Field Experiences

Assessment centers can be useful in selecting the top candidate for a position while at the same time used to develop a standard for the department.

Keywords: Research Assessment Reports; Tools & Models; Field

Notes: PhotographJournal Article

2000; source: Government Communication; ISBN: ISSN 0014-5688 CODEN FBILB2; region: Domestic; occupation: Police-related; peer-reviewed: No

Since 1985, the Appleton, Wisconsin police department has used a pre-employment assessment process to select entry-level applicants. The goals of this approach are to develop and implement a method for selecting the most qualified candidates and to reduce the costs and other problems associated with the failure of new recruits to complete an initial training or probationary period. The first step in developing the assessment process was to complete a comprehensive job analysis. Several job dimensions were identified: problem solving, communication, initiative, adaptability, judgment, interpersonal sensitivity, and maturity. Exercises designed to elicit the appropriate behaviors to be observed and analyzed included group discussions, situational responses, oral presentations, background/achievement reports, and observational responses. Departmental assessors were trained to review the job dimensions, role-play the exercises, and evaluate the candidates. The operational phase of the process included specific timetables for exercise completion, orientation meetings, observation of candidate participation, document and materials processing, dimension worksheets to be completed by assessors, team meetings of assessors, final debriefing of the candidates, integration of exercise results, and final report preparation. Each assessor reports to the assembled team of assessors on each candidate's strengths and weaknesses; candidate decisions are then made by consensus. The Appleton police department has hired 28 of 209 applicants for entry-level positions using the assessment center process; 4 officers left voluntarily and 1 did not complete probation. This process allows neophyte candidates to compete on equal footing with experienced officers and gives selected candidates additional inferred support from the department.

Keywords: Promising Practices; Tools & Models; Field

Notes: Demonstration program description

1991; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This British study identified the main factors that influenced the attitudes of minority individuals' toward a career in the police service, with attention to how these factors might influence police recruitment strategies. The study, which was conducted between January and May 2000, involved 32 focus groups that consisted of 290 people aged 18-30 from various minority ethnic communities. The researchers who facilitated the focus group discussion were also from minority ethnic groups. The research identified a set of core themes that were common to all the minority ethnic groups involved: Bangladeshi, black African, black Caribbean, Chinese, Greek/Greek Cypriot, Pakistani, Indian, and Turkish/Turkish Cypriot. The participants had a number of reservations about the police based on personal experiences, but also held images of police presented in the media. They were concerned about racism among police and a culture that seemed to exclude them, both from the job and in the community. Respondents perceived that police had neither the knowledge, sensitivity, or desire to understand minority cultures different from the majority culture. Police culture itself was believed to be at the root of many problems. Respondents, however, did not want to generalize their negative opinions of police to all police officers, and they reported many positive experiences with police. Lack of information was identified as a major problem in considering police careers. Recruitment strategies should provide face-to-face information on the following: support for recruits, how racism is addressed, length and content of police officer training, and dangers faced by officers and how they are equipped and trained to deal with these. 31 references.

Keywords: Research Assessment Reports; Field

Notes: Paperback; Studies/research reports

Publisher: Great Britain Home Office, Policing and Reducing Crime Unit, 2000; source: Government Communication; ISBN: Police Research Series Paper 136; region: International; occupation: Police-related; peer-reviewed: No

The public wants more police, and cities are responding by going on a hiring spree, but in some places the rush to put more officers on the street has brought corruption and racial strife. With the help of Federal subsidies provided by the Clinton administration's 1994 crime bill, the number of police officers nationwide is expected to increase by more than 100,000 over the next 6 years. This effort has some potential problems, however. Too often a rush to put more officers on the street has significantly undermined the quality of individual police departments. Also, the attempt to meet the twin goals of hiring and diversity tends to widen racial divisions within a force. Further, there is always the practical issue of whether more police correlates with less crime. Within law enforcement circles, any discussion of the hazards of "binge" hiring begins with the experiences of Miami and Washington, D.C. In an effort to hire more officers in a short period of time, both departments lowered admission standards, expedited or haphazardly completed background checks, and cut corners on training in order to meet hiring goals and timetables. Large numbers of unprepared rookies were thus rushed into service. In both departments, the officers employed during periods of "binge" hiring were involved in criminal and corrupt behavior. In Houston, the faster the police department has moved to diversify its personnel, the more racially divided the police force has become. From the time a potential applicant first meets a Houston police recruiter to the time when that individual takes a test for promotion or higher rank, the officer becomes part of a race and gender-based bean- counting contest that has left the officers themselves splintered into a handful of different interest groups, ranging from the two most broadly constituted officer organizations, the Houston Police Officers Association and the Houston Police Protective Union, to smaller, ethnicity-based groups such as the white officers, the Afro-American Officers League, and the Organization of Spanish-Speaking Officers. Although an increase in police personnel does increase public perceptions that the community is safer, this may bring more problems than the police agencies and the public expected, unless planning takes into account the speed with which hiring is done and the qualifications of the people selected.

Keywords: Research Assessment Reports; Field

Notes: Article; Legislation/policy analysis

1996; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Recruiting advertising needs to do more than reference job openings, the organization's image must be sold to potential applicants. Lynne Meena (of New York-based Lynne Meena & Co., a newspaper advertising firm) says that, "Many recruitment ads, whether in print or broadcast or on the Internet, are too boastful about the company--'we this, we that'--without thinking in terms of the needs of prospects." This year's winners managed to establish the employer's image without being seen as arrogant by prospective applicants. In Seattle the "protect our city" campaign had been used for years and Officer John Ritter, Seattle Police Department's recruiter decided to use JWT Specialized Communications in Seattle to provide an innovative approach. An immediate need to fill 125 positions meant "we had to change our mindset, even though it is often hard, due to the type of environment we operate in," said Ritter. A nationwide print advertising campaign was employed called "A Job Like No Other." To stay within budget and avoid stereotype imagery all-text ads were used, "we are targeting a widespread age group as well as a very diverse group of people, and we didn't want pictures," Ritter says. The web site was a significant decision notes Ritter. "Now about 80 percent of candidates who test for the police department use the Internet to obtain more job information including test sites, as well as fill out an application. This relieves us of about 100 calls a day, ensures that applicants are receiving consistent information and saves us $2 on postage per application." Part of the creative and fresh approach included the use of humor and tone appealing to a previously untapped demographic, "humor helps open up people's mindset," says Ritter, "which is a real advantage since many people view police departments as a closed community."

Keywords: Promising Practices; Tools & Models; Field

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The three day career fair reaches over 3,500 explorers and between 500-600 police officers and is coordinated by the International Association of Chiefs of Police at the biannual National Law Enforcement Exploring Conference. The fair provides an occasion to recruit from many who have shown an interest in law enforcement.

Keywords: Promising Practices; News; Field

Notes: Journal Article

2002; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

The Catalog of Federal Domestic Assistance website gives users access to a database of all Federal programs available to State and local governments (including the District of Columbia); federally -recognized Indian tribal governments; Territories (and possessions) of the United States; domestic public, quasi-public, and private profit and nonprofit organizations and institutions; specialized groups; and individuals. Users can search this database to find funding which meets the requirements and for which they are eligible. They can then contact the office that administers the program and find out how to apply.Also available on this site are several aids to guide users in the writing of a proposal to apply for assistance.

Keywords: Websites; Field

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

Given the changing nature of the U.S. work force, police recruitment procedures must adjust accordingly. Some sociologists predict that by the time the 1990's draw to a close, white men will constitute only 8 percent of the work force. The other 92 percent will be drawn from women, African-Americans, Hispanic-Americans, and Asian-Americans. New immigrants from Latin America and Asia alone account for more than 14 percent of the Nation's annual population growth. Women workers of all ethnic groups will outnumber men. Given the changing characteristics of the work force, police forces in major cities, where ethnic populations are becoming more and more diverse, use a variety of recruitment methods designed to attract qualified men and women to the police force. In Miami, for example, where there is a large African-American and Hispanic population, advertising on certain radio stations has proven effective. Spot announcements on bilingual stations as well as stations that cater to African-Americans have been effective. Miami's recruitment team also attends various ethnic festivals to answer any questions a potential recruit might have. Recruiters have also participated in school "Career Days." The San Francisco Police Department, prompted by a suit filed on behalf of women and minorities, has established recruitment and retention policies that target minority applicants and officers. Recruitment procedures aim at maintaining the quality of officers hired without eliminating anyone because of factors that are not job-related.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: Article; Training Materials

1991; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article presented and discussed findings from a FBI National Academy symposium on issues that impact recruitment and those aspects and initiatives that contribute to successful recruitment. Throughout the United States, law enforcement agencies of all sizes are facing a significant recruitment problem. To address the problem and identify potential solutions, the FBI National Academy held a symposium on recruitment to exchange ideas and experiences from a valuable resource of participants. Participants provided input on issues, such as applicant expectations, agency requirements, and recruitment challenges. Participants outlined and defined several aspects that could contribute to a successful recruitment effort. Participants felt that for a recruitment initiative to be effective the alignment of a candidate's personal profile with that of the organization must be attained. It was clear that every agency's goal was to match applicant skills and desires with the agency's needs and culture. A two-way effort aids in closing the recruitment gap.

Keywords: Research Assessment Reports; Field; Briefings

Notes: Article; Issue overviews

2001; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This article presents a description of the Sacramento Police Department s Community Recruiter program. Police departments across the country have been striving, mostly in vain, to create police agencies with ethnic compositions similar to the communities they serve. This goal has been difficult to achieve through the usual means of recruitment, such as advertisements and booths at community fairs. The Sacramento Police Department took an innovative approach to community recruitment efforts by developing the Community Recruiter Program, which trains community leaders on how to be police recruiters. The program was needed to inform community members of the requirements of police recruits so that community applicants would be better prepared to succeed through the recruitment process. The 3-hour orientation meeting for community leaders covers aspects of recruit testing, the background check process, and reviews the police academy training. Another aspect of the Community Recruiter Program involves the sponsorship of community police recruits as a way of demonstrating community support. Once community recruits become officers they are quickly assigned to duties in their home communities to further reinforce community participation. Thus far, Sacramento s Community Recruiter Program has met with success, with 58 community leaders trained as police recruiters.

Keywords: Promising Practices; Field

Notes: Article; Model program descriptions

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Keywords: Research Assessment Report; Briefings; Field

Notes: Major City Chiefs Human Resources Subcommittee. ; Federal Bureau of Investigation National Executive Institute. Conf Author(s): Conference on Recruitment, Hiring and Career Development (1994 : Saint Louis, Mo.)28 cm.sponsored by the Major City Chiefs Human Resources Subcommittee and the Federal Bureau of Investigation National Executive InstituteConference publication (cnp)Book

Publisher: Federal Bureau of Investigation National Executive Institute, 1995; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses police departments using Web sites as a way to communicate with the public. Police departments are using Web pages to provide crime statistics, help form partnerships between the community and the police, and in conjunction with e-mail, send neighborhood alerts. Some are using the Internet to bypass the media and ensure delivery of accurate information to the public. Others use the Web to share missing person reports, criminal justice data among departments, and solve serial crimes. Web sites can provide information services that include arrest records from the correction center, human resources data, civil sales, community calendar, and others. While other media outlets provide limited information, the Web site provides data in a fuller context. Neighborhood partnerships are a huge beneficiary of Web sites. A Web site can target recruitment efforts as well. Web sites can encompass courts, police, sheriff, fire-EMS, public works, social services, transportation, utilities, and more. Appropriate business professionals, such as victim s attorneys and insurance companies can view accident reports online. The public s ability to surf the Internet for crime mapping statistics in real time seems to be a future trend. A community resident can select his/her home address on a city map and search all crimes within a time period from a certain radius of his/her home. Subscription services can also be available to provide notification regarding sex offenders, housing, arrests, and direct the person to the Web site for further information. List services can be used to send out notifications of department events, community meetings, changes in procedure, weather updates, and information regarding road and school closings. The new Web portal helps communications staff become more productive.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Technical Assistance

2003; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Police recruiting and retention models are discussed with a focus on joint relationships such as an open dialog amongst various levels of departments which leads to a more competent recruitment and evaluation initiative. This model was used to improve and develop the New Orleans Police Department.

