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 book describes the assessment center process, by which police agencies can observe a candidate officer's behavior and document a score based on the candidate's performance. Over the past 20 years, assessment centers have become a popular testing method of assessing candidates' behaviors under simulated conditions and of promoting those who show a high degree of managerial potential. For example, the behaviors that were identified through a job analysis for the position of investigator in an assessment center for a New York police department included decisiveness, impact, initiative, judgment, listening skills, oral communication skills, planning and organization, problem analysis, sensitivity, stress tolerance, and written communication skills. This manual discusses the role of the assessor, the matrix used in assessment, the group discussion, the fact-finding exercise, the career interview, the visual career presentation, the video exercise, the counseling session, the in-basket, the citizen complaint, the oral board, the case file exercise, the press conference, and reading comprehension and speech.

Keywords: promising Practices; Research Assessment Reports; Tools & Models

1995; source: Research Institution; ISBN: 0875264298; 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 Bureau of Justice Statistics (BJS) is a component of the Office of Justice Programs, U.S. Department of Justice, which also includes 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. The mission of BJS is to collect, analyze, publish, and disseminate information on crime, criminal offenders, victims of crime, and the operation of justice systems at all levels of government. BJS's website contains information about BJS programs, its publications, and its funding. The website also contains statistical information from a variety of sources about the following topics: crime and victimization, prosecution, federal justice system, criminal offenders, law enforcement, courts and sentencing, expenditures and employment, corrections, criminal record systems, drugs and crime, deaths in custody, homicide trends, reentry trends, and intimate partner violence.

Keywords: Research Assessment Reports; Tools & Models; Data; Websites; Technical Assistance/Training; Funding

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

In response to law enforcement agencies crisis with recruitment and hiring, this federally supported report examines the nature and extent of the cop crunch and identifies department-level policies and/or practices that facilitate the recruiting and hiring of quality personnel, including women and minorities. Key highlights on recruitment efforts being used by State and local law enforcement to improve recruiting and hiring of quality personnel include newspaper ads, career fairs, the Internet, and individual police programs (i.e., college internships, explorer programs, and school resource officers). Application procedure highlights include: the acceptance of applications on a continual basis or when a vacancy exists and applicants need not live in the agency service area. In regards to selection procedures, survey highlights include: agencies pay recruits a salary during training, agencies offer a uniform allowance or provide them, agencies pay for recruit training off-site, agencies offer salary increases for college degrees, and agencies allow officers to work overtime. In regards to minority and female recruits, minority recruits are better represented in the applicant, qualified applicant, and hiree categories than female recruits. Identified factors for inadequacies in hiring minorities and females include: decreasing numbers of qualified applicants and individual characteristics, such as past drug use and limited life experience. Promising practices in the recruiting of women include: direct recruiting at events geared towards women, such as women s fitness clubs or women s athletic events. Two substantively meaningful agency-level predictor variables in the minority hires model were identified. First, when an agency requires applicants to have 2 years of college or 60 credit hours, the number of minority applicants decreases. Second, when an agency requires that applicants have a college degree or higher the number of minority applicants increases. This report examines the nature and extent of the cop crunch and identified department-level policies/practices that facilitate the recruiting and hiring of quality police personnel and facilitated the recruiting and hiring of minorities and women. The project utilized a two-part methodology involving a national survey and follow-up phone interviews.

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

Notes: Document; Studies/research reports

Publisher: Police Executive Research Forum, 2005; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This handbook contains a recruiter's checklist, authorized recruitment tools, and other data for use in interviews with a potential Correctional Officer or Medical Technical Assistant. The document is divided into 12 sections: (1) California Department of Corrections Mission, Recruitment Goals, and Objectives, Roles and Responsibilities; (2) Team Selection/Standards; (3) Correctional Officer & Medical Technical Assistant Selection Process & Timeframe; (4) Basic Correctional Officer Academy; (5) Correctional Officer & Medical Technical Assistant Apprenticeship Programs; (6) Recruiters Checklist & Authorized Recruitment Tools; (7) How To Be an Effective Recruiter; (8) Benefits Information; (9) Most Frequently Asked Questions; (10) Contact Information/Regional Guides; (11) Institution Monthly Recruitment Activity Report; and (12) Miscellaneous Reference Documents. Section 3, Correctional Officer & Medical Technical Assistant Selection Process & Timeframes, contains descriptions of minimum and additional qualifications for both jobs, requirements specific to Medical Technical Assistants, types of application, and data concerning the written test, Veterans Preference Credits, vision test, physical abilities test, psychological test, background investigation, and medical examination.

