Transaction Search Form: please type in any of the fields below.
Date: November 22, 2024 Fri
Time: 11:45 am
Time: 11:45 am
Results for police recruitment and selection
30 results foundAuthor: Wilson, Jeremy M. Title: Police Recruitment and Retention in the Contemporary Urban Environment: A National Discussion of Personnel Experiences and Promising Practices from the Front Lines Summary: Recruitment and retention of police officers is an increasing challenge for police agencies. 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. This report summarizes the presentations, discussions, and opinions offered by panelists at the summit. Details: Santa Monica, CA: RAND, 2009 Source: Conference Proceedings Year: 2009 Country: United States URL: Shelf Number: 116660 Keywords: Police OfficersPolice PersonnelPolice Recruitment and SelectionUrban Areas |
Author: Wehipeihana Title: Building Diversity: Understanding the Factors that Influence Maori to join Police Summary: A long established principle is that the police service ought to mirror the ethnic profile of the wider population in order to secure and maintain public confidence and police legitimacy. A key goal for New Zealand Police is to achieve equity and diversity in their workforce. This research focuses on exploring factors that influence Maori to apply to and join the New Zealand Police force. Details: Wellington, NZ: New Zealand Police, 2010. 79p. Source: Research Evaluation Consultancy Limited Year: 2010 Country: New Zealand URL: Shelf Number: 118075 Keywords: Police OfficersPolice Recruitment and Selection |
Author: Metropolican Police Authority Title: Race and Faith Inquiry Report. Commissioned by Boris Johnson, Mayor of London Summary: This report makes a series of recommendations to improve equalities and address diversity issues in the Metropolitan Police Service and create a new vision for the future of London’s police service. Details: London: Metropolitan Police Authority, 2010. 84p. Source: Internet Resource: Accessed September 17, 2010 at: http://www.mpa.gov.uk/downloads/publications/race-faith-inquiry.pdf Year: 2010 Country: United Kingdom URL: http://www.mpa.gov.uk/downloads/publications/race-faith-inquiry.pdf Shelf Number: 119835 Keywords: Police Recruitment and SelectionPolicingRacism |
Author: Cunningham, Sonia Title: Diversity of Police Community Support Officer Recruits Compared to Police Officer Recruits in the Metropolitan Police Service Summary: Police Community Support Officers (PCSOs) were first introduced in England and Wales under the Police Reform Act (2002). The Association of Chief Police Officers (2005) recognised the fundamental role of the PCSO as: to contribute to the policing of neighbourhoods, primarily through high visibility patrol with the purpose of reassuring the public, increasing orderliness in public places and being accessible to communities and partner agencies working at local level. The majority (85%) of forces surveyed in the Home Office national evaluation stated that visibility was the number one priority for PCSOs. Interacting with the public and dealing with anti-social behaviour (ASB) and low-level crime were considered to be the next most important functions. Overall, this research sought to understand why there was a difference between the proportion of PCSO and police officer recruits who were women, ethnic minorities and from a wider range of ages. Further questions were also addressed to support this: is there a difference in the diversity of those who apply to become PCSOs and those that are successful? If so, is there a similar pattern for successful police officer recruits?; what are the key reasons why people want to become a PCSO? Are there differences in these reasons by gender, age or ethnicity?; why do so many PCSOs go on to become police officers rather than applying from the outset? Details: London: Metropolitan Police Authority, 2006. 69p. Source: Internet Resource: Accessed September 17, 2010 at: http://www.mpa.gov.uk/downloads/publications/pcso-diversity-summary.pdf Year: 2006 Country: United Kingdom URL: http://www.mpa.gov.uk/downloads/publications/pcso-diversity-summary.pdf Shelf Number: 119836 Keywords: Police Recruitment and SelectionPolicing |
Author: Castaneda, Laura Werber Title: Today's Police and Sheriff Recruits: Insights from the Newest Members of America's Law Enforcement Community Summary: For much of the past decade, police and sheriff's departments faced considerable challenges in attracting and retaining recruits, such that many departments struggled to maintain their size. Although the economic downturn has altered this situation, police and sheriff's departments should expect that the tight labor market of the past decade will return. This volume summarizes a 2008–2009 survey fielded to recent police officer and sheriff's deputy recruits nationwide. The survey asked recruits why they chose a career in law enforcement, why they chose the particular agency that they joined, what they felt were the downsides of a career in law enforcement, and what could be done to improve their department's recruiting efforts. In discussing the survey results, the authors focus on how understanding modern recruits can help departments refine their recruitment practices and develop a workforce well suited to community-oriented policing. Details: Santa Monica, CA: RAND, 2010. 118p. Source: Internet Resource: Accessed October 21, 2010 at: http://www.rand.org/pubs/monographs/2010/RAND_MG992.pdf Year: 2010 Country: United States URL: http://www.rand.org/pubs/monographs/2010/RAND_MG992.pdf Shelf Number: 120040 Keywords: Careers in Law EnforcementCommunity-Oriented PolicingPolice Recruitment and SelectionPolice Training |
Author: Ford, Harry Title: Evaluating the Operational Effectiveness of West African Female Police Officers’ Participation in Peace Support Operations: The Case of Ghana and Nigeria Summary: This paper examines the capacity of West African police services to enhance the recruitment, training and deployment of female police officers on Peace Support Operations. In particular, the study seeks to critically evaluate the current organizational structures of the Ghanaian and Nigerian Police services and their deployment of female police officers in peace support operations. The study therefore, seeks to address two broad questions. First, how can West African states increase the number of female police officers on peace support operations? Secondly, how can these countries improve their respective training procedures of female police officers to become increasingly effective on peace support operations? This paper prioritizes Ghana and Nigeria as empirical case studies because they contribute a relatively high number of female police officers both towards UN and AU operations within Africa and abroad. More importantly, both countries have begun increasing the number of female civilian police officers’ numbers after the adoption of Security Council Resolution 1325 on gender mainstreaming, which poignantly illustrates the impact of the resolution, and the desire of West African countries to empower women to become greater participants in the areas of peace and international security. Details: Accra, Ghana: Kofi Annan International Peacekeeping Training Centre, 2008. 36p. Source: Internet Resource: KAIPTC Occasional Paper No. 23: Accessed October 21, 2010 at: http://www.kaiptc.org/_upload/general/WAFP_PaperFinal_HarryFord.pdf Year: 2008 Country: Africa URL: http://www.kaiptc.org/_upload/general/WAFP_PaperFinal_HarryFord.pdf Shelf Number: 120045 Keywords: Female Police OfficersPeace OfficersPolice Recruitment and SelectionPolice Training |
Author: Wilson, Jeremy M. Title: Recruiting and Retaining America's Finest: Evidence-Based Lessons for Police Workforce Planning Summary: A critical but oft neglected function of police organizations is personnel management. While much attention is given to recruiting and retention, these are only tools for accomplishing a larger, more important, and less discussed goal: achieving and maintaining the profile of officers by experience and rank that satisfies agency needs and officer career aspirations. Police agencies often have little ability to assess their organization and environment, and they receive little guidance on how best to build and maintain their workforces. In this work, we sought to fill the gap of information on practices available to police agencies through a survey of police agencies on their recruitment and retention practices and how they can affect the profile of officers at differing ranks of service. The survey, sent to every U.S. police agency with at least 300 sworn officers, sought to document such characteristics as authorized and actual strength by rank, officer work and qualifications, compensation, and recruiting efforts. We used these data to provide an overview of current recruitment and retention practices, how they affected police personnel profiles, and to identify future research needs. Details: Santa Monica, CA: RAND, 2010. 113p. Source: Internet Resource: Accessed October 23, 2010 at: http://www.rand.org/pubs/monographs/2010/RAND_MG960.pdf Year: 2010 Country: United States URL: http://www.rand.org/pubs/monographs/2010/RAND_MG960.pdf Shelf Number: 120063 Keywords: Police OfficersPolice Recruitment and SelectionPolice Training |