Keywords: Promising Practices; Field

2001; source: Professional Association; ISBN: ISSN: 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

In order to monitor the growth of women in law enforcement, the National Center for Women and Policing has completed this second annual study (1998) on the status of women in the largest law enforcement agencies in the United States. Findings show that among the largest law enforcement agencies in the country in 1998, women comprised only 13.8 percent of all sworn law enforcement positions; women of color hold 6 percent. In the last 8 years, women have increased their representation in sworn law enforcement ranks by only 3.2 percentage points, from 10.6 percent in 1990 to 13.8 percent in 1998. The gains for women in policing are so slow that at the current rate of growth, women will never reach equal representation or gender balance in law enforcement agencies. Women currently hold only 7.5 percent of top command law enforcement positions, 9.6 percent of supervisory positions, and 14.7 percent of line operation positions. Women of color hold 1.9 percent of top command law enforcement positions, 3.1 percent of supervisory positions, and 6.7 percent of line operations positions. Eight out of 10 municipal police agencies with the largest percentage of sworn women officers are currently under, or have been under, consent decrees to hire women or minorities. Similarly, among municipal police agencies with the highest percentage increase in sworn women officers since 1990, 8 out of 10 are under, or have been under consent decrees to hire women or minorities. This report identifies barriers to women in policing and discusses the implications of the survey findings. Tables show an agency-by-agency break down of the data. 8 tables.

Keywords: Research Assessment Reports; Field

Notes: Document; Surveys

Publisher: National Center for Women and Policing, 1998; source: Professional Organization; region: Domestic; occupation: Police-related; peer-reviewed: No

This report summarizes findings concerning numbers of women in correctional law enforcement and as sworn officers in State, county and municipal agencies, examining the major barriers that prevent an increase in their numbers, and reporting on the negative effects upon law enforcement as a whole due to the dearth of women in police departments. This 1999 research summary reports that women comprise only 14.3 percent of all law enforcement positions nationwide, with State agencies falling behind county and municipal agencies in hiring and promoting of women. Women of color hold 6.8 percent of these positions. A gain of 5.3 percent in their numbers has occurred over the 9-year period from 1990 to 1999. It was predicted that it will take several generations for women to reach equal representation in the ranks of law enforcement. The greatest barriers to increasing the number of women in policing were found to be the negative behavior and attitudes of their male colleagues; entry exams requiring excessive upper-body strength; widespread discrimination, including harassment and intimidation; and being maliciously thwarted in their attempts at advancement. Other barriers included heavy recruitment at predominantly male venues, such as military bases, security agencies, and male-oriented sporting events. Outdated paramilitary policing practices rewarding tough, aggressive, even violent behavior was found to repel women's participation in such law enforcement practices, and exacerbates potential lawsuits due to excessive force by male law enforcement personnel. It was found that a community-oriented model of policing, rooted in strong interpersonal and communications skills emphasizing conflict resolution over force, generally favored by women in law enforcement, has been highly effective in improving the public relations image of law enforcement agencies and positively impacts police-community relations. The dearth of women in law enforcement impacts the support given to victims of domestic violence, and since it was found that up to 40 percent of male officers were abusers themselves, women would receive as much as 40 percent less effective law enforcement response from male officers. It was found that female officers were demonstrably more effective than their male counterparts in their responses to crimes against women. Due to the hostility and harassment experienced by women in law enforcement agencies (caused by the under-representation of women in the agencies), successful lawsuits brought by these women have resulted in enormous cost to law enforcement agencies. Additional detailed survey findings, such as gender, color, rank, civilian, and military personnel figures are depicted in graph form, with an appendix identifying the individual agencies included in this research.

Keywords: Research Assessment Reports; Field

Notes: Downloaded July 5, 2002Document; Studies/research reports

Publisher: National Center for Women and Policing, 1999; source: Professional Organization; region: Domestic; occupation: Police-related; peer-reviewed: No

This report includes the results of two studies on women in law enforcement and discusses the gains and gaps in the numbers of women in policing. The 2001 Status of Women in Policing Survey shows that the number of women in sworn law enforcement remains small, and in large agencies the pace of increase has stalled or even reversed. Women accounted for only 12.7 percent of all sworn law enforcement positions in large agencies (with 100 or more sworn personnel). Women comprise an even smaller 8.1 percent of all sworn personnel in small and rural agencies (with fewer than 100 sworn personnel). Despite evidence that women and men are equally capable of police work, widespread bias in police hiring, selection practices, and recruitment policies keeps the numbers of women in law enforcement artificially low. Entry exams overemphasize physical prowess and block many qualified women from serving even though research shows that such tests are not job-related and they do not predict successful job performance. Many women are discouraged from applying to law enforcement agencies because of the aggressive and authoritarian image of policing; an image based on the outdated paramilitary model of law enforcement. On the job, women often face discrimination, harassment, and intimidation, and are maliciously thwarted, especially as they move up the ranks. Research has shown that women police officers use a style of policing that relies less on physical force and more on communication skills. As a result, women are often better at defusing potentially violent confrontations, and are less likely to become involved in use of excessive force situations. Women are substantially less likely to be named in a citizen complaint, sustained allegation, or civil lawsuit for excessive use of force. Women officers respond more effectively to domestic violence incidents. The disparity between the numbers of men and women involved in policing adversely impacts the culture, operations, and efficacy of law enforcement agencies. 9 graphs, appendixes, 24 endnotes.

Keywords: Research Assessment Reports; Field

Notes: Downloaded July 5, 2002Online document; Studies/research reports

Publisher: National Center for Women and Policing, 2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Polk County (FL) Sheriff s Office established a fast-track hiring process in January 2000 to speed the job application and hiring process to meet the challenge of staffing a new detention facility while dealing with normal personnel attrition and lengthy applicant processing times. The agency recognized that its processing times were unacceptable. It enlisted the Graduate Studies Division of the University of South Florida in Tampa to analyze its application and hiring procedure. The first step in implementing the fast-track process was to accept only complete applications submitted personally by the applicant to the human resources division. This process enabled staff to interview candidates the same day that they submitted applications and to inform them immediately of their eligibility for employment. A staffing specialist immediately completed preliminary qualifying checks prior to the interview. The agency also initiated the background investigation immediately and limited employment references to the past 10 years. The human resources director reviewed the application package for compliance with eligibility requirements, hiring standards, and employment laws upon completion of the background investigation. The new process has reduced by 45 percent the time elapsed from issuance of a conditional offer to final hire. Fifty percent of the applicants hired involved processing times of 30 days or less. The agency expects that further refinements will enhance its ability to attract and retain competent, motivated employees. Photograph and reference notes.

Keywords: Research Assessment Reports; Field

Notes: Journal ArticlePhotograph

2001; source: Government Communication; ISBN: ISSN 0141-9870ISSN 0014-5688 CODEN FBILB2; region: Domestic; occupation: Police-related; peer-reviewed: No

The FBI Law Enforcement Bulletin is published monthly by the Federal Bureau of Investigation.The publication contains articles on various law enforcement issues such as terrorism, identityfraud, and human trafficking. The publication also focuses on cross-cutting issues such asleadership, human resources, and technology.

Keywords: Promising Practices; Field

source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The Police Recruitment and Education Program (PREP) was a triumph in the law enforcement community. The 101st US Congress passed PREP as part of a crime package and aims to assist department with recruitment efforts.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: PeriodicalsNews

1991; source: Journal; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This description of the Fort Worth Citizens On Patrol program (Texas) addresses its organization, participants, recruitment, training, responsibilities, budget, equipment, liability, and evaluation. Citizens On Patrol (COP) is a volunteer activity that involves community members who patrol their own neighborhoods. Their primary aim is to reduce Part I property offenses. Using their own cars, the volunteers drive around their neighborhoods looking for crime or potential victimizations. They report potential criminal activity to the police and advise appropriate city agencies of nuisance and safety concerns. Neighborhood Patrol Officers oversee the COP groups in their respective areas. COP groups are organized by neighborhoods, and many work closely with already established neighborhood associations. Since October 1991, 2,091 residents have completed the initial training to become volunteers. An 8-hour training session is conducted by the Fort Worth Police Department. The initial training curriculum covers police and COP operations, including a description of the program, rules of conduct, liability issues, and legal considerations. Ongoing training is also provided. COP is funded through asset forfeitures. During the three fiscal years of COP's operation, $720,000 has been budgeted. Each graduate of the COP training is issued an identification badge, a t-shirt, hat, and jacket. The city supplies 800-megahertz radios that are used by patrolling volunteers and the base station. Although formal program evaluations have not been completed by the Fort Worth Police Department, the city has had a substantial reduction in major crimes since the implementation of the COP program. Rules of volunteer conduct and 8 references

Keywords: Promising Practices; Field

Notes: Article; Program/project description/evaluations

1994; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The world's largest organization of sworn law enforcement officers is the Fraternal Order of Police with over 324,000 officers in 2,100 lodges. The FOP acts as a voice for its members who have devoted their lives to protecting and serving in our communities; through education, legislation, information, community involvement, and employee representation the FOP works to improve conditions and safety for law enforcement officers. The FOP maintains that the dangers and challenges faced by the police are best known by other officers.

Keywords: Promising Practices; Websites; Field

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the various ways in which the Los Angeles Police Department's Internet web site has improved its services to the public. In 1996 Chief Bernard C. Parks collaborated with Glenn Levant of Drug Abuse Resistance Education America (DARE) to launch LAPDOnline. This web site has been an important part of LAPD's community policing philosophy, which includes improvement in the department's internal and external communications. Community leaders view the new web site as a bridge to the public and an important repository for the latest news, facts, and figures on the LAPD. The web site now has nearly 6,000 pages that include up-to-date information on the history, structure and procedures of the department; comprehensive crime prevention tips; "most wanted" suspect information; and missing persons profiles. The department is committed to maintaining a user-friendly, interactive web site that is constantly updated to create a lasting bond with the public. Since its inception, LAPDOnline has garnered an average of 100,000 "hits" per day, totaling more than 23 million hits between August 1998 and February 2000. Among its many innovative uses, the web site has launched an art theft section to share information and solicit leads on stolen art. Additional uses of the web site are as a recruitment tool, as a fallen officer memorial, for press releases, and as a medium for late-breaking or seasonal information for the public.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Florida State University criminology students were respondents in a study to determine what adjustments law enforcement will need to make to recruit, train, and retain officers over the next ten years. Florida Department of Law Enforcement Senior Leadership Program participants developed the survey and results suggest a need for increased ethics training, enhanced pension programs, and increased in-service professional technology training.Note: This article was originally published as a Florida Criminal Justice Executive Institute Senior Leadership Paper (Jan. 1998) available at: http://www.fdle.state.fl.us/fcjei/SLP%20papers/Brand.pdf

Keywords: Research Assessment Reports; Field

Notes: Article; Issue overviews

1999; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The International Association of Chiefs of Police (IACP) mandates to improve and expand the role of women in policing are discussed. The National Center for Women in Policing (NCWP) partnered with the IACP in a survey effort.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Document; Studies/research reports

Publisher: International Association of Chiefs of Police, 1999; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This is a report of findings from a survey of International Association of Chiefs of Police (IACP) members concerning the status and future of women in policing. The Gallup Organization interviewed 800 IACP members. The number of women in law enforcement is growing and they are progressing through the ranks. However: (1) There are still fewer women than men in policing; (2) Women officers still face bias from male officers; (3) Many departments lack strategies for recruiting women; (4) Women officers may face gender discrimination and a glass ceiling that inhibits promotion; (5) Sexual harassment still occurs in many departments; and (6) There are very few mentoring programs for women officers. The IACP believes it is essential to strengthen the position of women in policing, and the report presents 12 recommendations to accomplish that goal. Tables, appendixes, note

Keywords: Research Assessment Reports; Field

Notes: Document; Studies/research reports

Publisher: International Association of Chiefs of Police, 1998; source: Professional Organization; region: Domestic; occupation: Police-related; peer-reviewed: No

One solution to the problem of recruiting qualified police applicants is to recruit from former military personnel who will be released in the greatest military reduction since World War II. By tapping into this source of qualified applicants, police departments can draw from a pool of personnel who not only meet the minimum screening requirements of most departments, but who also have those favorable attributes and characteristics that make them prime candidates for employment as police officers. Service members leaving the armed forces generally do not have criminal records, have good health, have no history of substance abuse, and are in relatively good physical condition. Additionally, their training and experience provide them with a background that is compatible with the needs of the law enforcement profession. Service members leave the service with a higher- than-average educational level and have received training in many areas that are common to both the military and law enforcement professions, such as communications, first aid, and marksmanship. They are accustomed to working irregular hours, under stress, in unusual work environments. They have been trained to be disciplined team players who are motivated to accomplish the assigned mission in the face of barriers. Most are capable of dealing with various segments of society, since they have been exposed to many lifestyles and environments. Operation Transition, which has been established by the Department of Defense to assist the large numbers of departing service members in their transition to civilian life, can provide assistance to employers interested in hiring former service personnel through two automated employment assistance programs. 5 notes

Keywords: Promising Practices; Research Assessment Report; Field

Notes: Article; Training Materials

1993; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

FBI's Honors Intern Program (HIP) is detailed and ideas for adjusting HIP to match the requirements of local or state law enforcement agencies are discussed. Agencies can use interns to tackle future staffing needs.

