Introduction
Corrections are government agencies that are responsible for managing the treatment of convicted offenders. Corrections are either run by local, state, or federal governments or classified as maximum, minimum, or medium security level. Primarily, they ensure that the sentences imposed by the criminal justice system are carried out. Corrections officers are the persons entitled to the running of corrections, and as Clear, Cole and Reisig (2006) claim, “corrections are a people processing operation, hence their personnel is the main resource” (p.549).
A career in corrections is not appealing to most people as it is thought to be boring, low paying and has minimal chances of advancement (Clear, Cole and Reisig, 2006). One incentive of this job is that it provides its personnel with civil service status and job security. There are two main goals in recruiting and retaining staff in corrections; attracting the right candidates for the job and motivating them once they are employed.
They manage offenders through imprisonment, rehabilitation and probation and parole. The main goal of corrections is to rehabilitate people and help them to return to normal lives. In this respect, correctional systems include adult and juvenile offenders, prison systems, probation, and parole and finally community-based rehabilitation. In addition, correction facilities offer education programs, especially in juvenile prisons.
The recruitment of correctional officers is faced with several challenges as a result of retention of the qualified and experienced staff is of great importance. Successful corrections are able to deter criminals from future crimes, offer punishment for crimes committed, rehabilitate, and reintegrate the offender back into the community. Moreover, there are different types of correctional centres namely prisons, community services and others.
One challenge of recruitment of correctional officers is that this career is not viewed as an occupational field (Josi and Sechrest, 1998, p. 20). In recruiting corrections generally, use three tests for its applicant’s written test, psychological test and agility test (Freeman, 1999, p.311). Job satisfaction is very critical since satisfied workers have higher productivity, higher job retention, and lower rates of absenteeism. This paper seeks to examine ways of recruiting and retaining correctional officers.
Recruitment
Recruitment of Corrections officers is a daunting task, considering the low visibility of this career, and they need to attract qualified staff employed from all demographic groups (Josi and Sechrest, 1998, p. 20). Recruitment is done when there is a vacant position or when there are potential vacancies in the future. They should set an example to other private and government institutions by giving equal opportunities of employment to qualified ex-convicts. In addition, it is essential to have proper recruitment policies since they will result in a “lower rate of personnel turnover, fewer disciplinary problems, higher morale, better community relations, and efficient and effective services” (Josi and Sechrest, 1998, p. 20).
There are four important standards in recruitment of corrections officers; an equal opportunity plan, cooperative personnel recruitment agreements among correctional agencies, an affirmative action plan, and a Disability plan. The written test seeks to assess the level of knowledge and the ability to use knowledge of the applicant, while the psychological test checks whether the applicant has the psychological makeup to handle the complexity of the job and the agility test measures physical capability.
Recruitment begins with a formal directive, which is controlled by one person or position. A well-detailed plan assists correctional management to conduct a well-organized and effective search for qualified officers. In addition, the recruitment should set measurable goals, strategies, and procedures that will assist in the achievement of these goals. Moreover, “a schedule of important activities, an itemized, recruitment budget, and procedures for obtaining the assistance of community organizations and leaders” also should be included (Josi and Sechrest, 1998, p. 20).
Community and personnel agencies can facilitate recruitment of officers. Recruitment success largely depends on how job vacancies was advertised, the availability of locations for applications and testing process. Moreover, during recruitment, application and employment contact should be maintained with the applicant.
Minority groups
The inclusion of women and minority groups in supervisory ranks of the recruitment demonstrates the department’s commitment to cultural diversity, standards, enhances receptivity, support, and increases the potential of recruiting from diverse spectrum of the community. The American Correctional Association records show that correctional officers are entering the occupation at a younger age, with higher education levels, and a large number of women and people from minority groups (Josi and Sechrest, 1998, p. 12). Notably, the number of women working as correctional officers has risen steadily; between 1995 and 2000, there was 41 percent increase in number of women working in corrections (May, Minor, Ruddell, 2007, p.367).
Community outreach
Community organizations and stakeholders’ corroboration in the recruitment process can aid in getting a qualified person and person who can be listened to. Youth can play a big role in corrections especially in the juvenile centers. In addition, recruiting among the youth can yield good people who will be beneficial to the centers in the long run. Therefore, the community gives the recruiting information a wider exposure to potential officers.
Diversity
Diversity recruiting entails hiring employees with varying backgrounds. A diversity-driven work environment creates increased productivity, and incorporates different talents, skills, interests and abilities in corrections (Arthur, 2001, p.10) Recruiting among the youth in high schools, colleges, and universities provides a largely untapped pool of recruits. This can be done through schools’ career counselors and direct exposure to working through internship programs.
Affirmative action
This requires that corrections hire personnel from the minority groups of the community that are underrepresented in the corrections institutions. In this preferential recruitment, the recruiting agency can recruit from another region if the minority group workforce is less. This includes recruiting from persons with disabilities but falls under the basic standards for employment of correctional officers.
Training
According to Allen, Sawhney (2009, p. 415), “ACA recommends 40 hours of training for correctional officers before they receive job assignment plus at least one hundred and twenty hours of additional training within the first year.” Training enhances correctional officers’ confidence and skill, which will facilitate them to provide quality services. Training, mentoring, and support are an integral part of integrating new recruits in the corrections centers. A study identified that officers in their first year were at high risk of being manipulated by prisoners, thus the officers needed to learn if they could fit into this profession (May, Minor, Ruddell, 2007, p.366).