Author: Rose, Andree Title: Developing a Cybervetting Strategy for Law Enforcement. Special Report. Summary: Cybervetting is an assessment of a person's suitability to hold a position using information found on the Internet to help make that determination. Cybervetting occurs even though there are no generally accepted guidelines and procedures for fair, complete, and efficient Internet searches for this purpose. Job applicants, employees, and employers are often uncertain whether cybervetting is legal, where privacy rights begin and end, and what cyber behaviors and postings should be subject to cybervetting. The purpose of this document is to present policies and practices to consider when using the Internet to search for information on law enforcement applicants, candidates, and incumbents, and when developing social media policies to limit inappropriate online behaviors. Cybervetting guidelines need to strike the right balance between individuals' constitutional rights and law enforcement agencies' due diligence responsibilities for screening out undesirable job applicants and employees. Details: Alexandria, VA: International Association of Chiefs of Police, 2010. 42p. Source: Internet Resource: Accessed February 7, 2011 at: http://www.iacpsocialmedia.org/Portals/1/documents/CybervettingReport.pdf Year: 2010 Country: United States URL: http://www.iacpsocialmedia.org/Portals/1/documents/CybervettingReport.pdf Shelf Number: 120697 Keywords: Background ChecksInternetPersonnel ManagementPolice Recruitment and Selection |
Author: U.S. Department of Justice. Civil Rights Division Title: Investigation of the New Orleans Police Department Summary: The New Orleans Police Department (NOPD) has long been a troubled agency. Basic elements of effective policing — clear policies, training, accountability, and confidence of the citizenry —have been absent for years. Far too often, officers show a lack of respect for the civil rights and dignity of the people of New Orleans. While the majority of the force is hardworking and committed to public safety, too many officers of every rank either do not understand or choose to ignore the boundaries of constitutional policing. Some argue that, given the difficulty of police work, officers must at times police harshly and bend the rules when a community is confronted with seemingly intransigent high levels of crime. Policing is undeniably difficult; however, experience and study in the policing field have made it clear that bending the rules and ignoring the Constitution makes effective policing much more challenging. NOPD’s failure to ensure that its officers routinely respect the Constitution and the rule of law undermines trust within the very communities whose cooperation the Department most needs to enforce the law and prevent crime. As systematic violations of civil rights erode public confidence, policing becomes more difficult, less safe, and less effective, and crime increases. The deficiencies in the way NOPD polices the City are not simply individual, but structural as well. For too long, the Department has been largely indifferent to widespread violations of law and policy by its officers. NOPD does not have in place the basic systems known to improve public safety, ensure constitutional practices, and promote public confidence. We found that the deficiencies that lead to constitutional violations span the operation of the entire Department, from how officers are recruited, trained, supervised, and held accountable, to the operation of Paid Details. In the absence of mechanisms to protect and promote civil rights, officers too frequently use excessive force and conduct illegal stops, searches and arrests with impunity. In addition, the Department’s culture tolerates and encourages under-enforcement and under-investigation of violence against women. The Department has failed to take meaningful steps to counteract and eradicate bias based on race, ethnicity, and LGBT status in its policing practices, and has failed to provide critical policing services to language minority communities. The problems in NOPD developed over a long period of time and will take time to address and correct. The Department must develop and implement new policies and protocols, train its officers in effective and constitutional policing, and institutionalize systems to ensure accountability, foster police-community partnerships, improve the quality of policing to all parts of the City, and eliminate unlawful bias from all levels of NOPD policing decisions. Recommendations on achieving these changes are attached to this Report. We look forward to working with NOPD and the City of New Orleans to address the violations of constitutional and federal law that we identified, by developing and implementing a comprehensive blueprint for sustainable reform that will: (1) reduce crime; (2) ensure respect for the Constitution and the rule of law; and (3) restore public confidence in NOPD. Details: Washington, DC: U.S. Department of Justice, Civil Rights Division, 2011. 158p. Source: Internet Resource: Accessed April 8, 2011 at: http://www.justice.gov/crt/about/spl/nopd_report.pdf Year: 2011 Country: United States URL: http://www.justice.gov/crt/about/spl/nopd_report.pdf Shelf Number: 121279 Keywords: DiscriminationGender BiasPolice BehaviorPolice MisconductPolice Recruitment and SelectionPolice ReformPolice Use of ForcePolice-Community RelationsPolicing (New Orleans) |
Author: Montgomery, Ruth Title: Female Staff Associations in the Security Sector: Agents of Change? Summary: In most security sector institutions, women constitute a small minority of the personnel. Unwelcoming working environments discourage recruitment and retention of women, and thus create a vicious circle that perpetuates their minority status. At the same time, female security sector staff associations have multiplied, promoting networking and offering mutual support among members. Many of these associations have expanded their mandate to activities reaching beyond their members’ welfare. This occasional paper examines the structures, mandates and activities of a sampling of female staff associations and networks in the security sector, analyses whether and how they meet members’ needs, and gauges the effect or influence they have had on changing policies and practices in their institutions and in the communities they serve. Research for this paper focused on 67 international, national, regional, and local female security sector associations and networks in the military, police, corrections, justice system, fire and emergency services, immigration services, and in national security bodies and private security companies from around the world. An annex to the paper provides more information on the associations studied. Details: Geneva, Switzerland: Geneva Centre for the Democratic Control of Armed Forces (DCAF), 2011. 87p. Source: DCAF Occasional Paper No. 25: Internet Resource: Accessed February 4, 2012 at http://www.dcaf.ch/content/download/35981/527179/file/OP25_Female%20associations.pdf Year: 2011 Country: International URL: http://www.dcaf.ch/content/download/35981/527179/file/OP25_Female%20associations.pdf Shelf Number: 123961 Keywords: Police Recruitment and SelectionSecurity Personnel, Female |