Keywords: Promising Practices; Field

Notes: PhotographPeriodicalsFeature

1993; source: Government Communication; ISBN: ISSN 0014-5688; region: Domestic; occupation: Police-related; peer-reviewed: No

Development of a self-assessment guide for law enforcement agencies to utilize and examine the effectiveness of recruiting and retention of female officers is discussed. Law enforcement agencies do not often initiate proper effective programming.

Keywords: Promising Practices; Tools & Models; Field

Notes: Journal Article

2002; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article examines the use of an integrated pre-employment roundtable by the Washington State Patrol (WSP). A roundtable is a group discussion of an applicant s employment packet before making the final hiring decision. The WSP has three goals: to hire the best applicant by decentralizing the final hiring decision from one person to a team; to reduce agency risk of litigation; and to continually update the hiring process and the decision makers. The commander of human resources and the staff assigned to the cadet unit within human resources comprise the bulk of the roundtable. Pre-employment testing includes three phases: written tests, an oral board, and polygraph/background investigation. The scores of each are combined to yield a cumulative score. By the end of phase three, the human resource division (HRD) staff members have an extensive profile of each applicant. Applicants whose cumulative scores exceed the minimum cutoff are the ranked on a hiring register. Once a decision has been made to hire an applicant, the applicant is given an offer contingent on successful completion of psychological and medical interviews. The psychological evaluation consists of written psychological tests and an interview with the WSP department psychologist. The roundtable process was created to provide a comprehensive review of applicants who have been identified, though psychological testing, as potential risks if employed as a trooper cadet. The risks include anger management, risk-taking behaviors, potential for substance abuse, problems with authority and inflexible thought patterns. The roundtable personnel review all information on the applicant and formulate a comprehensive employment decision. The roundtable panel considers four possible outcomes: hire, hire with reservations, need more information, and do not hire. The article includes case examples of applicant psychological assessments. The roundtable panel was developed to ensure that a consensus opinion from knowledgeable people is reached concerning employment of an applicant when psychological testing shows potential concerns. This increases the likelihood that the best candidates will be hired and decreases the likelihood of negligent hiring.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article; Studies/research reports

2001; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This report presents the findings of a study that sought to identify ways to enhance efforts to attract females to consider the New York State Police as a career choice. The study included a review of the relevant research literature, as well as the design and administration of four different surveys. As a result of the literature review, two theories were identified to provide direction for improving the recruitment of women. First, the theory of planned behavior suggests that people's attitudes are good predictors of their intentions. Second, the theory of person-environment fit suggests that people will perceive an organization or job as attractive if they feel that their own desires or personality will be well-suited to the environment or situation where they will be working. Organization attractiveness is an important aspect that can lead to an increase in the number of female applicants. Four different surveys were designed to assess people's attitudes and beliefs, as well as to assess the potential fit between the position of New York State Trooper and women's job preferences. The final survey assessed attitudes toward the New York State Police and the job of a Trooper, along with individuals' preferences for various job attributes. The study results indicated that the most preferred job attributes for women between the ages of 19 and 29 were financial inducements and job security; supportive work climate; job enrichment (skill and task variety); and family friendly work policies. The study also determined that misperceptions of danger may be detracting from the number of female applicants. Strategies for improving the recruitment of women were based on the fit between what women desired in a job and how those desires matched their perceptions of the job of a trooper. Specifically, a recruitment program that emphasizes the challenging nature of the job, the diverse activities and skills required (job enrichment), the organization's commitment to improving their family-related work policies, and the camaraderie among troopers may be effective in attracting more females to the job. 3 figures, 2 tables, 14 references, amended figures, and survey questionnaires

Keywords: Research Assessment Reports; Field

Notes: Document; Studies/research reports

Publisher: International Association of Chiefs of Police, 2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The International Association of Chiefs of Police (IACP) seeks to: (1) advance the science and art of police services; (2) develop and disseminate improved administrative, technical and operational practices and promote their use in police work; (3) foster police cooperation and the exchange of information and experience among police administrators throughout the world; (4) bring about recruitment and training in the police profession of qualified persons; and (5) encourage adherence of all police officers to high professional standards of performance and conduct. Founded in 1983, the IACP launches programs, conducts research and provides services to their membership across the globe. The IACP website contains information about the organization, its membership, a calendar, training opportunities, career resources, its resolutions, awards, legislative activities, and publications, including Police Chief magazine. The IACP Research Center contains information on events, projects, national policy summits and hosts its numerous research reports.

Keywords: Promising Practices; Research Assessment Report; Websites; Technical Assistance/Training; Field

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Captain Ederheimer comments on hiring and retention strategies for the Metropolitan Police Department in the District of Columbia during a recession. He also talks about the challenges of asking young recruits to look past the recession and toward retirement in this profession.

Keywords: Field

2009; source: Other; region: Domestic; occupation: Police-related; peer-reviewed: No

In this interview, Chief Alley talks about Lansing's focus on recruitment, especially with minorities and women, and how his department will cope with a rash of retirements in the next ten years.

Keywords: Field

2008; source: Other; region: Domestic; occupation: Police-related; peer-reviewed: No

Chief Owens discusses how a boost in funding affected recruitment, a simple way to save significant manpower screening recruits, and some suggestions to improve retention.

Keywords: Field

2008; source: Other; region: Domestic; occupation: Police-related; peer-reviewed: No

Captain Poulson talks about some of the problems that the Oakland Police Department has had with recruitment and how his units are making sure that the department will be fully staffed by quality officers.

Keywords: Field

2008; source: Other; region: Domestic; occupation: Police-related; peer-reviewed: No

Law and Order Magazine is published by Hendon Publishing. The magazine provides practical information for law enforcement to improve their operations and solve their problems. Law and Order offers up-to-date information on training opportunities, new technologies, proven programs and promising communications strategies.

Keywords: Promising Practices; Tools & Models; Websites; Field

source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The Law Enforcement Explorer program (branch of the Boy Scouts) trains in law enforcement essentials and is being investigated as an alternative to solve the recruitment issue facing law enforcement.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: MapPeriodicalsFeature

1991; source: Journal; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article examines developments in law enforcement recruiting and the use of software to screen applicants. Law enforcement agencies today must identify, recruit, assess, and select personnel with the attributes required to be successful in situations that are rapidly changing and ambiguous. However, fundamental changes have occurred that restrict the pool of acceptable candidates. There are fewer candidates and they look different from 5 years ago. They have a different set of expectations and beliefs, and many are not as psychologically resilient as candidates in the past. One aspect that can be improved is how recruits are screened for employment. Written and oral examinations are the most popular screening procedures. They are specifically designed to measure candidates' ability to reason in challenging, novel, or unfamiliar situations, as well as their ability to effectively focus their attention under stress. The article describes Savvy Recruiter, a computer-administered, interactive, comprehensive measure of skills and capabilities. Figure

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article presents the benefits of police volunteers and offers practical considerations for police agencies interested in developing a volunteer program. Law enforcement agencies are taking on greater responsibilities for community safety at the same time resources are being constrained. Volunteers can offer police agencies much needed support in a variety of ways, such as checking on home bound citizens and fingerprinting children. In order to make the most of volunteer resources, police agencies must invest in volunteer programs. The author discusses the costs of starting a volunteer program, which include the costs of personnel, uniforms, and training. Liability concerns are reviewed and police departments are urged to work with their local government attorneys to determine the required coverage. Other issues considered in this article are policies and procedures of volunteer programs, recruitment and screening considerations, program management issues, and training. Volunteer recognition is an important part of any police volunteer program and should be included in the budget and program plan. Finally, program assessment is a must; issues to consider when assessing a volunteer program include number of volunteers, hours each volunteer contributes, and type of volunteer activities. Within the article there is a textbox describing the profiles of award-winning volunteer programs.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Model program descriptions

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the self-defense system of Tony Blauer called S.P.E.A.R. (Spontaneous Protection Enabling Accelerated Response). This defense system is appropriate for any officer, regardless of size or gender. The technique does not involve adding new equipment nor is it a karate-style system of self-defense tactics. It is a combat system based on human behavior. S.P.E.A.R begins from a nonviolent posture, creating rapport within any interaction with a suspect and allowing an officer to get close to the suspect without telegraphing any defensive moves. Every nonviolent stance used in the officer's movement can be a fighting stance. The intent of the system is not to appear aggressive while at the same time being prepared for any resistance the suspect might pose. The moves designed in S.P.E.A.R. prepare and guide the officer in moving forward against any aggressor with quick, flexible movements designed to counter the particular types of resistance offered. Overall, the system is designed to prevent an attack or resistance by developing verbal and behavioral rapport with the suspect so as to prevent or reduce the intensity of any attack; however, the officer is also trained to move immediately and rapidly into an attack mode should the situation warrant it.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Instructional materials

2000; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Police administrators charged with attracting and retaining young police officers can overcome low unemployment and high attrition rates if they appeal to the values and interests of members of Generation X, individuals born between 1961 and 1981. Generation X individuals grew up during a period of peace, relative prosperity, and technological advances that have changed the U.S. economy. Most Generation X individuals learn best through hands-on experiences, and they like immediate and personal feedback. They tend to be more responsive to a team manager who values input from employees, delegates tasks, and provides mentoring and coaching. Knowing what motivates and concerns Generation X police officers will help police executives conduct more effective recruitment campaigns. Potentially effective marketing strategies include highlighting the variety of jobs available at the police officer level, offering cafeteria-style benefits packages, emphasizing the computer technology used by the police department, and offering a class dedicated to career development. Ways of retaining good police officers and challenges facing police departments in a shrinking job market are examined. Recommendations to help police managers create attractive work environments are offered as follows: define the police organization, value employees, and show flexibility. 4 footnotes.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Journal Article

2000; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses how small-town law enforcement agencies can maintain a good and strong relationship with the public. Small-town police agencies are confronted with many disadvantages due to shrinking residential populations, decreasing tax revenues, budget restraints, and economic downturns in the agricultural industry. The impact on small-town policing can include the loss of experienced officers to metropolitan and suburban departments, lower wages, and fewer benefits. However, citizens in a small-town know the department s employees, as well as the agency which encourages support for the agency. Small-town police agencies can sometimes overlook some of the advantages and resources available to them. This article addresses the ability for small agencies to maintain good relations with the public through continuous, ongoing marketing efforts. The article discusses the use of the news media and making the agency readily available to the news media which can result in making the community more knowledgeable and supportive of the police agency. The police agency can play a significant role in community economic development. Having an accessible and approachable police department can become a strong selling point in attracting economic assets and greater population growth, as well as tax revenues. Other avenues in marketing are briefly presented and discussed. Marketing efforts are paramount to maintaining the positive vital connection between agency and community.

