits has been a high drop outrate during the first half of the academy. Someagencies have experienced losses as high asthirty-five percent (35%) of the recruit class.Because recruiting is highly labor and costintensive for law enforcement departments, theloss of new hires can severely set back theeffort to fill sworn positions. While the reasonsfor these losses are varied, the central problemis the transition from a generally less demand-ing life-style to that of a rigorously structuredenvironment. Applicants often think they areprepared for this move, but experience demon-strates that they can become overwhelmed dur-ing initial training. The exceptions are recruitscoming from the military.

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Experience/Resource AgenciesCosta Mesa Police Department (under 200 sworn per-sonnel; smaller classes in partnership with otherdepartments); Ventura Sheriff's Department (largerdepartments; consistent class sizes).

Related PracticesSee: Post-Academy Orientation, Mentoring Programs.

Associated Costs/BudgetIncreased costs include staff costs and salary; addi-tional office supplies; physical training equipment;additional wages for training staff (overtime or back-filldepending upon agency size); other soft costs such asclerical, administrative support.

ObjectiveTo reduce the attrition rate of entry-level recruit officersthrough a structured transition from non-law enforce-ment to academy recruit.

StrengthsLowers attrition rates by up to 30%; saves recruitingcosts; increases long term loyalty to organization;improves performance.

WeaknessesHas the potential to adversely affect recruits if imple-mented incorrectly; requires additional staff hours; maybe difficult to locate suitable venues.

Start-up Issues/Steps to Initiate the ProgramIdentify suitable staff; secure suitable training areas;develop a balanced curriculum; develop effectiveassessment tools; ensure consistent management sup-port.


Regional ConsiderationsRegionalizing, pooling and small department partner-ships should be considered.



Post-Academy Orientation

cers - both those starting a law enforcementcareer as well as those transferring their skillsfrom another organization - to learn the depart-mental culture, develop new relationships, andlearn the operating procedures of the city,county or state agency. Effective preparationpositions officers for greater success in thefield training program and the subsequent pro-bationary period.

Orientation programs are an excellent opportu-nity for management to convey departmentalgoals, objectives and performance expecta-tions. Receiving this kind of information in astructured environment early in a career canhave positive effects on new employees.

Executive SummaryConsidering the complexities of the lawenforcement career, fostering the success ofnew recruits is most likely to be realizedthrough an effective orientation program with-in a professional law enforcement agency. APost-Academy orientation program helpsrecruits assimilate into the organization, foster-ing both their goals and those of the agency.

After the recruitment, identification, selectionand hiring of recruits, the academy and fieldtraining program helps prepare new employeesfor the rigors of the field. However, an elementoften lacking in these structured training pro-grams is the "in-house" orientation. Post-Academy orientation programs allow new offi-

Experience/Resource AgenciesInvestigate successful programs at other agencies withsimilar needs and goals.

Related PracticesSee Pre-Academy Programs and Mentoring Programs

Associated Costs/BudgetCosts will vary depending on scope of the program.

ObjectiveTo orient recruits and trainees and facilitate the transi-tion from the academy to the FTO program.

StrengthsHelps new recruits understand job requirements andFTO process; reduces attrition; less costly than a pre-academy; may allow for increased esprit de corp.

WeaknessesMay represent significant investments of time, labor,and cost; may become a mere listing of policies ratherthan a thorough welcome; without appropriate struc-ture, the program may not meet objectives.

Start-up Issues/Steps to Initiate the ProgramInsure organizational acceptance; develop programcontent; identify which personnel will participate in theprogram; determine the duration and scheduling of theprogram; adjust budget if necessary.

Variables/Alterations for Department SizeOrientation programs may be tailored to agency size.


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dependent on the professionalism and confi-dentiality practiced by the mentors and thesupport of the agency for the program. Therelationship between the mentor and the recruitis also crucial to success.

Mentoring Programs

Executive SummaryThe practice of mentoring new employees haslong been used by businesses in the privatesector. Its potential for exerting a positiveimpact on recruitment, retention and careerdevelopment is now being recognized by lawenforcement agencies. While mentoring pro-grams can be relatively inexpensive tools toimprove recruit retention, their success is

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Variables/Alterations for Department SizeLarger agencies may need to assign more recruits to asingle mentor; smaller agencies may provide one-on-one relationships.

Regional ConsiderationsAgencies within the same region may provide a forumfor mentors and/or peer counselors to share knowl-edge and experiences; a subgroup may be assigned tomentor academy cadets (not from their own agencies).

Experience/Resource AgenciesAgencies offering peer counseling training; qualifiedpsychologists for referral of more serious counselingissues.

ObjectiveTo provide a resource for recruits to obtain personal,confidential guidance from a mentor.

StrengthsTends to establish career-long relationships andagency loyalty; demonstrates that the agency is willingto personally invest in new recruits; develops the skillsof employees chosen to be mentors.

WeaknessesRequires specific training for mentors in order for theprogram to be effective; program success is depend-ent on the mentor’s attitude toward the administrationand/or the public; requires ongoing evaluation anddevelopment of new mentors; confidentiality issues canlead to conflicts; use of FTOs as mentors may createconflict (i.e., between the role of the FTO as theenforcer of agency standards and the role of the men-tor as a source of guidance and support).

Start-up Issues/Steps to Initiate the ProgramSolicit officers willing to act as mentors; provide peer-counseling training for mentors; clearly identify confi-dentiality expectations; directly communicate adminis-tration support for the mentoring program.



s competition in the private sector for toptechnical and business talent accelerated inrecent years, human resources departmentsnecessarily became more innovative in devel-oping programs to attract and retain employ-ees. In this section, you will be introduced to anumber of best practices intended to transfersuccessful recruitment and retention strategiesfrom both private industry and the law enforce-ment community.

Generally speaking, the current workforce hasbecome more transient across the nation and inCalifornia. Job applicants are highly selectivein their career choices and more research-ori-ented, partly due to the vast amount of infor-mation available via the Internet. The lawenforcement candidate is no different and willoften seek employment with an agency thatoffers a personalized appeal.