Author: Buonanno, Paolo Title: Police and Crime: Evidence from Dictated Delays in Centralized Police Hiring Summary: This paper exploits dictated delays in local police hiring by a centralized national authority to break the simultaneity between police and crime. In Italy police officers can only be hired through lengthy national public contests which the Parliament, the President, and the Court of Auditors need to approve. Typically it takes three years before the requested police officers are recruited and become operational. We show that this endogeneity vanishes once, controlling for countrywide year effects, we use positive changes in the number of police officers. The availability of data on two police forces, specialized in fighting different crimes, provides convincing counterfactual evidence on the robustness of our results. Despite the inefficient hiring system, regular Italian police forces seem to be as efficient in fighting crimes as the US ones, with two notable exceptions: auto thefts and burglaries. Details: Bonn, Germany: Institute for the Study of Labor (IZA), 2012. 34p. Source: Internet Resource: IZA Discussion Paper No. 6477: Accessed April 29, 2012 at: http://ftp.iza.org/dp6477.pdf Year: 2012 Country: Italy URL: http://ftp.iza.org/dp6477.pdf Shelf Number: 125028 Keywords: Police Recruitment and SelectionPolicing (Italy)Policing Hiring Practices |
Author: Wilson, Jeremy M. Title: A Performance-Based Approach to Police Staffing and Allocation Summary: Much attention has been given to police recruitment, retention, and, in this economic context, how to maintain police budgets and existing staffing positions. Less has centered on adequately assessing the demand for police service and alternative ways of managing that demand. To provide some practical guidance in these areas, the Office of Community Oriented Policing Services (COPS Office) provided support to the Michigan State University (MSU) School of Criminal Justice to review current staffing allocation experiences and existing approaches to estimating the number of sworn staff a given agency requires. This guidebook summarizes the research conducted by the MSU team. It highlights the current staffing allocation landscape for law enforcement agencies and provides a practical step-by-step approach for any agency to assess its own patrol staffing needs based upon its workload and performance objectives. Additionally, it identifies some ways beyond the use of sworn staff that workload demand can be managed, and discusses how an agency’s approach to community policing implementation can affect staffing allocation and deployment. This guidebook will be particularly useful for police practitioners and planners conducting an assessment of their agency’s staffing need, and for researchers interested in police staffing experiences and assessment methods. This guidebook has a companion document, entitled Essentials for Leaders: A Performance-Based Approach to Police Staffing and Allocation, which may be of particular interest to police executives and policymakers who are concerned about both police-staffing allocation and efficiently providing quality police service in their communities. Details: East Lansing, MI: Michigan State University, 2012. 84p. Source: Internet Resource: Accessed November 9, 2012 at: http://news.msu.edu/media/documents/2012/10/1f1186b6-b4f5-4fc8-93e8-b228893295ce.pdf Year: 2012 Country: United States URL: http://news.msu.edu/media/documents/2012/10/1f1186b6-b4f5-4fc8-93e8-b228893295ce.pdf Shelf Number: 126901 Keywords: Police AdministrationPolice PerformancePolice Policies and PracticesPolice Recruitment and SelectionPolice StaffingPolicing (U.S.) |
Author: Mossman, Elaine Title: Literature Reviews about the Barriers to Recruiting a Diverse Police Workforce Summary: The Crime and Justice Research Centre (CJRC) in collaboration with the Institute of Criminology has conducted to two literature reviews on the barriers to the recruitment into New Zealand Police of (i) women, (ii) Māori, Pacific and ethnic groups. The purpose of the literature reviews was to provide a fuller picture of recruitment issues both in New Zealand and internationally, and initiatives that have been implemented to address and/or mitigate these barriers. The reviews are to help New Zealand Police to identify good or innovative practice that might inform local approaches to recruitment. This literature was retrieved from a range of data sources including: existing collections (e.g., NZ Police Library and also that held by CJRC and the Institute of Criminology); academic databases of multidisciplinary journals (e.g., criminology, psychology, sociology and gender studies); and the internet (using google and google scholar, and searches of specific websites of government, professional and other organisations who produce criminological research). The review focused on literature from the past ten years, published academic research and government reports and policy documents. Details: Wellington, NZ: New Zealand police, 2008. 76p. Source: Internet Resource: Accessed January 29, 2013 at: http://www.police.govt.nz/resources/2008/nz-police-barriers-to-recruitment/nzp-barriers-to-recruitment.pdf Year: 2008 Country: New Zealand URL: http://www.police.govt.nz/resources/2008/nz-police-barriers-to-recruitment/nzp-barriers-to-recruitment.pdf Shelf Number: 127429 Keywords: Female Police OfficersPolice OfficersPolice Recruitment and SelectionPolicing (New Zealand) |
Author: Haddad, Abigail Title: Increasing Organizational Diversity in 21st-Century Policing: Lessons from the U.S. Military Summary: Both the military and police departments are concerned about recruiting and promoting a racially/ethnically diverse workforce. This paper discusses three broad lessons from the Military Leadership Diversity Commission (MLDC) that can be used to inform police department hiring and personnel management: qualified minority candidates are available, career paths impact diversity, and departments should leverage organizational commitment to diversity. Additionally, specific suggestions are given as to how law enforcement agencies can incorporate each of these lessons. Details: Santa Monica, CA: RAND, 2012. 9p. Source: Internet Resource: Issues in Policing, Occasional Paper: Accessed January 29, 2013 at: http://www.rand.org/content/dam/rand/pubs/occasional_papers/2012/RAND_OP385.pdf Year: 2012 Country: United States URL: http://www.rand.org/content/dam/rand/pubs/occasional_papers/2012/RAND_OP385.pdf Shelf Number: 127435 Keywords: Minorities in PolicingPolice Hiring PracticesPolice Recruitment and SelectionPolice-Community Relations |
Author: Heslop, Richard Title: Police Pre-Employment Training the United States of America: (A study conducted under the auspices of a Fulbright Police Research Scholarship) Summary: This paper reports on findings from a study of police pre‐employment training and education in the United States of America conducted under the auspices of a Fulbright Police Research Scholarship. The report is informed by a review of key literature relating to police recruit training in the U.S.A and U.K and the author’s experiences and empirical research conducted as a visiting Fulbright Scholar at the University of Cincinnati. The report begins with an overview of the scope and purpose of the global Fulbright Programme and the U.S‐U.K Police Research Awards, before discussing the background and rationale to this research project and its aims. Further details are then provided on the methodology, including a discussion of the study’s scope and limitations. The remaining substantive sections cover findings and comparison is made with current and emerging approaches to police pre‐employment training and education in England and Wales. A key finding of the research is that where universities and colleges in the U.S.A operate pre‐employment (open enrolment) training and education programmes to facilitate their students’ entry into law enforcement agencies, they replicate the curriculum and approach of ‘traditional’ police academies; being certified and tightly controlled by state regulating authorities. Simply put, these institutions operate as private police academies. This approach works well (and is indeed necessary) within the radically decentralised and diverse structure of U.S policing and the report concludes by recommending that this approach should be considered as a possible future model for structuring U.K police pre‐employment training and education. Details: Wakefield, UK: West Yorkshire Police Training and Development Centre,, 2013. 29p. Source: Internet Resource: Accessed April 9, 2013 at: http://www.richardheslop.net/PDFs/Heslop%20Fulbright%20USA%20Police%20Training%20Report.pdf Year: 2013 Country: United States URL: http://www.richardheslop.net/PDFs/Heslop%20Fulbright%20USA%20Police%20Training%20Report.pdf Shelf Number: 128338 Keywords: Police EducationPolice Recruitment and SelectionPolice Training (U.S., U.K.) |