Keywords: Promising Practices; Tools & Models; Field

2004; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Fairfax County, Virginia, Police Department created a mentoring program in which an officer reveals knowledge, skills and expertise with the recruit and the report maintains that the association benefits all involved. Attention paid to original requirements of the recruit can improve the retention for the agency and save in future recruiting and training, therefore fostering a positive environment is important prior to the academy.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: United Statesil.Englisharticle

1999; source: Government Communication; ISBN: ISSN: 0014-5688; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses the implications of the characteristics of the "millennial generation" (those born between 1982 and 2002) for law enforcement recruitment and leadership. Members of the 102-million millennial generation have yet to make their full impact on the law enforcement workplace, but they will be the majority of new police officers and deputies hired in the coming decade. By 2020, most police officers will be members of the millennial generation. Currently, law enforcement agencies have an opportunity to prepare for millennials to progress from new arrivals in the profession to its future leaders. The intractability of law enforcement traditionalist and bureaucratic thought may repel many millennials who are seeking employment within flexible and innovative employment structures. Streamlining or revising outdated policies and procedures can address this concern. Research has shown that many millennials project owning their own businesses, which suggests they are inner-directed and want jobs over which they have control of their responsibilities and goals. If law enforcement agencies are to attract such individuals, they must show that law enforcement agencies seek input from and provide discretion for line officers as well as agency administrators. Mentoring relationships will be important to the development of millennial leaders. Further, millennials will be academically trained in the latest technologies of the computer age, which poses both an opportunity and challenge for law enforcement agencies. They can draw from a technologically skilled work force, but they must also have progressed sufficiently in computerized operations to attract millennials to the modern law enforcement enterprise.

Keywords: Research Assessment Reports; Field

Notes: Article; Issue overviews

2005; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The Milwaukee Fire and Police Commission commissioned a study to examine entry level police recruitment and selection processes. The study was conducted by Personnel Decisions Inc.

Keywords: Research Assessment Report; Field

Notes: Personnel Decisions, Inc.28 cm."24 November 1992."conducted by Personnel Decisions, Inc.Book

Publisher: Personnel Decisions, Inc., 1992; source: Other; region: Domestic; occupation: Police-related; peer-reviewed: No

Keywords: Briefings; Field

Notes: SAINT LOUIS UNIVERSITY PUBLIC LAW REVIEW 0898-8404; 2003; VOL 22; NO 1 Provider: OCLC

Publisher: St Louis University School of Law; 2003, 2002; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

Keywords: Research Assessment Report; Field

Notes: Great Britain.; Police Research Group.26 cm.Pauline Smith, Rob Feltham, Cres Fernandes.Government publication (gpb)Book

Publisher: Home Office Police Dept., 1994; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

This report of the Montgomery County Police Department's Recruiting and Training Committee (Maryland) recommends ways for the department to revise its recruiting and training program so as to produce sworn and civilian employees who are capable of performing in a community-policing environment. Specifically, the committee's aims are to identify and provide training for all personnel and the community to enable them to understand, implement, and adopt community policing. Another objective is to develop equitable recruiting practices consistent with community characteristics and needs. The committee's work was divided into four major areas: training for all sworn officers, training for all civilian employees, training and educating the communities, and recruiting and hiring. In the area of training for sworn personnel, the committee has implemented or planned to implement problemsolving training, entry-level training, partnership training, foreign language services, and a gang overview. The Training Academy staff developed a list of training topics that directly support community policing and total quality management. The topic areas are listed in this report. Training topic areas for civilian personnel are also outlined. Information on education and training for the community encompasses topic areas, program administration, and educational-program formats. In the area of recruiting and hiring, changes already implemented include the use of a community policing/problemsolving question, revision of job descriptions to include community policing concepts/functions, and a change in the recruiting brochure to reflect the move into community policing. Recommended future changes in recruiting and hiring are also described. Appended police service officer program

Keywords: Research Assessment Report; Field

Notes: Program/project evaluations

Publisher: Montgomery County Department of Police, 1993; source: Professional Organization; region: Domestic; occupation: Police-related; peer-reviewed: No

The National Sheriffs' Association (NSA) is dedicated to raising the level of professionalism among those in the criminal justice field. Over its 67 year history, NSA has provided programs for Sheriffs, their deputies, chiefs of police, and others in the field of criminal justice to perform their jobs in the best possible manner and to better serve the people of their cities, counties or jurisdictions. NSA's website contains information on the organization, its president and board of directors, its programs, conferences, training opportunities, and publications, including Sheriff Magazine.

Keywords: Websites; Technical Assistance/Training; Field

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The National Tactical Officers Association (NTOA) was established in 1983 to bring together SWATunits throughout the United States and around the world. NTOA's mission is to provide the lawenforcement community a communications resource for SWAT, patrol, crisis negotiations and other unitsthat support the resolution of critical incidents; a national law enforcement information resource library;comprehensive law enforcement research support; credible, cost effective training programs; and, qualityprofessional journals, The Tactical Edge and the Crisis Negotiator.NTOA's website contains numerous resources for members, including intelligence reports, file sharing capabilities, and critical incident reports. In addition, the site contains information on training, conferences and events, its publications, a resource library, as well as relevant news articles.

Keywords: Websites; Technical Assistance/Training; Field

source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This report provides the following information on the 1998 Australian National Workshop on Recruitment from Ethnic Communities: aim, date and location, delegates, planning, program format, themes, general comment, recommendations, and a summary of workshop discussions. The aim of the workshop was to produce a national strategy for the effective recruitment and retention of people from culturally and linguistically diverse backgrounds. Workshop themes were the strengths and weaknesses of past recruitment strategies, primary target groups, entrance testing, preparatory courses, marketing, retention strategies, and using cultural skills. A general comment notes that the workshop reflected jurisdictional interest in identifying best practice models with regard to recruitment, training, and retention of people from ethnic communities. This was pursued in the context of developing principles, standards, practices, and procedures for police recruitment that may be considered for adoption by Police Services on a national basis as stated in the charter of the National Police Ethnic Advisory Bureau. The seven workshop recommendations and a summary of workshop discussions are provided.

Keywords: Research Assessment Reports; Briefings; Field

Notes: Downloaded May 8, 2001Document; Conference/meeting materials

Publisher: Australasian Police Multicultural Advisory Bureau, 1998; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: No

Negligent hiring and retention and the possible liability therein is key issue for law enforcement agencies and processes should be reviewed.

Keywords: Promising Practices; Field

Notes: PeriodicalsCommentary

1991; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

The Tempe, Arizona, police department's volunteers in policing (VIP) program successfully increased the volunteer corps from 3 to 127 people; they log in 12,000 hours per year. The volunteer management philosophy is based on research, recruitment, retention, and recognition. The department identified 35 areas in which volunteers could be used; program managers work to match the volunteer's skills and desires to the department's needs. In addition to traditional volunteer jobs including clerical work and data processing, volunteers in Tempe have been involved in planning a sexual assault workshop, the city's National Night Out Crime Prevention Program, and the Motorist Assist program. As a result of thorough screening and training, there is widespread acceptance of the volunteers by departmental personnel and patrol officers. The volunteers come from all professions, are about equally divided between men and women, and include student interns from nearby campuses.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Surveys

1992; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

The Office of Justice Programs' (OJP) mission is to increase public safety and improve the fair administration of justice across America through innovative leadership and programs. OJP includes the following bureaus and offices: the Bureau of Justice Statistics, the Bureau of Justice Assistance, the National Institute of Justice, the Office of Juvenile Justice and Delinquency Prevention, the Community Capacity Development Office, and the Office for Victims of Crime. OJP's funding webpage contains current funding opportunities as well as resources for grantees.

Keywords: Websites; Field

source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

This article describes how police departments across the United States have established Web sites and Internet services to enhance their performance in the areas of recruitment, public relations, and tracking offenders, as well as a future online self-reporting feature. Police departments are now using the online resources of Web sites and Internet services for a variety of purposes. Web sites are utilized for enhanced public relations, such as community programs and initiatives and employment opportunities, as well as the transmission of intelligence information to field investigators. This article presents those programs designed by or for law enforcement agencies to enhance police services. The Lakeland, Florida Police Department designed a Web site that features e-mail contact information for services within the agency, crime prevention and Internet safety tips, recruitment information, and ongoing special events and activities. The Chicago Police Department's Web site was originally designed to encourage community involvement in building safer neighborhoods. It has since been redesigned to enhance community and citizen access with the citizen Information Collection for Automated Mapping (ICAM) program. In Louisville, Kentucky, a private company designed the Victim Information and Notification Everyday (VINE) service providing victims with status information of offenders via telephone. The VINE service has been expanded to V-NET allowing extended notification capabilities using the standard VINE telephone program. The ChoicePoint's Autotrack assembles records from various public sources into a single database. It has assisted law enforcement in tracking down deadbeat dads, murder suspects, missing witnesses and more. The Madison County, Wisconsin Police Department Web site was redesigned, with minimal financial outlay, to include department news releases, downloading of composite suspect drawings, online employment application for recruiting, the payment of parking tickets, and the issuing of warning letters under the Traffic Enforcement Safety Team. In addition to existing online police resources, new technologies and systems are being designed and implemented, such as the ability of online self-reporting.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Only one in ten of the over 100,000 people who apply for the police force yearly are chosen the first time. Applicants must be ready for the process and this manual written by police officers explains all aspects of police recruitment from completing the application to the role playing exercises to improve one's possibility of being chosen for the police force.

Keywords: Promising Practices; Briefings; Field

Notes: MarchAvailable for distribution in: USA, UNITED KINGDOM, AUSTRALIABook

Publisher: Learning Matters, 2007; source: Research Institution; ISBN: 9781846410185 1846410185 (Trade Paper); region: Domestic; occupation: Police-related; peer-reviewed: No

This report provides law enforcement agencies in States, cities, and counties with some best practices in law enforcement recruitment and retention and recommendations for future directions to enlarge the statewide recruitment pool. Intended for policymakers, senior managers, and law enforcement professionals involved with recruitment, this report offers individual best practices which fit within an integrated recruiting strategy. The report is viewed as a basic reference. The report offers the ability to compare issues such as the relative strengths and weaknesses of each practice. The report is divided into five sections. The first section suggests effective ways of allocating agency personnel to manage the recruitment process from marketing to hiring. Section 2 presents for consideration best practices in long-term planning and budgeting and concludes with suggestions for supplementing their budgets to achieve recruitment goals. In section 3, the use of effective marketing and technology as key components in a successful recruitment strategy are discussed. Section 4 continues with understanding law enforcement leaders to seek alternative means to staff the ranks of their organizations. The fifth and final section introduces a number of best practices intended to transfer successful recruitment and retention strategies from both private industry and the law enforcement community.Table of contents: Introduction -- Sec. 1. Developing a recruitment team -- Sec. 2. Budgeting and long term planning -- Sec. 3. Marketing and use of technology -- Sec. 4. Alternative staffing and employee preparation -- Sec. 5. Attracting and retaining staff.

Keywords: Promising Practices; Field

Notes: California. Commission on Peace Officer Standards and Training.28 cm.Foreword -- Acknowledgements -- How to read this publication -- Introduction -- Sec. 1. Developing a recruitment team -- Sec. 2. Budgeting and long term planning -- Sec. 3. Marketing and use of technology -- Sec. 4. Alternative staffing and employee preparation -- Sec. 5. Attracting and retaining staff."July 2001."/ "This manual was published for the 2001 POST Symposium on Recruitment and for distribution to agencies in the POST Program."--P. ii.Commission on Peace Officer Standards and Training.Government publication (gpb); State or province government publication (sgp); Internet resource (url)Book; Internet Resource Date of Entry: 20031219

Publisher: California Commission on Peace Officer Standards and Training, 2001; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

Marketing material that contacts ten information sheets on recruiting and training of Pennsylvania State Police.

Keywords: Promising Practices; Tools & Models; Field

Notes: Pennsylvania State Police.ill. ; 29 x 31 cm., folded to 29 x 10 cm.Cover title./ Portfolio contains 10 information sheets on recruitment and training of Pennsylvania State Police.Your career starts hereGovernment publication (gpb); State or province government publication (sgp)Book

Publisher: Pennsylvania State Police, 2000; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This report provides a summary of the United Kingdom's Association of PoliceAuthorities (APA) framework for police authority oversight of police human resources.All police forces in the United Kingdom are required to produce annual human resourceplans which must be agreed to by the police authority. In order to support policeauthorities in this area, the APA commissioned a study to develop a framework forpolice authority oversight of human resource planning, policies and practices in policeforces. The result is a detailed reference guide to the human resource planning processand the key issues that a human resources plan should include. It further gives policeauthorities the tools needed to carry out their oversight and scrutiny role effectively. Inaddition, the report focuses on four priority areas: diversity, occupational health,training and development, and recruitment.

