Retaining Quality & Qualified Staff

Hiring standards are an important element of acquiring either good or bad employees hired to do the job as a correctional officer. The biggest obstacle in any agency is the frequent loss of good quality staff going to a police, fire or other types of emergency services departments after refining or attaining a high skill level working inside the prisons. It is not unusual for an officer with 3 – 7 years to leave corrections to become a police officer or other type of law enforcement leaving the prison industry with a shortage of experienced and qualified leaders in many places.

Retention hints ~~

1.      Treat them like the professionals they are – people tend to do what’s expected of them thus it is an important we establish a positive relationship that must be fostered with mutual trust and respect.

2.      treat them accordingly

3.      present them with challenges that allow them career growth

4.      enforce the positive elements of attitudes and behaviors

5.      discourage bad conduct, abuse of sick leave, and offer them problem solving situations so they can demonstrate competency and communication skills.

6.      allow satisfaction to settle in and make them feel good about themselves and with their jobs.

7.      pay them what they are worth

8.      balance the importance of seniority and allow it to factor into both career growth and opportunities

9.      consider merit promotions to discourage complacency and “deadbeats” that work their eight and out the gate.

10.  focus on recruitment, training and commensurate their pay

11.  it has been established that if you pay them what they are worth, they stay and avoid repeated costs in recruitment, hiring and training costs.

12.  gauge your turnover and if above 10 % you are losing money on your investment of building sound teams and qualified employees.

13.  indentify good staff and don’t allow them to stagnate in one place

14.  cross train those who react to job challenges

15.  endorse creativity, visionary and open minded thinking patterns

16.  encourage the enhanced opportunities of continued education and college courses related to career fields and opportunities

17.  offer the security of retirement and other benefits to keep them longer and invest in their future as they invest in their jobs.

18.  avoid the pit falls of discrimination e.g. nepotism, favoritism, and the “good ole boy” system.

19.  set up incentive programs to allow competition for specialty positions

20.  train supervisors to be fair and consistent with all employees

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