Keywords: Promising Practices; Tools & Models

Notes: Document; Handbook

Publisher: California Dept of Corrections, 2001; source: Government Communication; region: Domestic; occupation: Not 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

Keywords: Tools & Models

source: Website; region: Domestic; occupation: Not 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

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 describes a screening instrument used to improve the selection of U.S. Border Patrol agents. The Border Patrol has developed a written assessment as part of their selection process in order to screen out applicants likely to exhibit counterproductive behaviors once on the job. Border Patrol recruits undergo a three-step selection process consisting of written tests of reasoning ability and either a Spanish-language proficiency test or a test that assesses language learning ability; a structured interview including questions about how they would act in various job-related situations; and a medical examination, drug test and comprehensive background investigation. In addition, the Border Patrol developed an inexpensive five-step process that would screen for a wider range of counterproductive behaviors and could be administered during the first step of the selection process. The process establishes applicants' conscientiousness; cooperativeness; emotional maturity; initiative; integrity/honesty; judgment; sensitivity to the needs of others; and attitude toward use of force. Notes

Keywords: Promising Practices; Tools & Models

Notes: Article; Issue overviews

1999; source: Research Institution; region: Domestic; occupation: Not 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

This report profiles law enforcement environmental assessment tools (LEEAT), which are "off-the-shelf" tools that enable police departments to determine whether they are receptive to women and minority police officers in their workplace environment and to implement procedures designed to create a positive environment for all personnel. One of the LEEAT tools presented is an anonymous survey of departmental personnel designed to determine their perceptions of the barriers that officers are experiencing in the workplace related to gender and race and to obtain their input on possible solutions. Another tool profiled is the focus group guide, which is designed to bring together a cross-section of departmental employees to discuss such issues as general attitudes, uniforms and equipment, promotion, childcare and pregnancy, and sexual harassment. Another tool details recruitment and selection methods for recruiting women and minorities, followed by descriptions of the staff composition, course content, and training methods of a police training academy that is conducive to producing attitudes and work habits that facilitate a workplace environment which provides equal opportunity and acceptance for all officers without discrimination or harassment. A tool for preventing workplace gender discrimination contains a definition of sexual harassment, a sample sexual harassment policy, complaint procedures, and policies regarding pregnancy and child care. Work schedules, equipment and uniforms, and police unions and associations are also encompassed under this tool. The final LEEAT tool pertains to promotion and specialized assignments. It presents a departmental structure and procedures designed to ensure that promotions and specialized assignments are equally available to all personnel and reflect the diversity of personnel characteristics. For each of these LEEAT tools, this report provides forms and detailed procedures and content for planning and implementing the tool in departmental operations.

Keywords: Tools & Models

Notes: Document; Technical Assistance

Publisher: Women in Policing Institute, 2000; source: Other; 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 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

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 Matrix-Predictive Uniform Law Enforcement Selection Evaluation (M-PULSE™) Inventory is a pre-conditional screening instrument designed for law enforcement officer selection. It can be used either pre-offer to identify candidates' liability potential, or post-offer as part of a total assessment battery that includes historical, interview, and observational data. The M-PULSE is: (1) specifically developed for hiring law enforcement officers; (2) designed to reduce liability for law enforcement agencies by assessing job performance risks; (3) psychometrically sound; and, (4) easy to use.

Keywords: Websites; Tools & Models;

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

Low retention rate plagues the Volunteers in Policing (VIP) program operated by the New South Wales Police Service with motivation cited as a important factor in the turnover rate. A sample of 51 VIP members was examined using a modified Volunteer Function Instrument and conclusions were drawn that a more reliable police-volunteer rapport would enhance the VIP program. Strategies are given in the recruitment and retention process of the VIP members.