Keywords: Research Assessment Reports; Field

Notes: Great Britain[London]

Publisher: Association of Police Authorities, 2002; source: Professional Association; region: International; occupation: Police-related; peer-reviewed: No

This article describes the successful efforts of the Largo Police Department (LPD) (Florida) in recruiting, hiring, and training for civilian positions "people with abilities," the term used by persons with various disabilities to remind others and themselves that they have the talents and capabilities to perform a wide range of job tasks. Chief Lester Aradi and the LPD initially decided to focus on recruiting "people with abilities" for civilian positions in the department because of their general job pattern of being highly motivated to perform at a high level and to remain with a job for the long-term, thus justifying the expenditures of time and money required to hire and train persons to fill vacant positions. LPD's recruiting efforts have included setting up booths at job fairs attended by people with abilities, as well as placing ads in newspapers that mention the department's focus on people with abilities. Specific jobs mentioned in this article are front lobby positions and dispatching. In order to recruit and hire persons with abilities, a department must first ensure that the department complies with the Americans with Disabilities Act by installing accessibility ramps, accessible washrooms, and special parking availability. Specific modifications undertaken by the LPD were adjustments in the automatic security door-opener switch to allow for the proper positioning of a wheelchair, as well as the altering of the timing on the elevator door and enlargement of the work area to accommodate a wheel chair. For the LPD, persons with abilities have proven to be productive and long-term employees.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Program/project description/evaluations

2003; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The Philadelphia Police Department's history is reviewed in the report and compared to departments in 20 U.S. cities. Police officers, elected officials, and attorneys were interviewed regarding recruitment, entry level hiring requirements, judicial consent decrees, collective bargaining, performance evaluations, compensation, discipline, grievance, and arbitration. Suggestions include hiring top management outside the civil service system, minimum age for applicants of 22 years, flexible management, decentralized control, strict performance standards, officer training, and meaningful judicial review of arbitration decisions.

Keywords: Research Assessment Reports; Field

Notes: Book

Publisher: Committee of Seventy, 1998; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Results from a 30-day survey of police officers in Reno, Nevada were used to develop a job-related physical entrance examination. Survey findings on the types of physical abilities police officers used identified several requirements for recruits including the ability to move quickly over short distances, to apply and control dynamic directional forces, to control resisting male adults, to lift and carry heavy weights, and to perform demanding work for longer than 3 minutes. The POPAT protocol was developed as a valid, job-related, nondiscriminatory test of a candidate's ability to be trained to perform in these areas. The testing protocol distinguishes between a recruit's physical abilities and his physical fitness levels. It is comprised of normal life activities and appears easy to perform, thereby encouraging a positive attitude among participants. The authors believe POPAT's content validity and attention to Equal Employment Opportunity Commission guidelines should preclude legal challenges and help law enforcement overcome what has traditionally been a problematic area. 1 note

Keywords: Research Assessment Report; Tools & Models; Field

Notes: Article; Surveys

1992; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This study examined integration of openly gay and lesbian personnel into the San Diego Police Department. Data for this study were drawn from academic, policy, and press documents relating to homosexuals in the San Diego Police Department (SDPD) or other major urban police departments (n = 328); an intensive 3-day site visit to the San Diego area; and interviews with departmental personnel and with representatives of major governmental, citizen, and police officer interest groups. The study evaluated formal harassment, discrimination, and misconduct; the effectiveness and responsiveness of the organization; community relations; recruitment; and reputation. In the cases of all these classes of indicators, the increasing participation of gay and lesbian personnel had not had any harmful consequences. Instead, the study noted, a process of normalization had developed that had reduced much of the emotional and moral charge that was originally generated by the prospect of serving with gay colleagues. Although the integration of self-disclosed gay cops into the SDPD has proceeded largely without incident, and a strong EEO policy has reduced the frequency of blatant violations of basic rights, some personnel continue to exercise more subtle forms of discrimination, and potential difficulties with promotion remain. Despite these interpersonal difficulties, the study notes that the normalization of gay cops has been associated with higher levels of trust, cohesion, and effectiveness in working with diverse communities. Appendix, notes, references

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Program/project description/evaluations

2002; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

Officer selection practices were surveyed in the U.S. by a sample of 36 state police departments and 26 of the largest city police departments. There are differences among law enforcement agencies concerning these practices but a common core of tests and procedures are widely shared. A cognitive screening battery is used by the majority of departments (developed and run by government personnel) and two of three departments' surveyed use purchased personality tests. Universally employed are medical exams and background field investigations with four of five using both agility and physical strength tests. Situational tests such as polygraph and psychiatric examinations are used by more than half while the use of purchased cognitive, aptitude, and ability tests have waned in support of merit system testing.

Keywords: Field

Notes: Journal Article

1990; source: Professional Association; ISBN: 0090-9084; region: Domestic; occupation: Police-related; peer-reviewed: No

At a time when police departments are becoming increasingly short staffed, police departments are being asked to take on more duties that fall under the jurisdiction of Homeland Security. All this while the federal goverment cuts funding for police departments.

Keywords: News; Field

Publisher: The Rand Corporation, 2007; source: Newspaper/Magazine; region: Domestic; occupation: Police-related; peer-reviewed: No

Recommendations were made by the Police Advisory Council related to recruitment and selection processes in the Queensland Police Service. Various screening method are discussed pertaining to the selection process including initial assessment criteria, psychological screening, integrity screening, physical fitness, ability testing, medical screening; the devices are weighted and sequenced.

Keywords: Research Assessment Reports; Tools & Models; Field

Notes: Queensland.; Police Education Advisory Council.forms ; 30 cm.Preface -- Abbreviations -- Executive summary -- List of recommendations -- Chap. 1. Introduction -- Chap. 2. Legal, policy and organizational issues -- Chap. 3. The general duties police officer -- Chap. 4. Recruitment marketing -- Chap. 5. Initial assessment criteria -- Chap. 6. Psychological screening and assessment -- Chap. 7. The panel interview -- Chap. 8. Integrity screening -- Chap. 9. Referee checks -- Chap. 10. Physical fitness and ability testing -- Chap. 11. Medical screening -- Chap. 12. The selection committee -- Chap. 13. Sequencing and weighting of selection devices -- Chap. 14. Selection process for the POCC -- Chap. 15. Implementation and evaluation -- Appendix A. QPS design matrix -- Appendix B. QTAC matrix -- Appendix C. Medical questionnaire -- Appendix D. Letter from chief GMO -- Appendix E. Commissioner's circular -- Reference list."August 1998."/ Includes bibliographical references (p. 179-184).Police Education Advisory Council.Internet resource (url)Book; Internet Resource Date of Entry: 20000607

Publisher: Criminal Justice Commission, 1998; source: Government Communication; ISBN: ISBN: 0724271376; 9780724271375; LCCN: 00-362902; region: International; occupation: Police-related; peer-reviewed: No

To ensure better police patrol officer performance, police departments should scrutinize the selection of candidates before attempting improvements in police officer training. Although methods of assessing and selecting police patrol officer candidates vary among the approximately 12,000 local and State police departments in the United States, many similarities exist between police departments. Police departments frequently use such approaches as written tests, background investigations, physical examinations, and interviews. Research has shown all police departments use background investigations and medical examinations. Generally, police departments emphasize the background investigation because such an investigation can ensure only the most qualified individuals are recruited and can also indicate an applicant's competence, motivation, and personal ethics. The medical examination can test for physical strength and agility, qualities necessary in the performance of police patrol officer duties. Some police departments use situational tests, for example, simulations of real-life scenarios, while other police departments use psychological testing, polygraphs, and assessment centers. Courts have encouraged the use of assessment centers as the most fair and job-related method of assessing police officer candidates. 18 endnotes, 2 tables, and 4 photographs

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article; Surveys

2000; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: Yes

After reviewing reasons for the decline in applicants for law enforcement positions and the large number of job positions open in law enforcement agencies, this article outlines qualifications for becoming a police officer and describes the recruitment efforts and incentives being used by various jurisdictions. Since the 1990s, interest in becoming a police officer has declined significantly. Reasons for this include a higher percentage of youth attending college and seeking professional careers in their college majors, negative images of police officers and the police profession, and the drain on potential applicants and existing employees due to the wars in Iraq and Afghanistan. It is estimated that more than 80 percent of the Nation's 17,000 law enforcement agencies have sworn-officer positions that are going unfilled. This has resulted in agencies recruiting across jurisdictions and competing with one another on the basis of incentives. Federal, State, and local government agencies compete with one another to fill their positions. In this competition, monetary incentives are becoming increasingly lucrative; for example, in Texas, Dallas, Austin, and Houston are in a bidding war to hire veteran officers; Houston recently upped its hiring bonus to $7,000; Dallas countered with a $10,000 bonus. In Phoenix, AZ, assistance with a housing down payment is offered. In King County, WA, 40 hours is added to existing vacation time for any officer who recruits someone who becomes an officer. In Los Angeles, CA, a retirement payment of $250,000 is offered after 20 years of service. Qualification standards have also been modified to increase the pool of candidates. Whereas in the past candidates could not have any misdemeanor or felony convictions or a record of prior drug use, this rule has been relaxed to allow for consideration of the circumstances of each case. 35 notes

Keywords: Research Assessment Reports; Field

Notes: Article; Issue overviews

2006; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

At a time when police responsibilities include surveillance of areas open to terrorist attacks, the federal government is cutting funding for police departments, providing them with less man power. Additionally, many baby boomers are reaching retirement age, making police recruitment and retention an even larger problem.

Keywords: News; Field

Publisher: Washingtonpost.com, 2006; source: Newspaper/Magazine; region: Domestic; occupation: Police-related; peer-reviewed: No

This manual for the development of strategies for police recruitment, selection, and retention of minority personnel addresses issues in workforce diversity, building a foundation for success in employment equality, and key strategies for achieving equality in employment. The first two sections address the demographic, legislative, socioeconomic, and ethical reasons why police services must employ visible minorities. The third section outlines what policies, training, outreach, and communications strategies must be in place to build a foundation for success. The concluding section presents key strategies for recruiting, selecting, and retaining minority personnel. Suggestions for improving recruitment include using qualified and trained recruiters, involving police officers who have personal and professional contacts in visible minority communities, recruiting in schools, advertising in the ethnic media, using recruitment teams, and using visible minority constables who understand equity and race relations issues. Selection strategies must include validation studies and adverse impact analyses of the entire selection process to eliminate potential bias, as well as the development of generic profiles of police officers to work in diverse communities. Also recommended for personnel selection are the development and analyses of tracking systems to monitor the success/failure of visible minority candidates in the selection process. Suggestions for retention strategies focus on fair and objective performance appraisals and promotional structures. 11 suggested references.

Keywords: Research Assessment Report; Field

Notes: Canadian Association of Chiefs of Police.ill. ; 28 cm.Issued also in French under title: La Police et les relations raciales./ Cover title./ Includes bibliographical references: p. 20.Book

Publisher: Canadian Association of Chiefs of Police, 1993; source: Professional Organization; ISBN: ISBN: 0921587104; 9780921587101; National Library: 930905326; region: International; occupation: Police-related; peer-reviewed: No

Every police department recruits for the best people they can find, and few police departments ever face problems in getting enough applicants; the usual ratio is 100 or more applications for each position. The challenge is to select the best and brightest individuals to fill police department positions. The New York Police Department, for example, chooses its police recruits from a talent pool of 10,000 qualified applicants, and the recruitment process has been made easier by experience, testing, and training. Every police department has a core set of standards that applicants have to meet or exceed to even be considered. Unlike most other law enforcement agencies, the Federal Bureau of Investigation goes beyond standard requirements and tailors each recruiting effort to current and projected needs. Most police departments use similar recruiting activities, such as advertisements in newspapers, colleges, billboards, television, and radio. Recruiters often attend job and career fairs, and some recruitment efforts are done in cyberspace with home pages on the Internet where prospective recruits can find out more about the police department, get information on standards and testing requirements, and determine when applications will be taken. Law enforcement agencies are seeking a balance of young and older applicants. All applicants undergo background checks and a battery of physical and psychological tests to make sure they can handle the stress of police work. The important role of police recruit training in developing effective police officers is discussed. 3 photographs

Keywords: Promising Practices; Field

Notes: Article; Surveys

1996; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Recruitment and retention of officers is an increasing challenge for police agencies in a time of increasing crime and homeland security demands and of decreasing resources in American cities. Many urban police agencies report particular difficulty in recruiting minority and female officers. To help address these challenges, the RAND Center on Quality Policing convened a National Summit on Police Recruitment and Retention in the Contemporary Urban Environment in June 2008. Speakers discussed changing police workforce issues, strategies being employed, lessons that could be learned from other organizations such as the military, and in-depth analyses of police recruiting and retention in selected cities. This report summarizes the presentations, discussions, and opinions offered by panelists at the summit. The discussions about current experiences represent the situation the law enforcement agencies found themselves in as of June 2008. The downturn in the economy in late 2008 and early 2009 has had a profound impact on the budgets of many local agencies, causing cuts deep enough to impede their ability to maintain their current workforces, let alone grow them. Nevertheless, the lessons provided in this report are still of value, because most of the challenges discussed at the summit remain and will likely become more important over time, irrespective of fluctuations in the economy.