Because first impressions of prospectiveemployees are important, this section callsattention to mentoring and employee orienta-tion programs. These programs have becomevery popular for law enforcement agencies andare popular with candidates.

An organization�s culture, style of policing, orregional location may also be significant tothose seeking a comfortable work environmentand high quality of life. Long commutes and

SECTION FIVE:Attracting and Retaining Staff

A the high cost of living in many regions of theState have contributed to recruitment prob-lems. Several best practices, such asAlternative Work Schedules, Take HomeCars/Commute Incentives, RelocationAssistance, and Job Sharing/Part TimeEmployment are among examples of innova-tive programs described in this section. Theseprograms have the dual benefit of enhancingboth recruitment and retention efforts.

Any agency seeking a more educated applicantpool will try to attract college graduates. Wedescribe two programs aimed at attracting thisgroup, Student Loan Forgiveness andEducational Incentives. Such incentives notonly attract new employees, but assist inretaining them as well.


es, but is sometimes overlooked as a resourcefor developing employees over the life of acareer. As individuals are preparing foradvancement, transferred to assignments orpromote in rank, they may be presented withan unfamiliar and new work environment. Tohelp prepare the employee, lessen any unneed-ed stress, and allow for transitional training, amentor program can help the employee transi-tion much more smoothly

Mentoring Programs

Executive SummaryThe practice of mentoring new employees haslong been used by businesses in the privatesector. Its potential for exerting a positiveimpact on recruitment, retention and careerdevelopment is now being recognized by lawenforcement agencies. While mentoring pro-grams can be relatively inexpensive tools tohelp attract and retain employees, their successis dependent on the professionalism and confi-dentiality practiced by those involved.

A mentoring program specific to retainingemployees is unique. It is common for suchprograms to be utilized for recruitment purpos-

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Variables/Alterations for Department SizeThis program is particularly well suited for smalleragencies as transfers and movement throughout theagency is less. Larger agencies may need to designatemore mentors to avoid overwhelming the mentors.

Regional ConsiderationsAgencies within the same region may provide a forumfor mentors and/or peer counselors to share knowl-edge and experiences; a subgroup may be assigned tomentor academy cadets (not from their own agencies).

Experience/Resource Agencies Agencies offering peer counseling training; qualifiedpsychologists for referral of more serious counselingissues.

Related Practices

See: Pre-Academy Programs and Career Ladders.

Associated Costs/BudgetAgencies will likely incur additional employee relatedcosts when partnering of the employee and mentoroccurs.

ObjectiveTo provide a resource for employees to obtain person-al, confidential guidance from a mentor who will helpensure a successful law enforcement career.

StrengthsTends to establish career-long relationships andagency loyalty; demonstrates that the agency is willingto personally invest in the employee's development andemotional health; helps develop professional skills andinstills a sense of pride for the employees chosen tobe mentors.

WeaknessesRequires specific training for mentors in order for theprogram to be effective; program success is depend-ent on the mentor’s attitude toward the administrationand/or the public; requires ongoing evaluation anddevelopment of new mentors; confidentiality issues canlead to conflicts.

Start-up Issues/Steps to Initiate the ProgramIdentify the objectives to be accomplished,; solicit staffwilling to act as mentors; provide peer-counselingtraining for mentors; clearly identify confidentialityexpectations; directly communicate administration sup-port for the mentoring program.

SECTION FIVE: Attracting and Retaining Staff


Overall Benefits Package

needs may choose. The examination shouldinclude review of the benefits offerings by pri-vate industry and other law enforcement agen-cies.

In today�s competitive climate, candidates"shop" agencies and examine benefits pack-ages. In addition, because of changing attitudesabout work, many employees have a moretransient view of their careers. Agencies ofteninvest time and money into employees wholeave for other agencies or different jobs thatoffer better salary and benefits packages. Infact, aside from organizational and culturalissues, employees consistently identify benefitspackages as a top reason for changing jobs.

Executive SummaryAs recruitment and retention have becomemore competitive, it is essential that employersreexamine the benefits they offer to employ-ees. Many benefits packages have not beenassessed against the interests of youngeremployees or the potentially different interestsof senior employees. Instead, most enhance-ments of benefit packages have occurred as aresult of contract negotiations.

Agencies, along with their human resourcedepartments, should comprehensively examineoptions that may improve overall benefitspackages for employees. These may includeboth monetary and non-monetary benefits. Itmay be appropriate to consider options-basedbenefits from which employees with differing

Variables/Alterations for Department SizeThe size of a department’s budget will impact its abilityto offer benefits. State and local entities may influencesome of the benefits that may be considered (e.g.,PERS retirements vs. private retirement, health bene-fits, and retirement accounts)

Regional ConsiderationsBenefits may be determined by regional comparison(cost of living, tax base, housing costs, size of agency,comparable agencies).

Experience/Resource AgenciesAlong with Human Relations Department, researchbenefits that meet the specific needs of the agency.

Related PracticesSee: All retention-related best practices.

Associated Costs/BudgetBudget increases associated with augmented benefits;costs to administer additional benefits; survey costs.

ObjectiveTo assess the needs of potential recruits and currentemployees in order to develop an overall benefits pack-age designed to assist in the recruitment and retentioneffort.

StrengthsAttracts more recruits; assists in retaining employees;will ultimately reduce turnover and training costs.

WeaknessesDifficult to forecast fiscal impact; limited ability to influ-ence contract negotiations between employing entityand employee bargaining units; may need to be adjust-ed frequently to remain competitive with other employ-ers in the area.

Start-up Issues/Steps to Initiate the ProgramDetermine budgetary issues; conduct cost analysissurvey, develop a turnover cost formula, and surveyemployees to identify desired benefits; seek support ofgovernmental entities responsible for negotiating andapproving employee contracts (i.e., MOA/MOUprocess).