Keywords: Research Assessment Reports; tools & Models

Notes: Using Smart Source Parsingpp. FebJournal Article

2000; source: Journal; ISBN: 1325-8362; region: International; occupation: Police-related; peer-reviewed: Yes

The National Institute of Justice (NIJ) is a component of the Office of Justice Programs, U.S. Department of Justice, which also includes the Bureau of Justice Statistics, the Bureau of Justice Assistance, the Office of Juvenile Justice and Delinquency Prevention, the Community Capacity Development Office, and the Office for Victims of Crime. NIJ's mission is to advance scientific research, development, and evaluation to enhance the administration of justice and public safety. To accomplish its mission, NIJ provides objective, independent, evidence-based knowledge and tools to meet the challenges of crime and justice, particularly at the State and local levels. NIJ's website contains information about the organization, its funding, events, publications, issues and initiatives. The website also contains information on numerous crime and justice topics, such as law enforcement, corrections, and victimization.

Keywords: Promising Practices; Research Assessment Report; Tools & Models; Websites; Funding

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

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.

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

Notes: California Cmssn on Peace Officer Standards and Training, 1601 Alhambra Boulevard, Sacramento, CA 95816

2001; source: Journal; 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

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

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

The Police Foundation is an independent resource for policing. The mission of the Police Foundation is to help the police be more effective in all aspects of their work - from deterring robberies to intervening in family disputes to improving the relationship with the community. To accomplish their mission, the Police Foundation works closely with police officers and police agencies across the country. The Police Foundation website contains information on their work including their research,professional services, police fellowship program, communications activities, and publications.

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

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

Based on the view that personnel are the most important part of a police agency or any other organization, this volume details a systematic approach to recruiting and selecting police personnel. The text emphasizes that police agencies must set high standards for their officers and be extremely selective when filling a position, because the applicant pool from which police recruits are selected is enormous but of poor quality. The discussion urges law enforcement administrators to look beyond the traditional models and consider a new paradigm to seek out individuals for law enforcement careers, because traditional models, although somewhat effective, are not responsive to the critical and future needs of communities. The text discusses announcing the vacancy, conducting the orientation, the written application, the background check, the polygraph, the oral interview, the medical evaluation, the psychological evaluation, lateral entry, the Americans with Disabilities Act, and future trends. Subject and author indexes; appended job description, forms, and Stanard study; and approximately 250 references.

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

Notes: Book

Publisher: Charles C Thomas, 1994; source: Research Institution; region: Domestic; occupation: Police-related; peer-reviewed: Yes

An exploration of the components of policing provides a combination of theory, observations, experiences, and anecdotes. Polices role in society is discussed relative to patrol issues, criminal investigations, organization and management, the use of discretion, relating to the community, recruitment, quality police personnel, women police officers, and the personality of police officers.

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

Notes: Juneill, 09.375x07.125 Inches Status: Out of Print Price: USD 46.67 Retail Price (Publisher); USD 52.60 Retail Price (Pearson Education)Audience: College Audience (Source: Prentice Hall PTR)Available for distribution in: USA, UNITED KINGDOM, AUSTRALIA, CANADA Class Descriptors: LC: HV8138.D27 2003; Dewey: 363.2/0973Book

Publisher: Charles C Thomas , Limited, 2002; source: Research Institution; ISBN: 9780130941060 0130941069 (Paper Text) Other: 9780130941060 (EAN) LCCN: 2002-66297 Abstract: Annotati; 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

The Physical Ability Requirement Evaluation (PARE) is used to screen candidates of The Royal Canadian Mounted Police. Field tests were conducted by 48 volunteers in a 1998 study to identify which were the most beneficial in selecting PARE performers. Aerobic power, anaerobic power, agility, muscular strength, endurance, and body composition were measured in the tests and 60% overall were successful in completing the tests. Only 37% of females passed the test while 91% of the males passed which sustains the supposition that female applicants have a more difficult time with the challenge of passing PARE and retain a failure rate of 50%. The multiple regression analysis denoted that PARE correlated with practical field tests of fitness, though mainly for men.