Keywords: Promising Practices; Field

Notes: Jeremy M. Wilson, Clifford A. Grammich.28 cm."RAND Infrastructure, Safety, and Environment (Organization)"This research was conducted under the auspices of the RAND Center on Quality Policing (CQP) part of the Safety and Justice Program within RAND Infrastructure, Safety, and Environment (ISE)"--Pg. IV.The changing context of police recruitment and retention -- Current practices -- Improving practices -- Concluding remarks -- Appendix A: Summit agenda -- Summit participants.

Publisher: RAND, 2009; source: Research Institution; ISBN: 9780833047397 (pbk. alk. paper)0833047396 (pbk. alk. paper); region: Domestic; occupation: Police-related; peer-reviewed: No

The recruitment of ethnic minority applicants is studied in the U.K. police service, specifically the Thames Valley Police Force. Literature was reviewed, 67 minority children (14 to 15 years old) were surveyed, and forums were held with minority community leader which led to the realization that minorities disregard police because of trepidation about police association and police officers racism. In addition, ethnic minorities in the police force are not representative of the population and the community perceives a lack of opportunities for black officers. Young people confirmed community leader's belief that racism discouraged people from choosing the police force and that religion was a significant factor. Recent recruitment campaigns including a poster competition and high-profile community-led events are also mentioned.

Keywords: Research Assessment Report; Field

Notes: Book

Publisher: Police Requirements Support Unit, U.K. Home Office, 1991; source: Government Communication; region: International; occupation: Police-related; peer-reviewed: Yes

The recruitment and retention practiced by law enforcement agencies' of candidates with the qualities and skills needed by a modern police force are covered in this text. The authors note the lack of a systemized recruiting plan at municipal agencies and examine everything from announcing vacancies to future trends in hiring.

Keywords: Promising Practices; Research Assessment Report; Briefings; Field

Notes: PeriodicalsBook Review-No Opinion

1994; source: Journal; ISBN: ISSN 0091-4169; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article describes the components and benefits of the Realistic Job Preview (RJP), designed and used as an employee retention tool for law enforcement agencies. The Realistic Job Preview (RJP) is specifically designed to give job candidates a truly down-to-earth picture of the cold realities of a profession or position. It provides as much information as possible about it so that recruits can make a truly educated decision about their fitness for the job. An RJP given to people contemplating joining a local police department should include details not only about employee salary, benefits, and vacation time but about (1) the obligation to work any shift; (2) the likelihood of being on the night shift for several years before being eligible for day work; (3) the inevitability of having to work for long periods of time without breaks in an emergency situation; (4) the necessity to maintain self-control when verbally/physically assaulted; (5) the requirement to work with people who might be verbally abusive, intoxicated, suicidal, or angry; (6) the need to be sensitive, empathetic, and compassionate; and (7) the need to be able to effectively deal with disappointment, frustration, and dejection. The RJP can be taken in the form of a film, booklet, questionnaire, lecture, or one-on-one discussion. RJPs can also be given to current employees facing a change in their job status. The RJP creates antibodies which are coping strategies that can assist the candidate in dealing with disagreeable aspects of the job. The RJP creates an atmosphere of honesty. It saves the employer both time and money by giving the candidates a reason to self-select out of the recruitment process. RJPs can be a potentially significant ingredient in a law enforcement agency s personnel recruitment program. They have proven to reduce turnover rates among new recruits, as well as job satisfaction among veteran officers.

Keywords: Research Assessment Reports; Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2006; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This article discusses the proven value in praising and recognizing an officer s commitment to service. Police work represents a stressful, difficult, and, at most times, unforgiving occupation. Studies and surveys have proven that social support in the form of recognition and praise serves to increase morale, motivation, retention, and productivity in law enforcement officers. In addition, the physical and mental health of employees improves and organizations are better served and run more efficiently and effectively. Effective police leaders will value and demonstrate this ideology. This article begins by reviewing the sources and consequences of police stress. It continues by reassessing praise in police work through an assessment of mental and physical health, morale, motivation, and employee retention, and internal and external awards. The article concludes with the installation of praise in the workplace: how to administer praise and methods of delivery. 18 Endnotes

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Studies/research reports

2005; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The article assesses the strengths and weaknesses of community college and vocational programs in preparing law enforcement officers. Suggestions for curriculum strength and alignment with police academy training are discussed.

Keywords: Promising Practices; Field

1996; source: Journal; ISBN: ISSN: 0023-9194ISSN: 0735-8547; region: Domestic; occupation: Police-related; peer-reviewed: No

After noting the hiring crisis in law enforcement agencies nationwide, this article describes how various agencies are using a variety of new methods to expand their outreach to potential recruits. The King County Sheriff's Office (Washington State) posts all jobs in its newspaper of record, which also has an online version. Most of the responses come from the online version. It has also contracted with a marketing firm to develop a professional recruiting campaign. A cash bonus is offered to employees who refer a candidate who completes the deputy training program. The agency's starting salary is just over $45,000, and it has no college requirement or maximum age limit. A new recruiting tool of the Los Angeles Police Department consists of three movies that run on the department's Web site. The films feature real officers working in real scenarios. Area theaters have also been paid to run the films. The starting salary is $53,000, and a high school diploma is the minimum education requirement. The Las Vegas Metropolitan Police Department (Nevada) uses a television spot, which also runs on the department's dedicated recruiting Web site. It is an animated black-and-white action cartoon designed to appeal to youth. The San Diego County Sheriff's Department (California) offers a $5,000 signing bonus to officers who come over from other agencies. The starting salary is $45,000, and there is no age cutoff. Home-buying assistance is offered in the form of a 30-year, noninterest loan of up to $75,000. Law enforcement agencies are making a special effort to expand candidate pools by recruiting "nontraditional" officers: women, ethnic minorities, and gays and lesbians. Agencies are advertising their jobs through print media that are popular with these various groups.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2006; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Hiring and retaining female employees are covered in this manual to assist law enforcement agencies; topics covered include: advantages of female employees, law enforcement agency assessment, development of a job description, recruiting quality candidates, obstacles in the selection process, creating recruit and field training programs, mentoring to aid in retention, the implementation of family friendly policies, and value of civilian employees.

Keywords: Promising Practices; Tools & Models; Field

Notes: Book

Publisher: National Center for Women and Policing, 2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article suggests recruiting and retention policies for police agencies in dealing with potential applicants and employees conditioned by the work ethic of the members of Generation X (born in the 1960's and 1970's). Compared with the previous generation ("Baby Boomers"), Generation X is more likely to challenge and question authority figures, including employers; to expect their work to be an expression of their interests, knowledge, and skills; to influence the decisions that affect their work and careers; and to expect that their work demands will not unduly obstruct a fulfilling family life and leisure-time interests. The work expectations and behavioral patterns of the members of Generation X require that police departments' personnel polices be modified in the interests of recruitment and retention of employees. This involves the provision of a stable shift pattern for employees rather than the "jumping" of shifts in a rotation that disrupts the employee's life; the structuring of organizational decisionmaking to involve employee input; the matching of job tasks and training to the interests, education, and skills of employees; and allowing employees to live outside of their departmental jurisdiction should they so choose. If police agencies are willing to make accommodations that enhance the work and off-duty experiences of employees, they can expect that the work commitment and attitudes of employees will be strengthened and retention increased.

Keywords: Research Assessment Reports; Field

Notes: Article; Instructional materials

2003; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This bulletin provides an overview of the information and resources available in a self-assessment guide developed by the National Center for Women and Policing under a grant from the Bureau of Justice Assistance to assist police agencies seeking to recruit and retain more women in sworn law enforcement positions. The publication's title is Recruiting and Retaining Women: A Self-Assessment Guide for Law Enforcement. The guide aims to help Federal, State, and local law enforcement agencies examine their policies and procedures to identify and remove obstacles to hiring and retaining sworn and civilian women employees at all levels within the organization. It also provides a list of resources for agencies to use when they plan or implement changes to their current policies and procedures. The guide promotes increasing the number of women at all ranks of law enforcement as a strategy to strengthen community policing, reduce police use of force, enhance police response to domestic assault, and provide balance to the workforce. Each chapter of the guide contains a statement of the problem; an analysis of legal issues; and a discussion of possible solutions, model policies, and practices. Each chapter also provides references, resources, and names of persons or agencies with pertinent expertise and innovative programs and a checklist of the steps involved at each stage of the self-assessment process. Individual sections cover the development of a job description, recruitment of quality candidates, removal of obstacles in the selection process, designing quality recruit academies and field training programs, mentoring to increase retention, valuing civilian employees, implementing family-friendly policies, monitoring performance evaluations, assignments and promotions, preventing discrimination and sexual harassment, ensuring impartial investigation and discipline systems, and developing effective awards and recognition programs. Photographs, notes, and list of organizations that are sources of further information

Keywords: Research Assessment Reports; Tools & Models; Field

Notes: Document; Technical assistance reports

Publisher: Bureau of Justice Assistance, 2001; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This manual presents step-by-step instructions to help police agencies hire and retain more women employees by examining their policies and procedures and by identifying and removing obstacles to hiring and retaining sworn and civilian women employees at all levels within the organization. The developers of the guide included an advisory board consisting of State, county, and municipal law enforcement executives and members of other professional organizations representing law enforcement leaders and minority groups in law enforcement. Field testing of the draft sections took place in police agencies in Idaho and Virginia. Individual sections explain the advantages that hiring and retaining more women provides to law enforcement agencies' methods and processes for assessing a law enforcement agency. Additional chapters explain how to develop a job description, recruit quality candidates, remove obstacles in the selection process, and design quality recruit academies and field training programs. Further chapters focus on mentoring to increase retention, valuing civilian employees, implementing family-friendly policies, monitoring performance evaluations, and addressing assignments and promotions. Other chapters explain how to prevent sexual and gender harassment, discrimination, and retaliation; ensure impartial internal investigation and discipline systems; and develop effective awards and recognition programs. Each chapter includes a statement of the problem and issues covered; an analysis of the legal issues; a discussion of possible solutions and model policies and practices; lists of references, resources, and points of contact; and a checklist summarizing the steps involved at each stage of the self-assessment process. Checklists, reference notes, appended background materials and agency documents, reader comment form, resource list, and 105 references

Keywords: Research Assessment Reports; Tools & Models; Field

Notes: Document; Technical assistance reports

Publisher: National Center for Women & Policing, 2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses the importance of police developing effective recruitment strategies. Police departments need to develop effective recruitment strategies not just to fill existing vacancies but also to attract an applicant pool large enough to allow for sufficient selectivity in the hiring process. The Boulder, CO, Police Department s applicant pool has consisted primarily of white males. The Department attempted to change this imbalance through recruitment efforts beyond its demographic boundaries. The effort ultimately failed, the victim of budget limitations resulting from the excessive cost of dealing with annual student rioting. The Boulder Police Department has begun working with criminal justice programs at local colleges and universities. Participants have agreed to actively support each other s efforts to educate, develop, and employ qualified police applicants. The Boulder Department has also begun developing intern and work-study opportunities for soon-to-graduate police applicants.

Keywords: Promising Practices; Field

Notes: Article; Issue overviews

2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Surveys indicate that staffing is a major problem of police departments and that planned recruiting programs should be initiated to find and keep good police officers. Part of the recruiting problem involves simple demographics. The birth rate in the United States has been declining steadily since the late 1950's, and there are fewer men and women in the 20-29 age group from which police departments traditionally hire. In addition, police departments are looking for more educated officers than they were 20 years ago, and police officers are required to learn more on the job. Basic training at police academies is longer than it used to be, field training programs are common, and police officers are required to undergo advanced and specialized training throughout their careers. Successes reported by some police departments focus on regular, planned recruiting efforts based on a marketing approach. Recruiting involves identifying and reaching specific people with a specific message. Law enforcement must be marketed as a desirable career by stressing the benefits a person will receive by becoming a police officer. Recruiting programs must be given high priority and must have goals. Police departments must make recruiting a permanent function with some status, develop a cadre of officers to help with recruiting, train recruitment personnel, get the community involved, and lower costs by sharing recruiting and processing burdens across jurisdictions.