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results in higher costs, employees will have amuch higher level of skills, knowledge andabilities, producing a more efficient work forcethat is less prone to costly mistakes.

The agency turnover rate and the reasons forthe turnover will need to be determined. If anagency is losing experienced, tenured employ-ees to other departments or professions, alongevity program may be desirable.

Longevity Pay

Executive SummaryLongevity pay is designed to encourage theretention of long-term, highly skilled andexperienced personnel. The program increasesthe levels of pay and/or benefits at variousintervals throughout the careers of the employ-ees of an organization. This encouragesemployees to remain with one organization tobuild up their pay level. Turnover, along withthe need to hire and train new employees,should be reduced. Although this program

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Experience/Resource AgenciesMany agencies throughout the state incorporate someform of longevity pay. Master Officer, Corporal, DeputyII positions can be a type of longevity pay. Other agen-cies may increase pay based upon tenure in the organ-ization. The Newport Beach Police Department allowsthe conversion of flex leave time to pay based uponyears of service.

Related PracticesSee: Overall Benefits Package; Career Ladders; andRecognition and Rewards.

Associated Costs/BudgetProgram costs and budget impact can be significantfactor. These costs will depend on the degree to whichan agency implements the practice.

ObjectiveTo encourage the retention of employees through theuse of increased pay and/or benefits over the length ofa career.

StrengthsRewards employees for long-term employment; empha-sizes development of skills that will benefit both theemployee and the agency; enhances efficiency of theorganization; reduces turnover and the need to hireand train new staff.

WeaknessesAssociated direct costs. Each agency must analyzethis program for its long-term impact. All direct andindirect costs must be calculated to determine truecost.

Start-up Issues/Steps to Initiate the ProgramDevelop the concept; develop a budget that the organ-ization can consider; develop policies and require-ments regarding eligibility; examine personnel rulesand MOUs.



Relocation Assistance

Executive SummaryThe private sector has used relocation incen-tives and bonuses for years to help entice qual-ity employees. The public sector has also usedthis practice; however, it has generally beenrestricted to executive management positions.Relocation assistance may need to be expand-ed to attract quality employees to the lawenforcement profession.

Experience/Resource AgenciesLos Angeles Police Department (provides $2,000 inrelocation assistance for candidates entering the acad-emy who were living 150+ miles from Los Angeles,reduced airfares through United Airlines, and reducedhotel costs during initial transition).

Related PracticesSee: Overall Benefits Package; Establishing SleepingFacilities; and Take Home Cars/Commute Incentives.

Associated Costs/BudgetWill vary depending on incentives offered.

ObjectiveTo use relocation assistance as an incentive to attractapplicants to lower paying rural departments and/ordepartments impacted by high costs of living andhousing.

StrengthsMay attract applicants to departments having the mostdifficulty recruiting successful candidates.

WeaknessesBoth the agency and the municipality must address fis-cal and political ramifications of incentives.

Start-up Issues/Steps to Initiate the ProgramDetermine fiscal impact; identify political ramifications(e.g., preference of local candidates); draft backgroundand purpose; determine criteria for assistance; marketavailability of incentives both locally and statewide.

Variables/Alterations for Department SizeSmaller agencies may not be able to provide the samelevel of incentives as larger departments.

Regional ConsiderationsAreas with low cost of living and housing often providelower salaries. High-cost areas may have a combina-tion of salary and housing problems.

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cers but also improve the law enforcement pro-fession overall. Loan forgiveness programs canbe used for new recruits as well as to helpretain current officers who would like to con-tinue their education. Moreover, identifyingcollege graduates with outstanding studentloans creates a "ready made" candidate pool towhich recruitment information can be sent.

Student Loan Forgiveness

Executive SummaryThe use of student loan forgiveness programsto encourage successful recruitment efforts is atool widely used in the teaching profession aswell as in private industry and the military.Providing such programs can help recruit col-lege-educated candidates, who are critical tothe increasingly complex law enforcement pro-fession. Research has concluded that collegeeducated individuals not only make better offi-

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Experience/Resource AgenciesFederal Perkins Loan program; Oakland PoliceDepartment.

Related PracticesSee: College Campus Recruiting, Overall BenefitsPackage, Educational Incentives.

Associated Costs/BudgetCosts are specific to the size of the agency andwhether the agency or city/county is funding loan-for-giveness. A state-funded program could benefit allagencies.

ObjectiveTo support successful recruitment and retention effortsby establishing local and state student loan forgive-ness programs.

StrengthsEncourages hiring college-educated candidates; identi-fies a potential pool of candidates by flagging collegegraduates who have outstanding loans to be paid offor forgiven.

WeaknessesMay attract candidates to law enforcement solely topay off a loan, resulting in increased attrition after loanpayment is accomplished.

Start-up Issues/Steps to Initiate the ProgramDevelop the objectives of the program; create criteriaand the process for receipt of the incentives; identifyfunding sources.

Variables/Alterations for Department SizeAgencies without local educational institutions mayhave to recruit outside their area to find students withoutstanding loans.



Signing Bonuses

Executive SummaryOffering law enforcement signing bonuses canbe compared to the bonuses offered to profes-sional athletes to encourage them to commit toa contract for services. In addition, the militaryhas used enlistment bonuses. Bonuses can beused to lure prospective recruits to one agencyrather than another that does not offer such anincentive.

Experience/Resource AgenciesThis is a relatively new concept; few agencies haveattempted this technique.

Related PracticesSee: Overall Benefits Package and other retention-related Best Practices.

Associated Costs/BudgetCosts will be directly related to the amount of moneyoffered in signing bonuses and the number of employ-ees hired; there will be administrative costs in manag-ing the practice.

ObjectiveTo provide incentives to prospective applicants throughthe use of signing bonuses.

StrengthsProvides an immediate payment to newly hired employ-ees; significant inducement for applicants consideringmultiple employment opportunities.