Keywords: Research Assessment Reports; Tools & Models

Notes: Journal Article

1999; source: Journal; region: International; occupation: Police-related; peer-reviewed: Yes

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 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

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 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

North Carolina Criminal Justice Education and Training Standards Commission and the North Carolina Sheriffs' Education and Training Standards Commission in association with the Governor's Crime Commission held a planning retreat in 2000 to pinpoint important issues impacting the criminal justice system and its personnel. Members of the North Carolina Criminal Justice Analysis Center and employees from the two training and standards commissions completed research studies on recruiting and retaining sworn police officers, sworn deputy sheriffs, detention facility personnel and telecommunicators. Studies were completed as a follow up to the retreat and recommendations made to resolve retention and recruitment issues facing detention agencies. Potential obstacles to recruitment were identified as agency budget, competition with other criminal justice agencies and the applicants' prior criminal histories. A critical period of two years after hiring exists for detention facilities to implement or improve policies and/or programs to aid in retention. Respondents cited the most popular retention strategies as: annual pay increases, irrespective of job performance, such as cost of living adjustments and longevity (88%); formal promotions (72%); education and training incentives such as tuition reimbursement and allowing detention officers to attend classes on departmental time (63%).

Keywords: Research Assessment Reports; Tools & Models

Publisher: North Carolina Criminal Justice Analysis Center, 2004; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

This report examines the issue of recruitment and retention among North Carolina s public safety agencies, specifically detention facility personnel. In the summer of 2000, a joint planning retreat was held by the Governor s Crime Commission, the North Carolina Criminal Justice Education and Training Standards Commission, and the North Carolina Sheriff s Education and Training Standards Commission identifying and discussing the major emerging issues in the State s criminal justice system and its public safety personnel. As a result, a study team was comprised that determined that several smaller studies targeted the unique attributes and features associated with recruiting and retaining sworn police personnel, sworn sheriff s office personnel, detention officers, and public safety telecommunications officials. This report is one in a series which examines the issue of recruitment and retention among North Carolina s public safety agencies with a focus on detention facility personnel. A 3-part, 22-item survey was developed addressing the issue of recruiting detention officers, specifically recruitment strategies and techniques, the number of applicants, and the extent to which the responding agency had a backlog or waiting list of potential candidates; the attrition and retention of detention officers, specifically the agency s turnover and vacancy rates and how these rates varied over the past 3 years; and agency s comment and/or suggestions regarding all recruitment and retention issues. A total of 43 surveys were completed with a return rate of approximately 55 percent. Result highlights include: (1) over half of the respondents described their recruitment strategy as being neutral or non-aggressive nor overly passive; (2) most frequently employed techniques were word of mouth, community colleges, and newspapers; (3) effectiveness ratings in recruitment techniques closely mirrored the extent to which agencies used the various techniques with the most frequently used methods; (4) over half do not currently have a waiting list or backlog of qualified officers; (5) the number of applicants, per position, ranged from 1 to 33 with a statewide average of 7.6 applicants per vacant position; (6) turnover rates ranged from 0 to 80 percent with an average rate of 21.4 percent; (7) the most popular retention strategy was annual pay increase; and (8) budget restrictions was the most frequently discussed factor in explaining why officers left the department. Three recommendations were presented and included: (1) recruitment efforts should be intensified to include the exploration of non-traditional techniques, such as the Internet; (2) use of other retention techniques, beyond increasing salaries; and (3) more in-depth analysis to ascertain the nature and extent of applicants who have prior criminal histories.