Keywords: Promising Practices; Research Assessment Report; Tools & Models; Field

Notes: Using Smart Source Parsing21-23, August-September-OctoberArticle; Surveys

1991; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Although many police agencies find it difficult to recruit qualified applicants, recruiters who are determined and active should be able to fine more than enough qualified police officers. According to comments from several law enforcement administrators, the ideal applicant would be a female at least 5 feet tall or a male at least 5 feet 9 inches tall, weigh at least 100 pounds if female and 150 pounds if male, and weigh no more than 250 pounds. The ideal recruit would have at least a 2-year college degree, preferably in criminal justice; be between 21 and 45 years of age; have no criminal record; and be able to pass psychological and polygraph testing. It would also be beneficial if the applicant spoke a second language fluently, had experience in the use of firearms, and could pass rigid physical fitness tests. More than half the people contacted for this article said that it is becoming more difficult to recruit qualified applicants. A few believe that different hiring standards should be used for males and females to increase the numbers of female police. Most departments use traditional recruiting methods. Recruiters make little use of regional registries, open houses, and trade journals, even though newspaper advertisements are the most successful source for recruits. Portland has an active recruiting program that includes open houses at police facilities, recruiting brochures distributed to colleges, slide shows, a ride-along program, and a full-time police officer who teaches a law-focused education program in high schools. Other approaches include considering every police officer a recruiter, hiring from a reserve force, and using college students as community service officers and promoting them to full-time officers as the need arises.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Surveys

1994; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article highlights the challenges of police officer recruitment and presents some solutions implemented throughout the country. Many of today's police officers are baby boomers who were hired after their service in Vietnam. Now at retirement age, these police officers are exiting police duty en masse, leaving some departments stretched thin on police officers with very few applicants waiting to take their positions. The policing industry has experienced trouble with recruitment for the past few years due to negative publicity about policing work and a rebounding economy with a strong private sector. Creative marketing tactics in Denver and the use of movie theater trailers by the Los Angeles Police Department are described as the new wave of police recruitment efforts, which have come a long way from simply running an advertisement in the local newspaper. Recruitment is about more than attracting qualified applicants, it is also about supporting applicants through the vigorous application process. Innovative strategies are highlighted that assist police applicants through the physical training and through the background check process. Finally, the importance of flexibility in the police recruitment process is underscored, as today s applicants do not look like the applicants of yesterday; requirements and protocols must change as society changes. Exhibits

Keywords: Promising Practices; Field

Notes: Article; Issue overviews

2005; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

Ontario Provincial Police (OPP) realized in 2002 the need to initiate a plan to recruit women and other diverse groups and in 2003 OPP used new recruitment options, innovative and interactive ways to reach qualified people.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Journal Article

2004; source: Professional Association; ISBN: ISSN 0032-2571; region: International; occupation: Police-related; peer-reviewed: No

This article discusses strategies that are successful in recruiting women to policing. The article is informed by work done with police departments by the Institute for Women in Trades, Technology, and Science (IWITTS). This is a national nonprofit organization based in Alameda, CA, that provides law enforcement agencies the tools to recruit and retain women officers using research, training, technical assistance, publications, and e-strategies. Recruitment activities are greatly facilitated by using the World Wide Web. The Internet offers an inexpensive way to reach thousands of potential applicants around the country. Women-in-Policing Career Fairs provide another recruiting opportunity. Core elements of the career fair include: (1) a plenary role-model panel of three or four women officers who talk about their work; (2) information about application and selection; (3) tips to help women prepare for the physical agility test; (4) details about the academy; (5) keynote addresses from the chief and a high-ranking female officer; and (6) displays of police equipment. Long-term strategies include establishing justice programs in colleges and police academies in high schools. Tables, notes.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Issue overviews

2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article assesses the effectiveness of current efforts to recruit women to policing and suggests ways to improve these efforts. The recruiting efforts of law enforcement agencies are inadequate given the cultural barriers that keep women away from police work. Most current recruiting efforts focus on candidates who meet minimum age requirements; however, many young people have developed career interests well before any attempt is made to attract them to police work, ultimately reducing the number of potential police officer candidates. Two of the most prominent efforts to correct this oversight are Law Enforcement Exploring and high school career academies. Exploring is a program of the Boy Scouts of America; it is for both male and female teenagers interested in law enforcement. The nearly 3,000 local posts in the United States are sponsored mostly by law enforcement agencies. Career academies are high school career-focused programs structured as small school-within-a-school learning communities. Both students and faculty volunteer to be in the program and work closely with a wide variety of government and community partners who provide leadership, guidance, and other resources. The training provided in the career academy helps participants decide if law enforcement is the career for them. Another effort to reach youth for law enforcement careers is the teenage police academy, which educates youth about law enforcement; teens attend a full week of training during the summer to learn about all aspects of police work. Another problem is retaining women in policing once they have become officers. Female officer role models and mentors should play an integral role in the successful adjustment and retention of new female recruits.

Keywords: Research Assessment Reports; Field

Notes: Article; Issue overviews

1999; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes strategies to help police departments recruit, integrate, and retain women police officers. In 1995, several police departments participated in a national demonstration project to create new technologies and strategies for helping employers recruit and integrate women into male-dominated occupations. The departments began hosting career fairs that used female role models who described their jobs and provided information about the police academy, the application process, and a realistic description of women's careers in policing. In addition, departments examined their physical agility tests in order to design gender-specific physical conditioning regimes that would prepare women to perform all the required tasks. Departments held sexual harassment awareness workshops; instituted changes in training procedures to make all personnel, especially supervisors, aware of women's concerns, including such disparate things as childcare during working hours and failure to provide uniforms sized for women; and began research into reasons behind the small percentage of women who are ranked officers and in command positions. Notes

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article

1998; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes a mentoring committee of women police officers in the Charlotte-Mecklenberg Police Department (CMPD) in Charlotte, North Carolina. The CMPD was suffering from a lack of women applicants and the inability to retain women through the recruit training process. Rank-and-file women of the department began meeting women recruits in the early stages of recruit training. These informal sessions gave recruits the opportunity to talk to other women about any problems, concerns, or difficulties they might be having. Members of the committee told the recruits what they could expect after graduation, and the important nuances of being a woman in policing. At the conclusion of the recruit s academy training, the women were surveyed and asked if they found any benefit to the mentoring. They have repeatedly reported benefits from the program. In January 2002 the mentoring committee expanded its original role of retention and changed its name to the CMPD Women s Network. The Women s Network advocates the professional development of women through the work of four subcommittees dealing with recruiting, retention, policy, and promotion. Before the mentoring committee s inauguration, the CMPD was on average losing one female recruit per academy class, or two woman recruits per year. Since the inception of the group, the CMPD has successfully graduated 35 women from the police academy; 9 women have been promoted to the rank of sergeant, 5 to the rank of captain, and 2 to the rank of major; and for the first time in CMPD history a woman has been promoted to the rank of deputy chief. The Women s Network has helped serve the community by working toward a department that is representative of the community it serves. Due to the success of this program, the department has implemented a department-wide recruiting-mentoring program and a promotional process study program. The network is now expanding to include historical, social, roster, and newsletter subcommittees. If a police department is interested in beginning a similar network to assist in recruiting, retaining, and promoting women, there are three important areas that need to be addressed: executive support, clear goal definition, and front-end mentors.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Model program descriptions

2002; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The International Association of Chiefs of Police publishes Big Ideas quarterly with a concentration on issues relative to smaller agencies. Topics include the issue of recruitment and retention a major issue facing organizations.

Keywords: Promising Practices; Tools & Models; Field

2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

Law enforcement agencies recognize that personnel represent their most important asset and that having a meaningful recruitment plan will make it easier to attract the appropriate type of police officers to serve into the 21st century. Agencies should determine the minimum qualifications for applicants and avoid using standards that are unrealistic in comparison to the skills available among applicants. Recruitment managers should consider legislative or judicial requirements regarding physical qualifications, residency and citizenship, education, and skills. Managers should also define the geographic area of recruitment, contact local educational institutions and the military community, and encourage current personnel to recruit through their informal networks. They should also develop and use recruiting materials creatively, focusing on brochures and media news stories. Agencies should also recognize that workforce policies such as educational leave, compassion in cases of illness and injury, and other accommodations will result in a stable and responsive workforce.

Keywords: Promising Practices; Field

Notes: Article; Technical assistance reports

1990; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

This article reports on the recruitment efforts undertaken by the Fulton, NY, Police Department. Prior to 2000, the Fulton Police Department did not have a serious recruitment campaign in place. As a result, although most applicants passed the written examination, only a small percentage were able to pass the physical agility test, which consisted of a flexibility test, push-ups, sit-ups, and a 1.5-mile run. To rectify the problem of a short candidate list, the department embarked on an aggressive recruitment campaign during 2000 that featured posters, press releases, and most notably, a television advertisement that garnered widespread attention. In addition, in order to boost the possibility of passing the physical agility test, the police department showed applicants the requirements of the physical agility test when they took the written examination. Candidates who passed the written examination received the physical fitness standards again a few weeks prior to the physical agility test. As a result of their efforts in recruitment, 71 percent of all applicants to the police department passed both the written examination and the physical agility test, boosting the number of qualified candidates and saving the police department both the time and money required to screen applicants.

Keywords: Promising Practices; tools & Models; Field

Notes: Photograph; TableJournal Article

2003; source: Government Communication; ISBN: ISSN 0014-5688 CODEN FBILB2; region: Domestic; occupation: Police-related; peer-reviewed: No

This PERF study evaluated state standards for hiring Minnesota State Police including selection and recruitment procedures.

Keywords: Research Assessment Reports; Field

Notes: Police Executive Research Forum. ; Minnesota.; Dept. of Public Safety.28 cm.Title from cover./ Performed for the Minnesota Department of Public Safety./ "May 1997."by the Police Executive Research Forum.Book

Publisher: Police Executive Research Forum, 1997; source: Other; region: Domestic; occupation: Police-related; peer-reviewed: No

Recruitment, selection, and retention of qualified and committed police officers is one of the most pressing and important concerns of police organizations today. The creeping mediocrity of police officers can only impact negatively on concepts of community policing and organizational cohesiveness. Planning for the future requires attention to long-term as well as short-term recruitment goals. Despite some calls to civilianize more police functions, modern policing requires a broad range of abilities, experiences, and attributes that make narrowing a police officer's functions difficult, if not impossible. In the short-term, the hiring process for top-quality candidates must be streamlined to minimize the chances that those candidates are hired by more expedient agencies. Increasing the size of cadet and reserve programs can enhance the level of preparation and commitment to policing. Additional pre-academy training and aggressive advertising campaigns may also help cover immediate staffing needs. However, police managers also need to devote time and resources to developing a pool of future applicants who are interested in a complex and demanding law enforcement career. In order to appeal to today's secondary school students, police managers must develop standards and criteria to encourage the image of policing as a profession by implementing a mandatory higher education requirement and improving the frequency and quality of police interactions with target groups. 6 references

Keywords: Promising Practices; Field

Notes: Surveys

1991; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: No

This article discusses the benefits of reserve officer programs and describes the characteristics of reserve officer programs. Reserve officers are volunteer, nonregular, sworn members of a law enforcement agency who serve with or without compensation and have regular police powers. The main differences between reserve officers and regular police officers is that reserve officers tend to serve on a voluntary, part-time basis and they generally have other full-time careers. The many benefits of using reserve officers are enumerated and include the ability to use additional personnel without budgetary burdens. The use of reserve volunteer officers takes some of the stress off full-time personnel and helps improve the visibility of the police agency. Duties of reserve officers range from patrol duties to taking children s fingerprints to identifying and gathering evidence. The basic elements of a reserve officer program are described, with a focus on how reserve officers are recruited and trained. Departments use a variety of recruitment techniques to attract reserve officers, such as the Internet and employment fairs. Criteria requirements for reserve officers vary by department, but generally include some sort of physical-agility testing and background checks. Reserve officers are trained according to department and State law enforcement training guidelines. Some departments require additional reserve officer training, such as certification through officially recognized law enforcement training academies or through criminal justice information classes. Endnotes

Keywords: Promising Practices; Field

Notes: Article; Issue overviews

2006; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

The Department's Applicant Processing Division's (APD) investigative procedures were studied for the last six Police Academy classes and contrasted with information provided by the Department concerning academic and disciplinary performances. In the report the Commission states that there were a number of cases where the Department did not get background information before the applicant was appointed to the Academy and that when checks were completed it did not give a significant amount of information about the candidates character and background. Therefore it was the recommendation of the Commission that background checks are done before the appointment and that in addition personal interviews with neighbors, employers and academic institutions be completed. These contacts are especially important when there is negative or conflicting reports have been attained. Further Commission recommendations also state that the Department should watch future classes for trends and adjust hiring criteria and investigations as necessary.

