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.

By Kirsteen Grant, Britta Heidl,  Christof Backhaus,  Diane Vincent,

This research compares the ‘work’ and ‘workplace’ expectations of probationers (new recruits) and early career officers (with up to two years of experience) with the lived experiences of established police officers (with three or more years of experience). It examines the extent to which the expectations of early career officers are realistic, understood, and are being fulfilled for established officers. The wellbeing and retention of police officers are of key concern to Police Scotland. Providing an in-depth examination of the reasons behind turnover intention (desire to leave) and, importantly, the retention factors that might encourage officers to remain within Police Scotland is the driving force behind this research. The research is broadly structured around four antecedents, or themes: police culture and work environment; management and leadership; training and career progression; and wellbeing and work-life balance. Drawing on psychological contract theory as an analytical lens, it focuses on the implications and consequences for officers’ job satisfaction, engagement, and turnover intention (i.e., retention factors). All empirical data were collected within Police Scotland. The methodology consisted of a sequential mixed methods approach, with qualitative data firstly generated from 32 interviews (15 probationers and 17 established officers), followed by a quantitative survey of 1,297 police officers. By comparing new and early career officers’ expectations with the lived experiences of established officers, this report shines a light on several areas of dissonance that Police Scotland should be cognisant of. Probationers’ hopes for the job were geared around having a challenging, rewarding, and varied role in which they can ‘make a difference’, where they are treated inclusively and with respect, and where they have opportunities to develop, grow and progress. Yet, on average, established officers reflected that their job has not fully measured up to the job they envisaged, and a substantial share of respondents (45%) indicated that with hindsight they would not choose to become a police officer again. Where the eventual job does not match up to high initial expectations, current probationers and early career officers are at greater risk of voluntary turnover. The report aims to inform future Human Resource policy and practices to shape the work and workplace expectations and lived experiences of police officers. Police Scotland should take account of the changing needs and work and workplace expectations of a new generation of police officers when developing the next iteration of its People Strategy, including its approach to strategic organisational and culture development. The report makes seven specific recommendations to Police Scotland.

Edinburgh: Copyright © 2024 Scottish Institute for Policing Research, 2024. 52p.