WeaknessesIncreased costs related to the amount offered and thetype of plan established; potential problems if newemployees do not meet their contractual obligations,thus causing the employing agency to seek redress;disadvantages agencies lacking financial resources tocompete using signing bonuses

Start-up Issues/Steps to Initiate the ProgramDevelop the objectives of a plan; seek support of theHuman Resources entity and the political body (budg-etary approval authority); determine the amount to beoffered; develop qualifications for the bonus; determinethe point at which the bonus should be paid (e.g., hiredate, completion of the academy, FTO program or theprobationary period).


Regional ConsiderationsAgencies should assess recruiting competition fromneighboring agencies.

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skills to become peace officers by offeringthem higher pay. It also encourages currentofficers to learn a new language and receiveextra compensation.

Bilingual Pay

Executive SummaryBilingual pay programs are designed toenhance the ability of law enforcement toeffectively communicate and interact with non-English-speaking people. This ability isincreasingly crucial in California, the mostdiverse state in the country. This type of pro-gram encourages individuals with bilingual

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Regional ConsiderationsAre similar incentive programs used in neighboringagencies or agencies that compete in the same recruit-ing market?

Experience/Resource AgenciesMany agencies already offer bilingual pay incentiveprograms.


Associated Costs/BudgetCosts vary depending on the testing method used andwhether the program is handled in-house or by an out-side agency. Costs also depend on the level of fluencyrequired and the number of officers who qualify.

ObjectiveTo encourage those who speak a second language toconsider a law enforcement career and to invite cur-rent employees to learn a second language.

StrengthsIncreases diversity among officers and deputies;improves agency’s ability to communicate with a widevariety of people.

WeaknessesIncreased costs for bilingual pay; must establish qualifi-cation and testing criteria.

Start-up Issues/Steps to Initiate the ProgramDetermine need for program; identify potential costsfor the program; decide applicable languages; setrequired level of fluency; establish testing process;determine and address meet-and-confer issues.

Variables/Alterations for Department SizeSome agencies may have a higher number of requestsfor the program and a wider variety of languagesincluded.



Diversity of Work

Marketers and researchers describe the genera-tion currently entering the job market as seek-ing employment where they feel they are partof a team and have opportunity for personaland professional growth. They are also morelikely to change careers frequently. Therefore,implementing the practice of rotational assign-ments may be an employment incentive foryounger employees entering law enforcement.

Executive SummaryAssignment rotation can be valuable in provid-ing opportunities for officers and deputies toexperience a variety of specialty duties. Thismay be particularly important in smallerdepartments, where permanent specialtyassignments limit movement and opportunityfor all officers. Rotation of duties provides awider range of training, experience, and skills,which is suitable to the generalist nature ofpolicing found in some departments.

Regional ConsiderationsMay affect regional task force assignments.

Experience/Resource AgenciesMany agencies have Identified assignments that aresubject to rotation and others that are not subject torotation; most regional task forces have policies delin-eating some level of rotation.

Related PracticesSee: Career Ladders.

Associated Costs/BudgetIncreased costs associated with training, loss of worktime spent training new personnel, and managing theprogram

ObjectiveTo increase diversity of work assignments within lawenforcement agencies.

StrengthsIncreases opportunities for employees to experiencespecialized assignments; provides greater exposure toall areas of the organization; reflects planned develop-ment of employees; broadens knowledge about theagency among employees.

WeaknessesIncreases training cost and time required for develop-ing experience; reduces institutional knowledge; mayresult in incidences of higher errors or mistakes due toincreased turnover.

Start-up Issues/Steps to Initiate the ProgramDetermine the objectives and scope of the program;assess the timing for involving employee bargainingunits in the process; identify potential problem areas;analyze the impact upon agency operations, budgetand effectiveness; examine the potential impact on thecommunity and the agency; determine assignmentsthat will and/or will not be subject to rotation; developthe rotational period and timing.

Variables/Alterations for Department SizeSmaller agencies may have only a few individuals inspecialized assignments; agencies without specializedassignments would not consider this practice; mayeffect agency recruitment and retention.

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community and the organization. Each agencymust analyze its budget, personnel needs,deployment issues, organizational goals andobjectives, and other related concerns. Manyalternative work schedules are currently ineffect throughout the state, and there is a widebody of information available for the purposeof research and analysis.

Alternative Work Schedules

Executive SummaryBecause they often provide significant incen-tives to employees, alternative work schedulescan be very beneficial in the recruitment andretention of law enforcement personnel. Forexample, an alternative work schedule canreduce commuting hours and the amount oftime needed to prepare for work, resulting inan increase in personal time for each employ-ee. However, to be successful, alternative workschedules must also meet the needs of the

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Variables/Alterations for Department SizeSmall departments may experience the most difficultyin funding increased staffing and obtaining additionalequipment; unanticipated absences are more difficultto manage for small departments.

Regional ConsiderationsEmployees may experience dissatisfaction with a shiftschedule when other departments in the area haveimplemented an alternative schedule that provides formore time off.

Experience/Resource AgenciesAlternative work schedules are in use in many parts ofthe state. POST Command College papers and otherlaw enforcement periodicals provide information on thevariety and suitability of alternative shift schedules.

Related PracticesSee: Diversity of Work and Job Sharing/Part TimeEmployment.

Associated Costs/BudgetThere will be increased costs for additional staffing,benefits, equipment, and administrative support.

ObjectiveTo assess the cost-benefit of instituting an alternativework schedule to enhance recruitment and retention.

StrengthsMay reduce sick time absences and overtime; mayassist cities and counties in achieving air qualityimprovement goals; may enhance opportunities forscheduling consistent training and other specialdeployment needs.

WeaknessesRequires more employees and equipment; mayincrease the number of less productive overlap shifts;reduces the frequency and consistency of officer con-tact with the public in agencies emphasizing communi-ty policing; longer shift hours may be less desirable tosome employees.

Start-up Issues/Steps to Initiate the ProgramPerform a workload study which assesses servicedemands; assess present service response perform-ance against other shift plans; assess the staffingcosts of each alternative shift schedule; benchmarkcurrent overtime and sick time; obtain employee inputregarding alternative schedules; seek community input;obtain funding; pilot test one or more of the alterna-tives and assess the impact.