Keywords: Research Assessment Reports; Tools & Models

Notes: Document; Studies/research reports

Publisher: North Carolina Governor's Crime Commission, 2003; source: Government Communication; region: Domestic; occupation: Not 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

In 2000 a joint planning retreat was attended by The North Carolina Criminal Justice Education and Training Standards Commission and the North Carolina Sheriffs' Education and Training Standards Commission. Recruitment and retention were cited as major emerging issues that require a statewide study be conducted with specific research studies conducted on the four different areas of the public safety community. North Carolina Criminal Justice Analysis Center and staff from the two commissions conducted said studies on recruiting and retaining sworn police officers, sworn deputy sheriffs, detention facility personnel and telecommunicators. The results indicated that the top recruitment techniques were word of mouth, local community colleges and newspaper advertising while job fairs, Police Corp programs and radio/television advertising were noted as the least effective; the most effective techniques were those most often utilized. The majority of those surveyed identified the low and inequitable salary and compensation packages as the primary deterrent for recruiting qualified applicants. Barriers also include competition with other criminal justice agencies, agency budget restrictions, agency size and competing with the private sector.

Keywords: Research Assessment Reports; Tools & Models

Notes: Book

Publisher: North Carolina Criminal Justice Analysis Center, 2003; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: No

This report presents the results of a statewide study on recruitment and retention of criminal justice and public safety personnel in North Carolina. In 2000, the North Carolina s Governor s Crime Commission, in concert with other State criminal justice organizations, identified the State s retention and recruitment of criminal justice and public safety personnel as a major emerging issue of concern. An in-depth and statewide study of retention and recruitment was commissioned; this report presents a condensed version of the final report. A 22-item survey was developed that asked respondents about recruitment strategies and about turnover and vacancy rates. The survey was sent to sheriff s offices throughout North Carolina; 49 surveys were returned. Results indicate that most sheriffs offices rely on word of mouth as their main recruitment strategy, although a variety of methods are employed, such as relying on reserve forces and the community college recruitment system. Over half of sheriffs offices have a waiting list of qualified deputy sheriff applicants. Barriers to recruitment included budget restrictions and competition with other criminal justice agencies. Turnover rates ranged from 0 to 60 percent, with an average turnover rate of 12.7 percent. The most frequently used retention strategy was the use of a promotion system, followed by annual pay increases. Most agencies lost officers to larger law enforcement departments that were able to offer better salaries and compensation. Five main recommendations were made on the basis of these results, including the suggestion to institute proactive and aggressive recruitment strategies and to explore alternative means of retention, such as providing training opportunities. Tables, figures

Keywords: Research Assessment Reports; Tools & Models

Notes: SystemStats, Fall 2004News media; Survey

Publisher: North Carolina Criminal Justice Analysis Center, 2004; source: Government Communication; region: Domestic; occupation: Police-related; peer-reviewed: No

This first in a series of four articles on recruitment and retention of personnel in North Carolina's public safety agencies focuses on telecommunications officers. The analysis and recommendations stem from the findings of a 22-item survey administered to the staff of 130 randomly selected telecommunication centers in the State. A total of 119 surveys were returned (91.5-percent response rate). The most common barriers to the recruitment of more qualified applicants were reported to be agency budget restrictions, competition with other criminal justice agencies, specific duties associated with the job, and competition with the private sector. The most popular retention strategy was annual pay increases irrespective of job performance, educational incentives, the assignment of favorable work shifts, and formal award and recognition ceremonies. This report recommends a more aggressive and proactive recruitment strategy that educates the public and many law enforcement officers about the nature of telecommunications and the professional status held by workers in this field. Worker quality can be improved by tightening applicant screening with an emphasis on cognitive skills assessment and psychological testing. Given the low probability of increasing salaries across the State, the priority retention strategy recommended is the implementation of a greater number of inservice training programs that focus on stress and burnout within the profession. Another training recommendation is for more basic and inservice courses in telecommunications. Research on the effects of shift work on the telecommunicator position is also recommended, with attention to comparing and contrasting the 8-hour shift with the 12-hour shift. 2 tables and 3 figures

Keywords: Research Assessment Reports; Tools & Models

Notes: From "SystemStats," Winter 2005.News media; Surveys

Publisher: North Carolina Criminal Justice Analysis Center, 2005; source: Journal; region: Domestic; occupation: Not police-related; peer-reviewed: No

The concentration of this report is the recruitment and retention of telecommunication officers in North Carolina which stemmed from a planning retreat in early 2000. The Governor's Crime Commission, along with the North Carolina Criminal Justice Education and Training Standards Commission and the North Carolina Sheriffs' Education and Training Standards Commission met to tackle concerns facing the criminal justice system and its public safety personnel. Respondents from a randomly selected sample of 130 centers participated in a three part, twenty-two item survey to analyze the recruitment and retention of telecommunication officers. The response rate for this survey was 92% with 53% of those surveyed stating that the recruitment plans in their agencies are neutral, 20% citing their initiatives as passive, and 17% observing aggressive techniques used. Recruitment obstacles consist of budget restrictions, competition with other criminal justice agencies, and duties associated with the job. Proposals are suggested to aid in recruitment and retention initiatives within North Carolina's telecommunication agencies.