Author: Shea, T. Brent Title: Female Participation in the Police Promotion Process: Are women competing for promotion in numbers proportionate to their statistical representation in policing? Summary: Since its origin policing has existed as a male dominated para-military profession. It is only in the past two decades that women have navigated into police organizations with increasing mass. This research is focused on the positioning of women in the police management hierarchy subsequent to acquiring experience and tenure. Using primary research acquired from Ontario Police Services, viewed within the theoretical context of organizational culture, systemic discrimination, pipeline and glass ceiling theories, this paper examines the participation rate of female officers in the police promotion process. Details: London: ON: The Local Government Program Department of Political Science The University of Western Ontario, 2008. 73p. Source: Internet Resource: Accessed August 10, 2013 at: http://www.scribd.com/doc/122834579/Female-participation-in-the-police-promotion-process-are-women-competing-for-promotion-in-numbers-proportionate-to-their-statistical-representation-i Year: 2008 Country: Canada URL: http://www.scribd.com/doc/122834579/Female-participation-in-the-police-promotion-process-are-women-competing-for-promotion-in-numbers-proportionate-to-their-statistical-representation-i Shelf Number: 129606 Keywords: Female Police OfficersPolice Officers (Canada)Police Recruitment and Selection |
Author: Chan, Shannon M. Title: Negotiating Gender and Police Culture: Exploring the Barriers to Retention and Progression of Female Police Officers in New Zealand Summary: Women officers represent a minority within the New Zealand Police (Police) particularly within the senior ranks. In recent years, Police have made concerted efforts to increase women's representation as well as improve the working environment. However, recent reviews of the 2007 Commission of Inquiry into Police Conduct have reported that women continue to face barriers to full integration and furthermore, that the changes to the police culture have reached a plateau. New Zealand and international research have established that police culture continues to pose a barrier to women's full acceptance within policing. This culture is characterised by predominantly white, heterosexual males, who form what has been described as a "cult of masculinity". Therefore, women find they must adopt the culture in order to "fit in" and be accepted as "one of the boys". Adopting a qualitative framework, this research involved semi-structured face-to-face interviews with sworn female police officers. Exploring female police officers' experiences identified five pertinent barriers to women's retention and progression. These were the emphasis on physical skills and excitement, the police camaraderie and the cult of masculinity, sexual harassment within the workplace, women's minority status, and balancing motherhood with policing. It was found that the persistence of these barriers came back to core features of police culture. Due to the strong allegiance to the positive aspects of the police culture, such as the camaraderie, negative features such as sexual banter and harassment were subsumed within the wider culture. Negative features were tolerated and accepted as part and parcel of working in the Police. Women's narratives demonstrated that they adhered to core police culture features and thus contributed to the sustenance of the culture. Furthermore, how women articulated their experiences and perceptions of barriers was complex and nuanced. Many held the belief that there were no longer any barriers for women in the Police, yet such positive views were in contradiction with their own experiences. The tension between "perceptions" and "reality" creates a situation where the Police currently sit at a crossroads between the "old" culture and the new rhetoric of "change". Details: Wellington, NZ: Victoria University of Wellington, 2013. 171p. Source: Internet Resource: Thesis: Accessed February 23, 2015 at: http://researcharchive.vuw.ac.nz/xmlui/bitstream/handle/10063/2984/thesis.pdf?sequence=2 Year: 2013 Country: New Zealand URL: http://researcharchive.vuw.ac.nz/xmlui/bitstream/handle/10063/2984/thesis.pdf?sequence=2 Shelf Number: 134663 Keywords: Female Police Officers (New Zealand)Police CulturePolice Recruitment and Selection |
Author: Matthies, Carl F. Title: Evidence-Based Approaches to Law Enforcement Recruitment and Hiring Summary: Recruiting diverse, qualified candidates is a continual challenge for law enforcement. With the downturn in the economy came a flood of applicants, but also, eventually, slashed funding for recruitment and hiring. The Los Angeles Police Department (LAPD) has felt the recession keenly: Its advertising budget was cut by 60 percent in fiscal year 2009, and, in 2011, the Los Angeles City Council approved a three-month hiring freeze. The LAPD, and law enforcement in general, can clearly benefit from evidence-based approaches to evaluating recruitment programs and streamlining the application process. Using LAPD and city administrative data from fiscal years 2007 and 2008, the author estimates impacts - in terms of applicant numbers - for LAPD's recruitment efforts and proposes a revised model for prioritizing applicants. While the results of these analyses may be of particular interest to LAPD, the methods employed, as well as those recommended for future studies, are applicable to any law enforcement agency interested in attracting and identifying high-quality applicants more efficiently. Details: Santa Monica, CA: RAND, 2011. 161p. Source: Internet Resource: Dissertation: Accessed February 23, 2015 at: http://www.rand.org/pubs/rgs_dissertations/RGSD281.html Year: 2011 Country: United States URL: http://www.rand.org/pubs/rgs_dissertations/RGSD281.html Shelf Number: 134666 Keywords: Evidence-Based PracticesLaw EnforcementPolice Recruitment and SelectionPolicing (U.S.) |
Author: Police Scotland Title: Equality and Diversity in Police Scotland 2013 Summary: Leadership on equality and diversity has long been recognised as critical in building the necessary cultures and behaviours within the workplace to ensure we deliver a high quality service relevant to people's needs. The ability to influence and provide guidance is necessary at all levels within the organisation, in our staff associations and also from those we regard as 'critical friends' and work in partnership with. Over the past 15 years, national governance and leadership has been at the forefront of key strategic developments in equality and diversity. The direction of the service was set by a national committee of senior executive officers, chaired by a chief constable, who met on a quarterly basis. The committee were supported in these actions by many subgroups that progressed actions and activities by issue or equality group. At a local level, within each legacy force, deputy chief constables traditionally had responsibility for championing equality and diversity. They set up governance/support structures that met their local needs and allowed them to positively influence service delivery and people matters. These structures have evolved from being bodies that focused on race issues to consideration of the protected characteristics and mainstreaming requirements. Individual forces were then held to account for delivery in equality and diversity matters by elected members of the local authority fulfilling their statutory duty as a police authority or joint police board. Since 2003, this scrutiny has come under the auspices of delivering best value, our requirement to show continuous improvement and consider equality of opportunity in all that we do. In the recently published overview report of Best Value in police authorities and police forces in Scotland, Her Majesty's Inspectorate of Constabulary for Scotland and Audit Scotland concluded that: 'Scottish police forces have demonstrated clear leadership of their equality agendas and taken actions, such as equality impact assessments, to address equality issues. This is reflected in their workforces becoming more diverse.' Details: Edinburgh: Police Scotland, 2013. 52p. Source: Internet Resource: Accessed February 23, 2015 at: http://www.scotland.police.uk/assets/pdf/foi-documents/diversityandequalityinpolicescotlandreportfinal?view=Standard Year: 2013 Country: United Kingdom URL: http://www.scotland.police.uk/assets/pdf/foi-documents/diversityandequalityinpolicescotlandreportfinal?view=Standard Shelf Number: 134668 Keywords: Police Recruitment and SelectionPolicing (Scotland) |
