Report #2: New England Police Chief’s Conference

Recruiting Problems May Indicate Deeper Internal Police Management Issues

Attorney John Moore, the former chief of the Holliston MA police department presented evidence to the New England Chiefs Association meeting last week in Mystic Connecticut, indicating that police culture, heightened oversight and relatively low pay are combining to impede the recruitment of qualified individuals to fill the ranks of policing for the next generation.  Moore pointed directly to high levels of distrust within many police agencies, often the result of inept and sometimes hostile mid-level supervisory practices.  Annual starting pay scales for patrolman, which averages between 60K to 80K is not helping the situation.           

Moore said that department’s must fashion approaches to meet a very different generation of candidates from years gone by. He offered that recent data demonstrates that less then 25% of Millennials (born 1981 to 1996) and Generation Z (born 1997 to 2012) see policing as a desirable profession.  A media effort needs to counter these attitudes.  However, he offered suggestions to deal with the here and now.  First and foremost; utilize local media. Connecticut has aggressively used local media both conventional and social, to portray policing in more rewarding light.  Feeder programs are also important: these include; police cadet programs, mentoring programs, junior policing programs and internships.  He urged the use of department officers to identify and recruit capable candidates. Those employed as public defenders or assistant district attorneys may be receptive.  He also suggested that police dispatchers and other municipal employees could be successfully recruited.           

Policing is a critical function for our society, Moore said.  It requires people who possess integrity, honesty, service orientation, empathy, communication and interpersonal skills as a foundation. These qualities must also be supplemented by a strong team orientation, critical thinking skills and the ability to effectively solve problems.  Even when chiefs are successful at recruiting such people, there is no guarantee that they will stay.  Moore offered serval suggestions for retaining good officers. Top of the list is a succession plan so that officers can see what the future holds in store for them. Deferred Compensation Programs must be carefully explained so that retirements can be adequately supplemented  There must a wellness program to help officers deal with the trauma and stress that inevitably accompanies police service and most importantly chiefs must be ever cognizant of the “Adams Equity Theory”.  This theory holds that executives and managers, who manifest favoritism or other outcome disparities toward their subordinates work against themselves. Such practices breed frustration and resentment, two factors that heavily contribute to the current retention problems many agency’s face.         

Moore closed his presentation by cautioning the chiefs to be ever vigilant for evidence of dysfunction within their agencies.  Internal dysfunction can often be sensed by potential recruits dampening their enthusiasm to join. He offered five critical indicators.  These included (1) Lack of trust-which starts right with the Chief’s attitude and outlook (2) fear of conflict- the unwillingness to stand rightful ground (3) lack of commitment- an environment where no one cares (4) avoidance of accountability-keeping your eyes closed (5) lack of attention to the outcomes of police action. Moore said everyone wants humble, hungry, smart officers, who are well-endowed with emotional and social intelligence.  Such people will rarely come walking through the door today.  Chiefs must look for them, attract them and once they get them, they must develop internal policies and practices that can keep them.