Job Sharing/Part Time Employment

Part-time employees may allow an agency toenhance service delivery by using theseemployees to staff assignments not previouslysupported due to budget constraints. Part-timeemployees and job sharing employees may beused to allow full-time employees to concen-trate on other priority activities.

Executive SummaryIntroduction of job sharing or part-timeemployment plans allows flexibility in workschedules, therefore encouraging valuedemployees to pursue their interests whileremaining in the field of law enforcement.Such plans may also be a powerful recruitingtool for those interested in spending time onpersonal, educational, or other opportunitiesnot easily accommodated by full-time employ-ment.

Regional ConsiderationsRegional issues are not significant, although someagencies would have to consider how to retainemployees rather than losing them to other agencieswith job share opportunities.

Experience/Resource AgenciesAgencies with existing part-time employment arrange-ments; other professions with job share/part-timeoptions.

Related PracticesSee: Employee Empowerment and Alternative WorkSchedules.

Associated Costs/BudgeIncreased administrative costs; increased trainingcosts (each part-time officer must still meet POSTtraining requirements); possible increased benefitcosts.

ObjectiveTo increase the flexibility of law enforcement positionsby establishing job sharing and part-time employmentprograms

StrengthsPotential recruiting tool; may retain employees whowould otherwise leave the profession; gives lawenforcement a more family friendly image.

WeaknessesWould require changes in civil service rules andagency policies; may require changes in employmentcontracts and benefit administration; may be difficult tomanage scheduling.

Start-up Issues/Steps to Initiate the ProgramEstablish a work group to assess the planning require-ments; determine legal or agency rules that may beobstacles; identify salary/benefit issues; develop strate-gies to identify suitable job share/part-time positions;formulate plan to include the agency’s current assign-ment schedule; involve agency’s employee representa-tion unit.

Variables/Alterations for Department SizeSmaller departments may have scheduling limitations,limited numbers of officers, and lack of assignmentflexibility. Larger agencies may have a greater degreeof flexibility to accommodate the unique characteristicsof such a program.

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perform better during the academy and in fieldtraining. Many of today�s law enforcementexecutives achieved advanced degrees as theyattained progressively higher levels of jobresponsibilities. Arguably, the combination ofhigher education and increased responsibilitywithin the profession has been of value to theirsuccess.

In most instances today, law enforcement isstruggling to attract college-educated employ-ees. In order to reverse this trend, there may bevalue in considering educational incentives asa recruitment and retention strategy. Incentiveprograms may provide both immediate andlong-term benefits.

Educational Incentives

Executive SummaryEducational incentives acknowledge the valuelaw enforcement places on well- educatedpeace officers. The environment in which offi-cers must perform their duties is highly com-plex, requiring assessing situations and makingjudgments that can have serious consequences.Since the early 1960�s, there have been manyFederal, state and local commissions convenedto examine the law enforcement response tocritical incidents. In nearly all of these com-mission reports, there has been reference to theneed to increase the educational level of lawenforcement officers.

Several studies there have shown that recruitswho possess education beyond high school

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Variables/Alterations for Department SizeSmall agencies may consider regional or collaborativeefforts for funding purposes.

Regional ConsiderationsAvailability & proximity of educational institutions.

Experience/Resource AgenciesThere are various types of programs offered by agen-cies; other program and funding opportunities may beavailable through colleges and universities.

Related PracticesSee: Overall Benefits Package and EmployeeEmpowerment.

Associated Costs/BudgetCosts are contingent upon the scope of the programand the goals of the agency.

ObjectiveTo attract candidates to the law enforcement profes-sion and to recognize the value of higher educationamong existing employees by developing educationalincentives.

StrengthsReflects a commitment by the agency to supportemployees who have pursued higher education;encourages employees to continue their education;can promote pursuing an advanced degree as integralto career development.

WeaknessesBudget constraints may inhibit funding an incentiveprogram; absence of an educational institution in closeproximity to the agency may limit the scope of the pro-gram; may be labor-management issues that need tobe addressed.

Start-up Issues/Steps to Initiate the ProgramIdentify the scope of the program; identify the targetgroup(s) (e.g., entry-level candidates, tenured employ-ees); assess whether statutory change is required; pre-pare staff report describing the objectives of the pro-gram and the proposed budget; submit the recommen-dation to agency’s funding source.



On-Site Dry Cleaning Services

reduces the time employees must spend indropping off and picking up uniforms at thecleaners, and the agency benefits by assistingemployees in maintaining a professional uni-form appearance.

Executive SummaryRetention of valued employees is a desire ofeveryone in law enforcement. Enhancing bene-fits may assist in this effort. The practice ofproviding a cleaning service at the workplaceis a convenience and timesaver for agency-uni-formed employees, and increases employeediscretion in the use of time off. The service

Related PracticesSee: Overall Benefits Package.

Associated Costs/BudgetCosts will vary depending on service offered (pick upand drop off only vs. full service); probably minimalimpact.

ObjectiveTo provide convenience and time saving to employeesby providing uniform dry cleaning pickup and deliveryservice at the work location.

StrengthsMay improve morale and retention; a convenience thatsaves employee time both on and off the job.

WeaknessesPossible costs associated with implementation(depending on service offered); may involve meet andconfer issues if offered as an employee benefit.

Start-up Issues/Steps to Initiate the ProgramIdentify a dry-cleaning company that offers this service;enter into agreement with the company.

Variables/Alterations for Department SizeNumber of employees that would use service.

Regional ConsiderationsMay be able to share service agreement with other lawenforcement or government agencies.

Experience/Resource Agencies The Santa Rosa Police Department allows a cleaningservice to pick up and drop-off cleaning inside thedepartment. Billing is handled between the serviceprovider and the employee.

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viding sleeping facilities may result in signifi-cant benefits to the agency and its employees.