Author: Switzer, Merlin E. Title: Grass Valley Police Department Organizational Assessment of Recruitment and Retention Practices Summary: The Grass Valley Police Department provides law enforcement and community policing services to the City of Grass Valley. The department also administers animal control responsibilities for the City of Grass Valley and extending service to nearby Nevada City on a contractual basis. The department has thirty sworn personnel consisting of the Chief, two Captains, four Sergeants, and twenty one officers. The department has eleven and one-half non-sworn employees. Included are one dispatch supervisor, six dispatchers, one administrative aide, one administrative clerk, one community services officer, one parking enforcement officer, one police records clerk and one part-time clerical position. Animal Control has three full-time personnel consisting of one animal control supervisor and two animal control officers. Each year the department provides annual goal statements in their Grass Valley Police Department Goals and Action Plan document. In the Fiscal Year 2006-07 statement, a goal was set by the department to "Conduct Team Building Workshop with police management team to refine organizational strategies that will improve our service delivery to the public." A second goal was to "Enhance recruitment and testing processes to fill personnel vacancies." Switzer Associates...Leadership Solutions was retained to facilitate a Team Building Workshop (TBW) and conduct an organizational assessment of the recruitment and retention practices of the department to determine what steps could be taken to improve recruitment and retention. The Team Building Workshop (TBW) was held in August. In preparation for the workshop, the leadership team participated in a Team Building Assessment. This assessment identified a number of organizational areas that needed to be addressed by the team. At the TBW, the team worked hard to develop a team vision, principles and guiding behaviors. As part of the organizational assessment a Recruitment and Retention Assessment (survey) was developed and made available to all employees and volunteers. The focus of the assessment was to explore employee perceptions regarding employment factors associated with retention and recruitment. It is important to note that sworn employees are currently in the negotiation process and are without a contract. This can impact survey responses, as well as the mood and perspective of employees within an organization. Preliminary results from the Recruitment and Retention Assessment were provided to the leadership team at the TBW. The leadership team developed action plans to address issues raised by employees. Interviews were also conducted with employees who have left the department in the past two years, as well as interviews with current employees who are anticipated to leave in the near future. Along with interviews and surveys, contact was made with comparable police agencies in the region and relevant department documents/reports were analyzed. This remainder of this report is divided into the following sections: Section Two will focus on recruitment and retention planning. Increasingly, recruitment and retention must have executive involvement and sponsorship. Section Three will review the department's recruitment strategies. Strategies must be carefully selected and evaluated to ensure they are delivering optimal results. Section Four will assess the selection process. Maintaining a current and competitive process is important. Section Five will focus on retention issues in the department. The results of the organizational assessment will be reviewed. Section Six will summarize the department comparison survey. Seven other departments were surveyed. The comparison agencies include: Truckee, Auburn, Placerville, Marysville, and Lincoln Police Departments, the Placer County Sheriffs Office and Nevada County Sheriff's Offices. At the end of each of Sections Two - Six recommendations are included. Details: Grass Valley, CA: Grass Valley Police Department, 2006. 53p. Source: Internet Resource: Accessed April 1, 2015 at: http://www.cityofgrassvalley.com/files-archived/agendas/staff_reports/92006AGENDA/GVPDSWITRPT.pdf Year: 2006 Country: United States URL: http://www.cityofgrassvalley.com/files-archived/agendas/staff_reports/92006AGENDA/GVPDSWITRPT.pdf Shelf Number: 135126 Keywords: Community PolicingPolice PersonnelPolice Policies and PracticesPolice Recruitment and Selection |
Author: New South Wales Police Force Title: NSW Police Force Priorities for Working in a Culturally, Linguistically and Religiously Diverse Society and Multicultural Policies and Services Forward Plan 2011-2014 Summary: This document follows NSW Police Priorities for Working in a Culturally, Linguistically and Religiously Diverse Society 2006-2009, which set a vision for delivering policing services in a multicultural community. This plan continues to inform future directions for an organisation that is at the forefront of the justice system and maintains its focus on enhancing the capacity, confidence and capabilities of the entire NSW Police Force to operate effectively in a diverse cultural, linguistic and religious environment. Understanding diversity in the Australian context must start with acknowledging the diversity and rich history of Aboriginal people as the original inhabitants and custodians of the land. Rich, diverse and long, Aboriginal cultures set the scene for any discussion of diversity and the benefits it offers. Many Aboriginal Australians, however, continue to suffer the effects of policies and practices that have impacted on their welfare, identity, culture and language over time. This ongoing struggle must be addressed in recognising the challenges that new Australians from diverse cultural and language backgrounds experience in contributing to society and giving expression to their cultural identities. Any effort on the part of government agencies to embrace cultural, linguistic and religious diversity must therefore also acknowledge the need for reconciliation and healing between Aboriginal and non-Aboriginal Australians as a starting point. In this spirit, the NSW Police Force Multicultural Policies and Services Program grounds its commitment to working with diverse cultural, religious and linguistic communities in its equal commitment to strengthening its relationship with Aboriginal communities. It is only through this that an authentic commitment to multiculturalism and culturally capable policing practice is possible. While the Multicultural Policies and Services Program celebrates cultural, linguistic and religious diversity, the NSW Police Force acknowledges that diversity and culturally capable policing draws on all aspects of everyday policing and the complex life events that affect individuals. This document is built on the premise that people and their diversity (in all of its dimensions including age, gender, culture, language, religion, sexuality, education, employment, ability, values, opinions and experiences) are the greatest asset available to any group, organisation or community. This includes the diversity amongst police officers themselves in terms of an individuals background, role and opinion and life experience. Details: Sydney: NSW Police Force, 2011. 98p. Source: Internet Resource: Accessed April 1, 2015 at: http://www.police.nsw.gov.au/__data/assets/pdf_file/0004/73156/Internet_-_MPSP_Plan_2011-14.pdf Year: 2011 Country: Australia URL: http://www.police.nsw.gov.au/__data/assets/pdf_file/0004/73156/Internet_-_MPSP_Plan_2011-14.pdf Shelf Number: 135127 Keywords: AboriginalsCommunity PolicingDiversityMinority GroupsPolice LegitimacyPolice Recruitment and SelectionPolice-Community InteractionsPolice-Community Relations |
