The State of Recruitment & Retention: A Continuing Crisis for Policing - 2024 Survey Results

By the International Association of Chiefs of Police (IACP)

In the summer of 2024, the International Association of Chiefs of Police (IACP) surveyed its member agencies to better understand the challenges police agencies are facing regarding recruitment and retention. The IACP received responses from 1,158 U.S. agencies. More than 80% of these respondents were from local municipal police agencies. Highlights from the survey results include RECRUITMENT – More than 70% of respondents reported that recruitment is more difficult now than five years ago. On average, agencies are operating at approximately 91% of their authorized staffing levels, indicating a nearly 10% deficit. HIRING PROCESSES – In response to recruitment challenges, about 75% of respondents reported making policy and procedural changes to enhance recruitment and retention. Such changes include loosened restrictions on tattoos, facial hair, and appearance; increased investment in recruitment efforts; and increases in salary. Many agencies also tried to simplify the hiring process. Most agencies are now able to extend a job offer within three months of a candidate’s application. RETENTION – Respondents indicated that resignation is most likely within the first five years of hire, and that retaining officers during the recruit/training phase may be more challenging than retaining officers long-term. Moving to another agency for higher salary was the reason most commonly cited for voluntary resignation. Retirements also seem to be increasing due to both the large number of officers hired in the 1990s now reaching retirement eligibility and officers’ unwillingness to work beyond immediate retirement eligibility. OPERATIONS – About 65% of respondents reported that they had reduced services or specialized units because of staffing challenges, prioritizing essential patrol functions over specialized assignments. SUCCESS STORIES – Agencies also reported some success in improving recruitment and retention through intentional strategies. These included creating new pathways for young people to become police officers, emphasizing a healthy organizational culture, prioritizing employee health and wellness, and investing in the professional growth and development of employees. CUSTOMIZED SOLUTIONS – What some agencies saw as a detriment or challenge, other agencies leveraged as an asset. Responses made clear that what works for one agency may not work for another, and a variety of factors must be considered in creating an effective police recruitment and retention strategy. These conclusions are detailed along with supporting evidence from the survey responses in the report that follows.   

Alexandria, VA:  International Association of Chiefs of Police (IACP) ,2024. 28p.