Keywords: Research Assessment Reports; Tools & Models

Notes: North Carolina.; Governor's Crime Commission. ; North Carolina.; Sheriff's Education and Training Standards Commission. ; North Carolina.; Criminal Justice Education and Training Standards Commission.col. ill. ; 28 cm."January 2004."/ Also available via the World Wide Web in PDF./ Reproduction: Microfiche./ Raleigh, N.C. :/ N.C. Division of State Library,/ 2004./ 1 microfiche : negative.Other format available: Originalprepared by Douglas L. Yearwood.Government publication (gpb); State or province government publication (sgp); Internet resource (url); Microfiche (mfc)Book; Internet Resource Date of Entry: 20050118

Publisher: North Carolina Sheriffs' Education & Training Standards Commission; North Carolina Criminal Justice , 2004; source: Government Communication; region: Domestic; occupation: Not police-related; peer-reviewed: No

Keywords: Promising Practices; Tools & Models

Notes: Great Britain.; Home Office.32 cm.Title from cover. In ring binder.Government publication (gpb)Book

Publisher: Home Office, 2002; source: Government Communication; region: International; occupation: 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 study examined whether the ratings of the behavioral-personnel assessment device (B-PAD), which can be used in testing for the selection of police recruits, are influenced by the demographic backgrounds of raters and ratees. In B-PAD ratings, applicants view videotaped scenarios and are instructed to respond as if they were the officer handling the situation. Participant responses are preserved on tape for subsequent review by panels of three raters. This instrument has had limited reliability checks to date, and the literature questions the reliability of the oral board process. The data for the current study were based on 113 subjects exposed to eight scenarios graded by panels of three judges. The variables of interest included the race and gender of both the raters and the ratees. The findings support the assertion that the B-PAD device is a reliable instrument when the focus of the investigation is on the demographic composition of both raters and ratees. The scores the applicants received were independent of their racial and gender characteristics and were also unrelated to the race and gender of the raters. This conclusion remained constant for all the scenarios, regardless of whether they were oriented toward a law-enforcement, social-service, or officer-conduct theme. Thus, the B-PAD ratings examined in this study were not apparently contaminated by any unwarranted discriminatory biases. 2 tables and 24 references

Keywords: Research Assessment Reports; Tools & Models

Notes: Article; Tests/measurements

1999; source: Journal; region: Domestic; occupation: Police-related; peer-reviewed: Yes

This handbook for local government officials assists in the recruitment, selection, and appointment of a professional police chief. Within the selection of law enforcement personnel, the selection of a professional police chief is the single most important appointment by the local government manager. This handbook gathered search process experiences from managers, police chiefs, lawyers, Federal investigators, human resource professionals, and executive consultants to provide a road map for local government officials to follow as they consider the selection of their next police chief. The handbook is comprised of nine chapters that include: (1) the selection process; (2) the local government manager s perspective on the search and selection process; (3) police chief selections from a police chief s perspective; (4) a discussion of the selection process from both sides, the candidate and the appointing authority; (5) reducing the risk of litigation; (6) evaluating the candidates; (7) investigating the candidates; (8) employment contracts for police chiefs; and (9) the anatomy of a successful police chief search. Exhibits and appendices A and B (executive search firms and advertising outlets for police chief vacancy announcements)

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

Notes: Paperback; Handbook

Publisher: International City/County Management Association, 1999; source: Professional Association; region: Domestic; occupation: Police-related; peer-reviewed: No