Author: Tepe, Markus Title: Cops for Hire? The Political Economy of Police Employment in the German States Summary: In times of an alleged waning of political business cycles and partisan policymaking, vote-seeking policymakers can be expected to shift the use of political manipulation mechanisms towards other policy domains in which the macro-institutional environment allows them greater leverage. Public employment generally, and police employment specifically, are promising domains for such tactics. Timing the hiring of police officers during election periods may increase votes, as these are 'street-visible' jobs dealing with politically salient issues. Law-and-order competence signaling makes police hiring especially attractive for conservative parties. Testing these electioneering and partisanship hypotheses in the German states between 1992 and 2010, we find that socio-economic variables such as population density strongly determine police employment. But incumbents also hire more police officers before elections, while conservative party power increases police numbers. Subjectively 'immediate' forms of crime (issue salience) and perceived causes of crime such as immigration are also positively associated with police numbers. Details: Unpublished paper, 2012. 46p. Source: Internet Resource: Accessed May 18, 2015 at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2031003 Year: 2012 Country: Germany URL: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2031003 Shelf Number: 135801 Keywords: Crime ReductionHiring PracticesPolice Recruitment and SelectionPolicingPolitical Patronage |
Author: London Assembly. Police and Crime Committee Title: The Diversity of the Met's Frontline Summary: The Met faces a significant challenge in diversifying its frontline. Before it began recruiting last year, only 11 per cent of its officers were from a Black, Asian and Minority Ethnic (BAME) background, compared with approximately 40 per cent of the population in London. Women make up a quarter of the Met's frontline, but at senior levels they are less well represented: only 18 per cent of officers ranked Inspector or above in the Met are women. Arguably, the Met's biggest concern is its representation of BAME women, where only 3 per cent of its frontline are BAME women. Faced with the challenge of diversifying its workforce, the Met has targeted its current recruitment campaign around increasing numbers of BAME and women officers. It has done away with some of the barriers that might be preventing it from recruiting a more diverse workforce, including restricting future applications to London residents only. The early signs from the Met's recruitment campaign are encouraging. However, there is still some way to go if it is to meet the Commissioner's ambition that 40 per cent of new recruits should be from a minority background. With this in mind, the majority of the Committee support the Commissioner's view that more radical solutions may be necessary unless a significant boost in the numbers of BAME officers in the Met is achieved over the next two years. Crucial to the Met's efforts to diversify its workforce is how it supports and develops its BAME and women officers. This is a challenge for all officers in the Met, but particularly Borough Commanders and line managers on borough teams. They, in many ways, hold the key to the progression of BAME and women recruits, but have been reluctant to embrace diversity initiatives in the past. Training officers to understand the importance of diversity is vital if the Met is to successfully integrate new BAME and women officers. This process should involve ensuring all BAME and women officers have access to strong mentoring and support networks. There are already a number of good initiatives being run across the organisation. The Met must build on the success of these and support those officers who often give up their time to run them. The Met must not lose sight of the impact changes to its working arrangements have had on the work-life balance of officers. Post-Olympics, the Met introduced longer shifts - including more night shifts - and reduced flexible working. At the same time, the force has seen a gradual increase of women officers leaving the force in recent years, citing work-life balance and disengagement with the organisation as the cause. While the Met has a positive approach to flexible working, it must not be afraid to innovate and learn from other organisations about how it can use flexible working most effectively. The lack of diversity on some specialist teams in the Met is concerning. Specialist units offer excellent opportunities for career progression. The Met must find ways to get more BAME and women officers into these units. For women, the male-dominated culture of some specialist teams can be a barrier to joining. The recent case of PC Carol Howard will not help the Met rectify this situation. It is right the Met is reviewing its policies in light of PC Howard's case, but it must go further by calling out discrimination and disciplining its perpetrators. The Met does not have enough BAME and women officers in senior positions. Recent internal promotion processes show this is starting to change but there are still challenges for the Met to overcome if it is to diversify its senior ranks. Negative perceptions about the lack of work-life balance of senior women officers can put some women officers off from applying for higher positions. The Met must work with its senior women officers to better articulate how they manage their work commitments. Training managers to understand how unconscious bias can prevent more BAME and women officers being promoted will also help. Ultimately, the diversity of an organisation is not just a measure of how it looks but also how it behaves. Our primary focus has been on what the Met is doing to support the recruitment, retention and progression of BAME and women officers, given this is where the Met and the Mayor's focus lies. However, we recognise the Met must have in place processes to support officers from other protected groups. The Committee discussed some of the issues pertinent to disabled and LGBT police officers. Again, the Committee is encouraged by the steps the Met is taking to mainstream diversity through the organisation. Yet, for this to succeed, it must be supported by strong leadership and a robust accountability mechanism to ensure momentum is sustained. Details: London: Greater London Authority, 2014. 38p. Source: Internet Resource: Accessed February 25, 2016 at: http://www.london.gov.uk/LLDC/documents/s42234/Appendix%201%20-%20The%20Diversity%20of%20the%20Mets%20frontline.pdf Year: 2014 Country: United Kingdom URL: http://www.london.gov.uk/LLDC/documents/s42234/Appendix%201%20-%20The%20Diversity%20of%20the%20Mets%20frontline.pdf Shelf Number: 137970 Keywords: Female Police OfficersMinority GroupsMinority Police OfficersPolice OfficersPolice Recruitment and Selection |
Author: Kringen, Anne Li Title: Understanding Barriers that Affect Recruiting and Retaining Female Police Officers: A Mixed Method Approach Summary: Women are underrepresented in policing, and research has demonstrated that police departments must engage in active recruiting to attract female applicants. However, little research has been conducted on the barriers that keep women who are interested in a career in policing from becoming police officers. The present study addresses this limitation by adding to the current knowledge of women's experiences from initial contact with the police department through the police academy. Guided by the theory of tokenism and the gender model of work, the present study employed a mixed method design to provide insight into why the percentage of women in law enforcement has plateaued at about 12.6 % despite law enforcement agencies' desires to increase their percentage of female officers. First, the study sought to ascertain barriers from the perspective of women who attended a department recruiting event targeted to increase female applicants. Second, the study compared the factors involved in disqualification and withdrawal for female and male applicants. Finally, the study sought to understand gender differences in the academy experience. Analysis of these diverse sources of information were integrated into a comprehensive conclusion aimed at providing insight to researchers and practitioners seeking to understand how to effectively recruit and retain female police officers. Several key findings related to tokenism emerged. First, the results indicated that visibility, or being noticed, was an important issue in the process. Whereas scrutiny (being noticed for poor performance) had negative effects on completing the applicant screening process and graduating the academy, praise (being noticed for performing well), was positively related to the decision to apply. Second, polarization, exaggeration of differences between men and women, was problematic. When polarization was sexually-explicit, it was negatively related to the decision to apply. Emphasis of women as being physically weaker than men reinforced feelings of discouragement and judgment that were important reasons why women withdrew rather than attempting to pass physical fitness tests. Third, while evidence of