Stress management techniques should be incorporated into the training programs of recruits to prepare them. In addition, officers should be conversant with federal and state guidelines, multicultural understanding of different ethnic groups and cultures, records keeping. The management should use their personnel in the recruiting process; the advantages are more personnel are involved in the recruiting than the number that could be assigned specific task. Because of professional interests, officers are likely to recruit qualified candidates.
Human resource departments in states are supportive in recruiting qualified persons since they have developed ability to attract capable staff for government units. The advantage of using these departments is that they have a higher probability of success. In addition, the selection process should be done in a fair and a non-discriminatory manner for those who meet the standards.
Retention
It is estimated that in 2000, almost 40 states in the US had turnover rates of up to 20 percent (Allen and Sawhney, 2009, p. 415). With few people willing to work in corrections, it is highly important to retain most of the personnel. Such high turnover creates a big loss to the local authorities since recruiting, training, conducting background tests to obtain competent corrections specialists are expensive. Moreover, the departure of employees creates stress and lower morale of the remaining staff which affects quality of service delivered.
The shortage created means that the remaining staff has to work with new inexperienced workers or work for long hours to cover for the shortage. This can be achieved through several means; employee satisfaction. To retain corrections officers they have to compete with the private sector in terms of salaries, work schedules, and appraisals.
Career advancement prospects
One method of retaining officers is having programs for advancement, experienced, and officers who obtain further training and education should be given opportunity to rise through the ranks. Officers could also specialize in careers in corrections like specialists, instructors, and parole officers (McDavid, 2005, p.170). Identifying leaders in new recruits and engaging them in administration and management also reduces the turnover (Allen, Sawhney, 2009, p. 415). In addition, correctional officers can advance their studies and become counselors, investigators or even correctional cadet trainers. Officers who wish to advance their careers should be given flexible work schedules or study leaves.
Salaries and Benefits
Reviewing of salaries of correction officers can retain most of its personnel, since many tend to move due to low wages. According to May, Minor and Ruddell (2007), “as salaries improved, administrators were able to recruit and retain more officers; in 2004 the median yearly earning of a corrections officer was approximately $33,600” (p. 364). Public corrections are limited in the size of salaries they offer, but they can counter this by highlighting the retirement and insurance benefits that they give. Research has indicated that some of greatest cause of dissatisfaction is lack of government-sponsored retirement plan, frequency of pay rises, fairness in award of promotions and quality of life and balance of life.
Management and organization
Proper supervision must be entrenched in corrections to avoid junior staff from leaving due to bad relationships with their bosses. This can be attained through training and scrutinizing the abilities of the bosses. Getting rid of incompetent and difficult employees can lower the turnover in corrections. Proper disciplinary measures and punishments should be applied without discrimination to avoid disgruntled employees who can leave. Besides, this can be avoided by communicating the expectations, rules, and regulations.
Working Environment
Correctional centers are high stress and risks of physical harm workplaces; to retain their staff, the management has to put up measures that will ensure a friendlier workplace. The issues like understaffing, extensive overtime, overcrowding, rotating work shifts and inmates’ violence and manipulations have to be addressed. In addition, the allocation of shifts should be fair especially the night shifts. Corrections officers should be accorded counseling and other support in order to relieve stress associated with their work. Annual and other leaves should be streamlined to avoid burnout since officers have to work odd hours. Moreover, adequate and proper equipment supply in correctional centers who relief officers’ anxiety and stress.
Conclusion
Corrections institutions have the challenge of competing for the best employees in the market with the private sector. The private sector has an upper hand due to the ability to pay better salaries. In that regard, corrections are having high turnover, leading to high losses due to continuous training of new employees. The recruiting process of corrections officers should be a vigorous one so that only the qualified candidates are employed. The recruits should be diverse including women, youth, and minority groups. In addition, the recruiting agency should work with other governments’ human resources, community organizations, and schools to reach potential recruits. Once the recruits have been selected, they should be trained and equipped to perform their duties.
To lower this turnover, the institutions have to make their salary packages attractive, have sound management, improve the working environment, and create opportunities for career advancement. Special training on how to manage stress would be a vital tool in reducing the number of turnover officers. With the prospects of lack of corrections officers, the management should introduce technological tools to cope with reduced number of staff. These tools include alarms, barriers, and walls.
References
Allen, J. and sawhney, R. (2009). Administration and management in Criminal Justice: A service quality Approach. London: SAGE.
Arthur, D. (2001). The employee recruitment and retention handbook. NY: AMACOM Div American Mgmt Assn.
Clear, T., Cole, G. and Reisig, M. (2006). American corrections. OH: Cengage Learning.
Freeman, R. (1999). Correctional organization and management: public policy challenges, behaivior, and structure. NY: Elsevier.
Josi, D. & Sechrest, D. (1998). The changing career of the correctional officer: policy implication for the 21st century. PA: Butterworth-Heinemann..
May, D., Minor, K. & Ruddell, R. (2007). Corrections and the Criminal Justice system. MA: Jones & Bartlett learning.
McDavid, S. (2005). Career opportunities in law enforcement, security and protective services. NY: Infobase publishing.