Keywords: Research Assessment Reports; Field

Notes: New York (N.Y.). Commission to Combat Police Corruption.28 cm.Cover title./ "December, 2001."/ Includes bibliographical references.Recruitment and hiring of new police officersCommission to Combat Police Corruption ; Richard J. Davis, chair ... [et al.] ; Julie Block, executive director.Book

Publisher: The Commission to Combat Police Corruption, 2001; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Seattle (Wash.). Police Dept.ill. ; 28 cm."March 1999."Seattle Police Department.Government publication (gpb); Local government publication (lgp)Book

Publisher: Seattle Police Dept., 1999; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

Information technology professionals are being recruited to manage computer networks.

Keywords: Promising Practices; Field

Notes: PeriodicalsFeature

1999; source: Professional Association; ISBN: ISSN 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes strategies for recruiting and retaining police officers who provide quality performance. The job market for likely police officer candidates is becoming highly competitive while public opinion of the law enforcement profession is declining, making police work not as attractive as it once was. This current situation requires that police departments market themselves as do other businesses. The key is to challenge potential candidates to commit themselves to serving as a role model for youth and helping create and maintain a high quality of life in the communities they serve. This means identifying target audiences likely to respond to such a message, such as persons with a military background and young people coming out of college. Means of getting out the message about the challenges of a law enforcement career include an Internet website, one-to-one personal contacts with prospective applicants, job fairs, seminars on the hiring process, and visits to elementary schools and high schools to promote a career in policing. An effective recruitment effort may require the use of full-time recruiters to develop and implement an effective recruitment program. This article offers suggestions for obtaining help in recruiting efforts and for retaining those who have been recruited.

Keywords: Promising Practices; Research Assessment Reports; Field

Notes: Article; Instructional materials

2001; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

The web site developed by a test preparation and career information company called LearningExpress, LLC, provides an online resource to aid prospective police recruits in understanding police careers and eligibility requirements and in preparing for written examinations commonly used in police selection. A recent survey revealed that the inability of candidates to pass the written police entrance examination was one of the two biggest recruitment problems for law enforcement agencies. A civil service examination determines initial hiring eligibility in many parts of the country. The Internet classroom can provide prospective police recruits with the equivalent of the test preparation already used by those preparing for entrance examinations for college and professional schools. The LearningExpress web site used input from educators, police professionals, experts in testing. Visitors to the web site can obtain information on the type of law enforcement in which they are interested, as well as requirements and opportunities in each State. Applicants can also take a 75-question online practice exam based on real examinations. The instant online scoring analyzes areas that need improvement. Applicants can order the Police Officer Exam book, which contains six practice exams and explanations of the correct answers. The Springfield, Mass., police agency has worked with LearningExpress and also has a web site to inform the community and to recruit police officers. Suggestions for agency web sites and photograph

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Program/project description/evaluations

2000; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article examines the use of television commercials to attract new police officers. Like most States across the Nation, Connecticut has for several years had trouble finding qualified applicants for the State's many police department openings. In 2000, the Connecticut Police Chiefs Association (CPCA) sponsored the making of a 30-second police recruitment commercial. The commercial is aimed in part at high school students who, even though currently too young to join the force, will go on to college and earn a degree. It also targets older individuals looking to make a career change and persons who may never have thought about law enforcement as a career. The commercial will be run on Hartford television 94 times in various time slots during several months. The CPCA office will maintain 24 cable-ready tapes of the commercial that may be personalized by departments and run on their community access channel. Some departments have purchased continuous loop tapes to be used at school career days and job fairs, and each department will receive its own copy of the commercial.

Keywords: Promising Practices; Field

Notes: Article; Program/project description/evaluations

2001; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

The Arlington, Texas Police Department with a population of 360,000 has shown with its recruiting accomplishment that departments should require their officers to have degrees. This experience demonstrates that raising education requirements for officers will make minority recruiting more challenging and answers the chief's question on how their agency may benefit.

Keywords: Field

2006; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

After discussing a police recruitment strategy, this article suggests ways in which the strategy can be implemented through various visual technologies. Contrary to media images of police officers as confrontational, risk-taking, aggressive crimefighters, police agencies desire to hire applicants who are people-oriented, emotionally stable, and not attracted to the position because of the power it offers over others. The content of recruitment messages must portray police officers realistically and in accordance with the qualifications desired by the agency; otherwise, the agency will have the time-consuming task of eliminating unqualified candidates while failing to attract desirable candidates. Today's job applicants are visually oriented, so the use of visual technologies in recruitment promise to be the most effective. Recruitment media suggested in this article are Web sites, classified advertisements, recruiting videos, television and radio advertisements, roadside billboards, and advertisement placards on commercial transportation vehicles. The advantage of the department's Web site is the ability to advertise and recruit cost effectively to a wide pool of applicants. Newspaper advertising can reach persons who might not be initially familiar with or attracted to modern policing styles and duties. Recruiting videos can provide a comprehensive visual presentation of police duties and career opportunities that reflect the type of officer the agency needs. Many departments have their own shows on local cable television and local radio. These are logical media for attracting desirable candidates. Billboards must be carefully designed, since they offer only one still image and few words. Buses, subways, and local commercial carriers often display advertising. By wisely using the many technologies available to them, police departments can project the desired image of policing to target audiences and attract more and better candidates. 17 suggested readings

Keywords: Promising Practices; Field

Notes: Article; Instructional materials

2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the many ways police reserves can be utilized and examines the effect of national accreditation on volunteer hiring and training. Tight budgets and challenges with police officer recruitment have led many police agencies to rely on their reserve officers to fulfill important duties within the agency. Reserves can be assigned a number of functions outside of the patrol duties that have typically been assigned to reserve officers. This article describes many nontraditional uses of reserves, including using reserves to complete internal affairs investigations and background investigations and to fulfill the role of internship coordinator or tactical officer. Reserve officers are also ideal candidates for fulfilling specialty road or patrol assignments. Some of the challenges of using reserve officers are also identified, such as the challenge of providing adequate training to reserves and the problem of possible reserve backlash when fulfilling police recruitment duties. Police agencies are encouraged to look at other agencies throughout the United States to gain more knowledge about the many functions these volunteer officers can fulfill. References

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Article; Issue overviews

2005; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This guide presents the law enforcement community with advice and examples for establishing or enhancing volunteer programs. Following the September 11th terrorist attacks, greater demands have been placed on law enforcement. These increasing law enforcement demands, coupled with shrinking budgets, have caused law enforcement agencies to consider volunteer programs as an excellent way of engaging community support and utilizing available resources. This guide contains materials gathered through the Volunteers in Police Service (VIPS) program. Part 1 contains nine sections that provide an overview of volunteerism and advice on how to establish a new volunteer program or enhance an existing one. Section 1 presents the history and purpose of VIPS programs, as well as the benefits of such programs, while section 2 describes the current state of volunteerism in the United States and estimates the value of volunteer time. Section 2 also contains results of an International Association of Chiefs of Police (IACP) survey concerning volunteerism in the law enforcement industry. Section 3 discusses the roles of volunteers within law enforcement agencies and the costs associated with volunteer programs. Liability issues and the development of policies and procedures are also considered. Section 4 reviews recruitment practices for volunteers, while section 5 describes the screening, selection, and placement of volunteers, as well as their supervision and management. Section 6 discusses the orientation and training of new volunteers, while section 7 presents information about Federal, State, and local volunteer recognition opportunities. Section 8 reviews various ways of assessing volunteer programs and evaluating volunteer performance, while section 9 describes various organizations and programs referenced throughout the guide, as well as additional resources on volunteer programs. Part 2 of the guide describes 26 law enforcement volunteer programs from around the United States. Part 3 of the guide presents sample forms, handbooks, and policies collected from law enforcement agencies with registered VIPS programs.

Keywords: Research Assessment Reports; Promising Practices; Field

Notes: Document; Model program descriptions

Publisher: International Association of Chiefs of PoliceVolunteers in Police Service (VIPS), 2004; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

In meeting the challenges of serving a multicultural society, the Royal Canadian Mounted Police (RCMP) is taking a lead role in attracting minority and female recruits. Women have become an integral part of the workforce due to higher education levels, increasing real wages, and the decline of the nuclear family; rising immigration and the increased urbanization and education of aboriginal peoples have also changed and enhanced the workforce. Disabled persons are able to pursue wider opportunities due to new technological and structural improvements. The Federal Canadian government has instituted a number of measures to enhance equality of opportunity for all. Several statutes have mandated equal employment opportunities and required Federal agencies, including the RCMP, to replace traditional recruiting practices with a more proactive approach. In 1987, the RCMP established a national recruiting team to target and attract aboriginal and female applicants. The team held detailed information sessions, briefings with cultural associations, and meetings with women's groups and minority/aboriginal leaders. In 1990, an Aboriginal Constable Development Program was created to assist native applicants in meeting the Force's. The expanded RCMP recruiting program has allowed the force to gather a larger pool of qualified candidates, to build a bond between the force and native communities, to enhance effective policing in many operational areas, and to become more representative of the public it serves.

Keywords: Promising Practices; Research Assessment Report; Field

Notes: Article; Surveys

1993; source: Journal; region: International ; occupation: Police-related; peer-reviewed: No

This article discusses the importance and use of standardized police recruit preemployment screening assessments. Preemployment screening assessments have become crucial for police departments seeking to reduce citizen complaints, problematic officer behavior, claims of discriminatory hiring practices, and even civil rights complaints and lawsuits. Preemployment screening tools measure a variety of human characteristics and potentials, such as cognitive abilities, emotional stability, personality, and self-control. The use of screening tools not only protects the department from discriminatory claims, they also help save the department valuable training resources since they assure that only the best recruits are trained for the job. The author discusses the importance of using standardized and well-evaluated assessment tools in the preemployment screening process. A textbox within the article explains how to choose the best assessment tools while another textbox identifies four companies that produce police officer preemployment screening tools and describes the tools they have developed. The author cautions that any preemployment assessment tool used by departments should meet a number of requirements, including the requirement that they measure what they say they will measure, that they reliably predict behavior and performance, and that the results are consistent over time for the same groups of people. Throughout the article different police departments share their experiences using preemployment screening assessments.

Keywords: Promising Practices; Tools & Models; Field

Notes: Article; Issue overviews

2007; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

In a recent survey of women in law enforcement conducted by the IACP and Gallup, three fourths responded that they felt the number of female sworn officers will increase in the next five years.

Keywords: Research Assessment Reports; Field

1998; source: Journal; ISBN: ISSN: 0032-2571; region: Domestic; occupation: Police-related; peer-reviewed: No

Women in senior police management are explored in this study with a concentration on identifying barriers and opportunities for those who reach senior management positions. Both sworn and nonsworn officers from all Australasian police were surveyed (N=27). Women cited discrimination and being excluded from the 'men's club' with the additional conflict of work and family life. The report suggests that the issue is constructing a workplace that encourages a variety of skills and abilities to provide an opportunity for all employees to reach their full aptitude. The analysis raised questions that can be addressed at the individual jurisdiction level through detailed action plans. These plans include realistic objectives and performance measures: enhanced training in diversity and equal-opportunity issues, the development of creative recruitment campaigns, and the creation of a formal mentoring program for officers from recruit level to executive level that would assist in the facilitation of cross-gender and same-gender mentoring relationships.

Keywords: Research Assessment Reports; Field

Notes: Book

Publisher: Australasian Centre for Policing Research, 2002; source: Research Institution; ISBN: 064247415X; region: International; occupation: Police-related; peer-reviewed: No