assimilation, role entrapment and group isolation, was found in the academy, women were not likely to recognize it as a problem. Further, expectations of assimilation were not important to the decision to apply. Other key findings related to the gender model of work. The physical differences between men and women were important differences in their perceptions about their ability to do the job as well as their ability to complete the physical testing and the academy. Men and women were believed to differ in their response to issues including stress within the academy with women being more emotional. These differences were believed to explain the academy being more difficult for women. Women were concerned about the impact of a career in policing on their families (especially their children). Often this was expressed through fears about the safety issues involved affecting others. Familial and spousal support were important issues. Women often received support, and lack of support was related to withdrawing from the process or failing to succeed in the academy. Lack of support from significant others was an important issue and was related to failed relationships for successful recruits. Administratively, the physical fitness and written examinations were important barriers for women. Although women failed to pass these stages more often than men, failure to schedule the tests and failure to show for tests that were schedule were more common among women than men. This was related to issues of judgment and discouragement. Discouragement was reinforced by the lack of support from family and significant others. Support from recruiters and/or trainers was found to be beneficial for women engaged in the process. The department's haircut policy for women, which required their hair to be cut shorter than one inch prior to entering the training academy, was a substantial issue. It was related to the decision to not apply, the decision to withdraw, and negative feelings among women who decided to cut their hair to enter the academy. The haircut policy was cited by recruiters and current female officers as a reason that more women did not apply to the department. Details: San Marcos, TX: Texas State University, 2014. 304p. Source: Internet Resource: Dissertation: Accessed March 10, 2016 at: https://digital.library.txstate.edu/handle/10877/5291 Year: 2014 Country: United States URL: https://digital.library.txstate.edu/handle/10877/5291 Shelf Number: 138171 Keywords: Female Police OfficersPolice Recruitment and Selection |
Author: Schuck, Amie M. Title: The Chicago Quality Interaction Training Program: A Randomized Control Trial of Police Innovation Summary: The National Police Research Platform is funded by the National Institute of Justice, U.S. Department of Justice, to advance knowledge and practice in American policing though the systematic collection of data from officers and police organizations. The Platform also seeks to demonstrate that innovation can be introduced and scientifically evaluated within this measurement framework. As a first test of this concept, the Chicago Police Department in collaboration with the University of Illinois at Chicago developed a recruit training program aimed at improving the quality of interpersonal encounters between officers and residents. The curriculum was designed to be community-focused, evidence-based, flexible, and delivered with teaching methods appropriate for adult learners. This report describes the preliminary findings of the demonstration project. Details: Washington, DC: U.S. National Institute of Justice, 2016. 10p. Source: Internet Resource: Accessed November 8, 2016 at: https://www.hsdl.org/?view&did=687722 Year: 2011 Country: United States URL: https://www.hsdl.org/?view&did=687722 Shelf Number: 146287 Keywords: Police Education and TrainingPolice Recruitment and Selection |
Author: Copple, James E. Title: Law Enforcement Recruitment in the 21st Century: Forum Proceedings Summary: The President's Task Force on 21st Century Policing identified recruitment, training, and retention as priorities for the future of law enforcement. Because of their importance to advancing community and police relations, the task force included them in the first pillar - Trust and Legitimacy - of their final report. And in a follow-up meeting with task force members, the President asked the COPS Office to continue to explore new hiring and policies and practices. In response, the COPS Office hosted the Law Enforcement Recruitment in the 21st Century forum with Strategic Applications International. This report covers the discussions of the forum's participants, drawn from law enforcement, civil rights, and other stakeholder groups. The forum's goals were to identify ways to improve recruitment programs, practices, and strategies with a special emphasis on diversity; to better understand how the image of law enforcement impacts recruiting efforts; and to provide action steps for developing and enhancing recruitment strategies. Details: Washington, DC: Office of Community Oriented Policing Services, 2017. 32p. Source: Internet Resource: Accessed February 7, 2017 at: https://ric-zai-inc.com/Publications/cops-w0830-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0830-pub.pdf Shelf Number: 140837 Keywords: DiversityEqual Employment OpportunitiesMinorities in PolicingPolice AgenciesPolice Hiring PracticesPolice OfficersPolice Policies and PracticesPolice Recruitment and Selection |
Author: Morrison, Kevin P. Title: Hiring for the 21st Century Law Enforcement Officer: Challenges, Opportunities, and Strategies for Success Summary: The American policing profession may be facing the most fundamental questioning of its legitimacy in decades. The very essence of policing is being debated in many cities, often because of controversial video recordings of police officers’ actions. Community trust has eroded, and the professionalism of the police is being questioned. At the same time, far too many officers are being killed in the line of duty, in many cases in cowardly ambush attacks. All of this has made community members and police officers concerned about their safety and has prompted leading police officials to go back to the beginning and take a fresh look at the police officers they are hiring. Do the officers represent the values of our communities? Do they share the philosophy of policing that we are developing for the 21st century? Do they have the skills and talents they will need to do the job we want them to do? Policing used to be a profession shared within families from generation to generation. We all know families that count many officers among their sons and brothers and uncles, and sometimes their daughters, sisters, and aunts as well. But, sadly, these days when PERF gathers a large group of seniorlevel police executives together for a meeting and I ask them, “How many of you would like to see your children become tomorrow ’s police officers?” very few, if any, raise their hands. The country is facing a looming crisis in the hiring of police officers. Agencies continue to rely on hiring standards that were created decades ago, for a different philosophy of policing and a different generation of police officer candidates—even while many cities are having trouble finding enough suitable candidates to keep up with retirements and fill vacant positions. Today’s young people considering a job in policing expect agencies to be quicker, more nimble and transparent in their hiring processes and decision making—and for many young people, especially in minority communities, policing is not seen as an appealing career choice in the current climate. However, there are signs of hope, innovation, and change. At the September 13, 2016, forum "Hiring for the 21stst Century Law Enforcement Officer," police agency leaders, labor representatives, professional association executives, academicians, civil service managers, and others directly involved in police hiring discussed the issues facing the profession and explored new ideas and approaches. Their experiences and insights, presented in this report, provide a valuable resource that should help agencies of all sizes better understand the common challenges they face. Details: Washington, DC: Office of Community Oriented Policing Services, 78p. Source: Internet Resource: Accessed February 7, 2017 at: https://ric-zai-inc.com/Publications/cops-w0831-pub.pdf Year: 2017 Country: United States URL: https://ric-zai-inc.com/Publications/cops-w0831-pub.pdf Shelf Number: 146020 Keywords: Equal Employment OpportunitiesMinorities in PolicingPolice AgenciesPolice Hiring PracticesPolice Recruitment and Selection |