Availability of such facilities can increasemorale, reduce fatigue and minimize frustra-tion resulting from the effects of lengthy com-mutes. Several agencies in high cost areashave successfully established employee sleep-ing facility programs for personnel who com-mute long distances. Most of these agenciesare located in densely populated metropolitanareas such as the San Francisco Bay area.

Establishing Sleeping Facilities

Executive SummaryThe demands of law enforcement requireemployees to perform shift work, work longerhours due to compressed work schedules,attend court, and work overtime. Though thisrequirement is not new in police work, it hasbecome a greater concern for employees andmanagers alike. Employees who work in majorurban areas are more frequently finding it dif-ficult to secure affordable housing in the com-munities in which they work. This often isreflected in officers living one or more hoursof driving distance from work. As a result, pro-

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Regional ConsiderationsReal estate and/or rental costs must be considered;high cost of living areas generally result in greatercommuting distances for employees.

Experience/Resource Agencies Several agencies have successfully established sleep-ing facility programs. Government procurement pro-grams can assist in the acquisition of property andtheir furnishings.

Related PracticesSee retention issues: Take Home Cars/CommuteIncentives, and Relocation Assistance.

Associated Costs/BudgetAcquiring a facility is a significant cost; acquisition offurnishings and "soft" costs such as cleaning andmaintenance should be assessed.

ObjectiveTo provide sleeping facilities for law enforcementemployees assigned to shift work.

StrengthsAddresses scheduling issues; eases commute;reduces fatigue and burnout; allows personnel to bet-ter respond to shift adjustments and extended workhours.

WeaknessesCost to establish and maintain facility; lack of suitablespace; need to monitor facility; potential liability prob-lems.

Start-up Issues/Steps to Initiate the ProgramLocate suitable property for sleeping quarters; identifypotential financial partnerships (i.e., public, private,business, labor organization); determine budget;address liability concerns; determine new schedulingneeds.

Variables/Alterations for Department SizeAgency size and staffing needs will dictate the scaleand type of facility.


1 0 0 P E A C E O F F I C E R R E C R U I T M E N T A N D R E T E N T I O N : B E S T P R A C T I C E S

Employee Empowerment

be leaders within a recognized labor organiza-tion and provides opportunity for the agency todevelop employees through training in negotia-tion and facilitation skills. Understanding theprinciples of interest-based negotiation willassist the group in thinking broadly and negoti-ating with the desire to promote positive solu-tions.

For the practice to be successful, it must be aforum for problem solving, not criticism ofemployees and the department. The work ofthe group is in no way intended to displace the"meet and confer" processes.

Executive SummaryAn employee empowerment program assumesa participative organization. It encouragesemployee input about decisions that impact theworkplace. Designated employee group(s)meet consistently to work on specified issues,and their work and recommendations areshared with the rest of the organization. Theobjective of such a program is to address com-plex and/or controversial issues that are bestresolved by employees and their leaders work-ing together.

Often these issues involve matters related toterms and conditions of employment. Thisassumes participation of employees who may

identify the forum (i.e., focus groups, team meetings);set the agenda for the meetings; identify the means ofreporting the results and providing feedback.

Variables/Alterations for Department SizeBased on organizational structure, representatives of across section of the department should participate.Department size may require limiting the number ofparticipants, rotating group membership or using sub-ject-specific standing groups.


Experience/Resource AgenciesSacramento Police Department – Issues and AnswersCommittee

Related PracticesSee: retention-related best practices.

Associated Costs/BudgetMinimal, usually time spent at meetings and makingcontact with resource personnel.

ObjectiveTo allow employees to have a greater role in the day today operations and problem solving efforts of thedepartment.

StrengthsHelps align employee expectations with the goals ofthe department; keeps management apprised ofemployee satisfaction and productivity; recognizesemployees as stakeholders of the department; sup-ports concepts and principles of community or neigh-borhood policing; improves employee understanding ofdepartmental policy, rules, and procedures.

WeaknessesCan lead to misunderstanding; requires additional timeto work through employee processes; lack of specificguidelines may cause a breakdown in communication;may result in duplicated efforts; requires critical "RiskAssessment" by managers and supervisors; thedepartment head may reject the recommendationdeveloped by the employee group(s).

Start-up Issues/Steps to Initiate the ProgramAssess the organization’s mission, vision and values;identify a representative group (e.g., labor, executive,shift representatives) and charge them with the plan-ning responsibility; select members to participate; iden-tify the purpose of the group and define parameters;

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son, some cities and a few counties providecommuter incentives. These may includemileage reimbursement, parking reimburse-ment and free or discounted mass transit.Some cities and counties have provided poolvehicles or vanpools for employees who canshare transportation to work from their areas ofresidence. In some vanpools, employees maypay only their share of the gasoline. The publicagency leases or purchases the vehicles andmaintenance is also provided by the agency.

Take Home Cars/Commute Incentives

Executive SummaryTake home vehicle programs have been usedin various parts of the country. The primarybenefits of these programs include the follow-ing: officers take better care of vehiclesassigned to them; conspicuously marked vehi-cles used on and off duty provide a greater lawenforcement presence; costs moderate overtime following the higher initial cost of imple-menting this type of program.

Employees working in high cost of living areasof the state frequently cannot afford housing inthe city or county of employment. For this rea-

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Regional ConsiderationsAgencies in rural areas may reduce initial cost of vehi-cles by developing a regional purchasing authority.

Experience/Resource AgenciesVallejo PD and other agencies currently provide suchincentives.


Associated Costs/BudgetVaries depending on scope of program. Initial costincreases will be incurred; over time savings may berealized through better car maintenance and employeeretention.

ObjectiveTo provide a take home vehicle and/or commuter reim-bursement program.

StrengthsMay help attract or help retain employees; cost effec-tive long term; makes public feel safer; reduces down-time between shifts.

WeaknessesIncreased initial cost due to vehicle purchase(s), com-muter incentives; requires administrative accountabilityprocedures.