This article describes the development of a municipal police department "from scratch" in Federal Way, WA. In 1995 the civic leaders of Federal Way, an incorporated town just 15 miles from Seattle, decided to end their contract with the King County Sheriff's Department and field a municipal force. The organizers focused on three major goals: recruiting personnel, establishing policies and procedures, and acquiring equipment and facilities. Because Federal Way did not have the time for months of training for recruits, the decision was made to hire experienced police officers. With a $5,000 signing bonus or moving expenses being offered, officers from all over America began making inquiries about the new department. In October 1996, the Federal Way Police Department officially began operation. Officers hired from within Washington State were paired with officers hired from outside the State to facilitate instruction in State law. The department created a police support unit with civilian employees, and these civilian employees continue to this day in writing summons, transporting prisoners, and taking crime reports. Regarding policies and procedures, the department delayed in writing a formal manual in order to provide sufficient time to compose a manual that would deal with the specific situations characteristic of Federal Way. In the mean time, policies and procedures such as pursuit and use-of-force were handed down by commanders to their charges through bulletins and verbal commands. Regarding equipment and facilities, the department moved three times in the first year; dispatch centers were changed; and new radio systems had to be implemented. Currently, the department has 116 sworn members and 41 civilians. Fifty-six of the sworn officers have been with the department since the first day of operation. Through the dedication and persistence of its officers, the Federal Way Police Department is now one of the Nation's leading suburban agencies.

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

Notes: Article; Program/project description/evaluations

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

Police Supervisors often have a difficult time hiring competent candidates and need to explore innovative and competitive recruiting techniques. Suggestions on mainstream and inventive recruiting methods are detailed along with ideas for expediting the process and advertising the most advantageous elements of your agency. The benefits of an employee referral program and providing the latest technology to Police Recruiter are discussed. Chapters include: Plan Strategically, Newspapers Still Popular, Magazines and Periodicals Productive, Radio: A Versatile Media, Be a Television Star, Internet is Economical, Publicity Methods Abound, Advertising and Public Relations Agencies, Internal Programs Entice Employees, Legal Environment, Measuring Results, Determining Ways to Improve, Recruiting is Important Function, and No Relief in Sight; Internet Web sites are featured in an appendix to aid in recruiting.

Keywords: Promising Practices; Tools & Models

Notes: Institute of Police Technology and Management.28 cm.Includes bibliographical references and index.Floyd S. Hulsey.Book

Publisher: Institute of Police Technology and Management, 2001; source: Research Institution; ISBN: ISBN: 1884566448; 9781884566448 LCCN: 2002-276168; region: Domestic; occupation: Police-related; peer-reviewed: Yes

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 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

This article explores the declining number of police officers, the reasons why agencies and police ranks are depleted, and the efforts of major departments to attract new recruits. Across the country, police departments are facing a depletion of ranks and a paucity of new recruits. Experts point to stagnant salaries, the lure of private industry, wage freezes, hiring freezes, and municipal personnel cuts as some of the reasons why police departments cannot retain officers or recruit new hires. In addition, police departments suffer attrition because of retirement. To attract new recruits and keep serving officers, police departments are resorting to unique strategies. In Chicago, the police department has waived its college education requirement for people with 4 years military experience. In New York, the police department advertises for new recruits on subway billboards. The Boca Raton Police Department holds recruitment pizza dinners. In San Francisco, the police department offers incentive pay for officers with language skills, and the Miami Police Department offers command level training to officers to motivate them for advancement. In spite of these efforts, police ranks continue to diminish. In an apparent national trend, there is a significant gap between the number of people who sign up to take the police department entrance exam and those who actually take it. And police officers approaching retirement age are opting for early retirement, in spite of bonus pay and other perks. Police departments point to money and lifestyle choice as the main obstacles in recruitment and retaining officers. New recruits are attracted to private industry salaries or the higher salaries offered by surrounding departments (for example, the New York Port Authority offers a higher salary than the New York City Police Department). Officers in service who receive bonuses are eager to take advantage of early retirement. In addition, police departments claim that new recruits no longer see police work as a lifelong career. Instead, they view it as a temporary job to suit their lifestyle.

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

Notes: Article; Studies/research reports

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