Author: Weber, Amber Ann Marie Title: An Evaluation of a Midwestern Police Academy Summary: The purpose of this research was to examine and evaluate the 2009 police recruit academy at the Duluth Police Department (DPD) in Duluth, MN, from the perspectives of those involved and gauge which components of the academy were 1) sufficient; 2) unnecessary; or 3) in need of further explanation (or needed to be added); and 4) how the community policing ethos of DPD, in connection with adult learning practices, aided training. This research was conducted because this was the first formal academy at DPD and all eleven recruits had successfully completed training that year. Fifty-two officers at DPD were contacted about participating in interviews; forty-three officers responded, with an additional three who volunteered. During interviews, officers were asked questions about their opinion on aspects of the academy, based on their category (recruit, lieutenant/sergeant, field training officer, or coordinator/instructor). Further, statistics were compiled on all officers hired from 1999-2009 by sending out sixty-seven emails (sixty-one officers responded) and going through the employee files of thirty-one additional previous employees in reference to each officer's schooling and prior experience. The primary results of the interviews revealed five themes, including the perceived success of the academy, the hands-on approach used, the reasons surrounding the creation of the academy, the "good candidate versus good training" debate, and the department and community benefit of this program. A statistical analysis of the compiled data indicated a moderately strong significant relationship between retaining the recruits and 1) prior experience, and separately, 2) schooling. An analysis was also done on a combined variable of experience and/or schooling, versus neither variable; no significant relationship was found between the variables in this case. A section was also included on the authors firsthand experience going through the second academy (in 2010) at DPD and a discussion comparing the 2009 and 2010 academies. The principal conclusions included that the success of the recruits through training had to do with both the quality of the candidates as well as the provided training, and that a higher level of training, even if it does not prevent all candidates from being washed out, is a great tool to any agency. Details: Minneapolis: University of Minnesota, 2012. 118p. Source: Internet Resource: Thesis: Accessed June 26, 2017 at: https://conservancy.umn.edu/bitstream/handle/11299/131249/Weber_Amber_May2012.pdf?sequence=1&isAllowed=y Year: 2012 Country: United States URL: https://conservancy.umn.edu/bitstream/handle/11299/131249/Weber_Amber_May2012.pdf?sequence=1&isAllowed=y Shelf Number: 146427 Keywords: Law Enforcement TrainingPolice AcademyPolice Recruitment and SelectionPolice RecruitsPolice Training |
Author: Park, Justin Title: Cadet Attrition and Training Performance at the Texas Department of Public Safety Summary: The predictive validity of criteria commonly used to screen applicants is a problem in the research on police candidate selection. Police agencies need to evaluate their various screening methodologies in the multiple-hurdles approach to police candidate selection. Grounded in Schmidt and Hunter's theory of general mental ability in job performance, this study examined the predictive validity of candidates' demographic profiles and the results of the pre-academy screening polygraph to predict training outcomes and attrition. This quantitative study used logistical and linear regression analysis to determine whether these variables were viable screening mechanisms to predict attrition and training performance among police cadets at the Texas Department of Public Safety. Each independent variable (age, prior military service, level of education, and polygraph result) predicted cadet academy completion status (unsuccessful; successful). There was no evidence to suggest that age, prior military service, or level of education predicted training performance as measured by cadet grade point average and score on the Texas Commission on Law Enforcement Officer Standards and Education (TCLEOSE) exam. This study's findings support positive social change by identifying risk factors that might produce a "high-risk" cadet in a police academy setting. This process might allow police administrators to better implement training strategies that compliment agency goals and better prepare candidates to protect society. By understanding the validity of these screening procedures in candidate selection, police agencies could save time and money. Details: Minneapolis, MN : Walden University, 2013. 117p. Source: Internet Resource: Dissertation: Accessed July 1, 2017 at: http://gradworks.umi.com/35/97/3597641.html Year: 2013 Country: United States URL: http://gradworks.umi.com/35/97/3597641.html Shelf Number: 146499 Keywords: Police Cadets Police Recruitment and SelectionPolice Recruits Policing Training |
Author: Krueger, Tracy C. Title: An Examination of Recruiting and Selection Practices to Promote Diversity for Colorado State Troopers Summary: A guiding tenet of community policing is that trust and mutual respect between law enforcement and communities will more effectively address long-standing and complex public safety issues. One strategy to help establish such confidence is for law enforcement to adequately represent the demographic characteristics of the community it serves. Working to achieve this strategy can be challenging, however, because not everyone will be aware of, qualified for, or interested in a law enforcement career. The Colorado State Patrol (CSP) seeks to better reflect the demographic representation of the state of Colorado. This report offers an exploratory examination of how CSP's recruiting and selection policies and procedures relate to that objective. By integrating a review of CSP documents, interviews with CSP experts, and research and industry best practices, the authors identified potential barriers to diversity in CSP's early career stages and provide recommendations to mitigate and remove these barriers. This work is meant to act as a preliminary road map to assist CSP's future efforts in diversifying the demographic representation of its workforce. Barriers to diversity include the composition of the current workforce, the nature of the job, relocation requirements, and the lengthy hiring process. Recommendations include assessing propensity to apply, determining why applicants drop out, adjusting application windows, exploring strategies to shorten background investigations, and providing a realistic job preview. Key Findings -- CSP has enhanced its recruiting effort In 2015, CSP replaced its in-house written examination with a professionally developed aptitude test. In 2016, CSP transitioned from paper-based applications to an online system. In 2016, CSP added real-time communication opportunities with CSP recruiters through the website's chat function. In 2016, CSP designed and implemented the distribution of a standardized email to all individuals who express interest in CSP and provide their email address. This email communication offers a structured and systematic way to engage and communicate with potential applicants by providing an application to ride along with a trooper and preparatory materials for the written exam and physical fitness step. In 2017, CSP removed the physical fitness test as a pass-fail outcome. Diversity has increased, but barriers remain Since 2014, there has been an average increase of 10 percentage points in racial/ethnic minority applicants and an increase of 17 percentage points in racial/ethnic minority appointees. Since 2014, there has been an average increase of 3 percentage points in female applicants and female appointees. Barriers to diversity include the composition of the current workforce, the nature of the job, relocation requirements, and the lengthy hiring process. Details: Santa Monica, CA: RAND, 2019. 26p. Source: Internet Resource: Accessed June 13, 2019 at: https://www.rand.org/pubs/research_reports/RR2999.html Year: 2019 Country: United States URL: https://www.rand.org/pubs/research_reports/RR2999.html Shelf Number: 156404 Keywords: Affirmative Action Law Enforcement Recruitment Police Hiring Practices Police Recruitment and SelectionPolice-Community Relations State Troopers |