Start-up Issues/Steps to Initiate the ProgramDetermine how many additional vehicles are needed;determine appropriate commuter reimbursement; con-duct cost analysis; seek support from governingauthority; enter into contracts with a public entity orother agency; track impact of program.

Variables/Alterations for Department SizeLarge departments may have more difficulty fundingtake home vehicles for all officers or finding adequateparking.



Childcare Programs

care for a child), less tardiness, fewer distrac-tions at work, and improved employee satis-faction. The practice of officer parents inten-tionally working different shifts to minimizethe time when childcare is required may bereduced. These benefits have the potential forimproving the agency�s return on its invest-ment and may significantly offset the expense.

Agencies can create partnerships with publicand private entities to obtain resources thatwill assist the implementation of a work-relat-ed childcare program. Establishing a childcareprogram is likely to build stronger relation-ships within the local community and enhancea department�s image. In addition, the demon-strated commitment of the agency toward itsemployees will increase satisfaction andimprove recruitment and retention.

Executive SummaryChildcare is a significant concern for mostemployees. It may be as important to them asthe public safety work they perform. Lawenforcement agencies nationwide are increas-ingly concerned with impediments that preventqualified individuals interested in a lawenforcement career from entering the work-force. It is equally important to recognize thatchildcare issues for incumbent law enforce-ment officers present serious challenges to thetraditional day care concept. The law enforce-ment officer has many demands upon his orher time, which often means that most daytimechildcare providers cannot meet the needs ofsuch a non-traditional schedule.

Establishing a childcare program is costly.However, the savings that are seen from such aprogram include reduced sick time (needed to

Variables/Alterations for Department SizeAll departments may consider pooling resources orestablishing joint programs.

Regional ConsiderationsCost of establishing childcare centers will likely behigher in urban areas where costs related to facilities,wages, and operating expenses are higher.

Experience/Resource AgenciesOther State, County, and municipal agencies with cur-rent childcare programs (Department of MotorVehicles, Department of Transportation, City ofSunnyvale, City of Walnut Creek).


Associated Costs/BudgetCosts will vary depending on the approach chosen.Corporate donations, grants, and community discountsmay lower costs. Partnerships may also reduce costs.

ObjectiveTo enhance recruitment and retention of applicants byestablishing childcare programs.

StrengthsDecreases absenteeism and increases productivity;employees experience less distraction knowing theirchildren are cared for and easily accessible; onsitefacilities can reduce tardiness and job turnover;enhances agencies’ public image and humanizes theprofession.

WeaknessesOperating a childcare facility is costly; establishingpartnerships to address funding needs, sharingexpenses, or finding a facility are difficult; there arelicensing, liability and legal concerns to be addressed.

Start-up Issues/Steps to Initiate the ProgramIdentify employee needs regarding childcare; form aplanning committee to develop the requirements of theprogram; develop a budget; determine fundingsource(s) for the program, staffing needs, facilityrequirements, and legal requirements; determine themost appropriate entity to operate the facility.

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ing and making career path decisions, attaininga specialized assignment, and recognizingways to develop technical experience to ele-vate expertise.

The cost of hiring employees to replace thosewho leave prematurely can be a significantdrain on department resources. This is evidentfrom the agency�s lost investment in selectionand training costs. Regardless of its form,research indicates that mentoring and develop-ing employees provides enhanced assimilationinto an organization, fosters positive interper-sonal relationships, facilitates professionalgrowth, and promotes organizational cohesive-ness.

Career Ladders

Executive SummaryAddressing recruitment and retention issuesshould include a strategy for providing careerdevelopment opportunities. Development of amentoring strategy is invaluable in addressingemployee feelings of "inclusion" in theiragency. Employees who do not feel part of theteam often cite this perception as a primaryreason for withdrawing from the organizationor leaving a department. The presence of amentoring program during the probationaryperiod can provide the kind of support neededto help an employee succeed.

The development of a career ladder programfor existing employees could involve mentor-ing in areas such as: understanding thevagaries of the promotional process, identify-

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Variables/Alterations for Department SizeLarge departments have increased opportunities formentoring employees; however, small agencies mayhave success where the chief of police is the primarymentor.


Experience/Resource AgenciesIACP (International Association of Chiefs of Police)training classes; CHP program; Lansing MichiganProgram (article in March 2000 FBI Law EnforcementBulletin).

Related PracticesSee: retention-related best practices.

Associated Costs/BudgetMinimal; some additional costs in training, providingdevelopmental publication materials, and employeetime during mentoring activity.

ObjectiveTo improve employee professional development.

StrengthsProvides incentives for recruiting and retaining employ-ees; enhances assimilation; creates goal orientedemployees; fosters positive internal relationships; trans-fers institutional knowledge and experience; bothemployees and the organization benefit from positiveprogram outcomes.

WeaknessesDiminishes employee perception of the departmentwhen there is a lack of organizational commitment;improper pairing of mentors/protégés; limited opportu-nities; frustration when the objectives of the programare not adequately described.

Start-up Issues/Steps to Initiate the ProgramAssess organizational opportunities that may be viablefor developing employees; review existing programs;research retention issues; form a mentor group andassign a coordinator; assign mentors as appropriate;follow-up by evaluating the impact of the program.



Reciprocity of Retirement Systems

losing pension contributions. Pension reciproc-ity may lessen the risk that experienced offi-cers will be lost or that the agency will beunable to recruit quality candidates.

Executive SummaryToday�s officers are less likely to remain inone agency for their entire careers and aremore likely to move between agencies easilyand without penalty. Agencies that do notallow employees to transfer their pension plansprior to retirement age may find that neweremployees leave earlier in their career to avoid

Experience/Resource AgenciesConsult with the California Public EmployeeRetirement System (CALPERS) as well as individualswith pension plan knowledge and experience in enact-ing or changing legislation.


Associated Costs/BudgetCost for staff conducting research; potential costs forchanging pension systems or plans.

ObjectiveTo allow peace officers to transfer between Californialaw enforcement agencies without losing pension ben-efits.

StrengthsEnhances recruitment; allows officers to more easilymove from agency to agency; eliminates penalties formoving to another agency.

WeaknessesMay impact retention by making it easier to changeemployment to another agency; requires significantcharter and legislative changes; requires significantcooperation among agencies.

Start-up Issues/Steps to Initiate the ProgramResearch charter and pension language to determinehow reciprocity could be accomplished; determineinterest; decide which agencies to include.



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eral fitness levels increase. Additionally, a for-malized program can provide employees withgeneral wellness guidance, nutritional advice,and increased awareness of lifestyle habits.

Physical Fitness Programs

Executive SummaryAs a recruiting tool, a comprehensive physicalfitness program conducted on duty is invalu-able because it displays a progressive attitudeand reflects organizational commitment toemployees. The benefits of physical fitness arewell documented: employee morale and pro-ductivity improve; stress is reduced; and gen-

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Regional ConsiderationsGeographic location; suitability of surrounding areas;availability of fitness facilities.

Experience/Resource Agencies Fremont Police Department; Salinas PoliceDepartment; Santa Ana Police Department.

Related PracticesSee other retention-related best practices.

Associated Costs/BudgetCosts will vary depending on the extent and complexityof the department’s fitness and wellness program.

ObjectiveTo establish a departmental health and fitness programfor peace officers.

StrengthsDevelops more physically fit officers; shows commit-ment to the well being of employees; increasesemployee retention; reduces job-related injuries;increases morale; reduces stress.

WeaknessesPotential risk of injury/liability; department may lackfacilities; on-duty workout time can be compromised byshift activity; may be cost prohibitive for some agen-cies.

Start-up Issues/Steps to Initiate the ProgramResearch existing programs; identify program goal;determine level of agency commitment to funding,scheduling, and philosophy; appoint a coordinator;identify location; acquire equipment; determine sched-uling.

Variables/Alterations for Department SizeLarger agencies may have more resources (e.g., pro-fessional fitness mentoring, compensated workouttime, appropriate location, and associated equipment)and their increased staffing levels would provide moreflexibility in scheduling on-duty workout times. Smalleragencies may consider off-duty workouts and corpo-rate memberships at local health clubs.



Recognition and Rewards

lent work to a community-wide awards ban-quet formally recognizing achievement or mer-itorious behavior. Written recognition, per-formance-based evaluations, employee-of-the-month programs, and ceremonies recognizingcourage or integrity are other ways depart-ments reward superior performance by lawenforcement officers.

Executive SummaryRecognizing and rewarding excellent perform-ance is a highly desirable trait for all success-ful organizations. It is very important for anyagency to recognize outstanding effort on thepart of its employees and to reward suchachievements. This is a critical element of anyeffort to retain employees long-term, toimprove organizational performance, to obtainhigh morale, and to develop an effective work-ing relationship with the community.

Recognition and rewards may vary from some-thing as simple as verbal recognition of excel-

Experience/Resource AgenciesThere is a wealth of recognition and rewards programsfrom law enforcement agencies throughout the state.Check with other agencies for ideas to enhance yourown and identify missing themes.

Related PracticesSee: Employee Empowerment and Forming RetentionTask Forces

Associated Costs/BudgetAssociated costs vary depending upon the reward.These may include additional annual leave, plaques,vacations, uniforms, equipment gift certificates, etc.Many agencies host annual or quarterly dinners foremployees.

ObjectiveTo develop a recognition and rewards program to helpfoster an encouraging and positive work environment.

StrengthsImproves agency morale; increases the motivation toperform professionally in the service delivered to thecommunity.

WeaknessesMust be well maintained and include a process of par-ticipation and nomination for individual and teamefforts.

Start-up Issues/Steps to Initiate the ProgramResearch similar programs and tailor the design to thespecific agency goals and objectives. This shouldinclude approval and endorsements from the executivestaff.



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that have an effect on morale and/or tend tocontribute to employees leaving the agency. Inaddition, addressing the differences in tenure,work experience, family considerations andpersonal interests of individuals within anagency will demonstrate a sincere interest onthe part of management to improving workingconditions and job satisfaction.

Forming Retention Task Forces

Executive SummaryThe recruitment, selection and retention of lawenforcement personnel are of paramount con-cern in the public service arena. Not only isthe need to identify and attract the most highlyqualified individuals a growing challenge, butretaining quality individuals is becoming moreand more difficult. The formation of a taskforce or organizational committee to identify,assess and prioritize issues in the agency canbe a significant benefit to the retention efforts.

A retention task force will effectively addressworking conditions and organizational issues

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Regional ConsiderationsThis best practice is best suited for local implementa-tion.

Experience/Resource AgenciesLos Angeles Police Department, Mountain View PoliceDepartment, Fremont Police Department, Santa RosaPolice Department.

Related PracticesSee: Developing a Recruitment Team and GeneralBudgetary Considerations.

Associated Costs/BudgetCosts will be minimal, but will vary depending on theextent of commitment to the committee work and effortexpended.

ObjectiveTo create a task force to assess and identify workingconditions for the purpose of improving agency reten-tion.

StrengthsImproves working conditions; increases morale andretention.

WeaknessesTime and effort expended toward committee contribu-tions; schedule adjustments or overtime could be anissue.

Start-up Issues/Steps to Initiate the ProgramConsider the personnel assigned and insure that theyinclude an effective representation of a cross sectionof the organization or agency and are skilled at staffwork and planning.

Variables/Alterations for Department SizeThe size of an agency should be in direct correlation tothe make up of the task force. A large agency maydivide the task force into smaller groups representingunits or divisions. Smaller agencies would probably berepresented in a single group.


Documents

PEACE OFFICER RECRUITMENT AND RETENTION: BEST PRACTICESlib.post.ca.gov/Publications/53936324.pdf · PEACE OFFICER RECRUITMENT ... R. PEACE OFFICER RECRUITMENT AND RETENTION: BEST