Reconstruct to Recruit

Reconstruct To Recruit April 2023

Introduction Prepare Internal Culture for GenZ Recruiting GenZ Works Cited

Introduction Nationally, police retirements are up 45%, resignations are up 18%, while recruitment is down 5%- suggesting that there are significant changes happening within the police force.

High resignation rates may indicate that there are significant issues within the law enforcement culture and work environment that are causing officers to leave their jobs.

These issues could range from workplace stress and burnout, to concerns about waning public support and trust. Addressing these issues can help improve the work environment for current officers, and make law enforcement a more appealing career choice for potential recruits.

Meanwhile, low recruitment rates amongst GenZ workers may suggest that the law enforcement system is struggling to relate to individuals entering the workforce. GenZ grew up with exposure to inequity and instability in society and they are rethinking the “grind” and the career loyalty mindset. Genz has an increased focus on mental health and wellness; they want more balance in their career choices. Studies suggest that Generation Z desires a work environment that prioritizes workplace flexibility, diversity, and opportunities for career growth and development. These values are somewhat misaligned with the policing profession. ● According to a 2019 study by Glassdoor, work-life balance was the top factor that Gen Z considered when evaluating job opportunities, with 54% of respondents rating it as "very important" (Source: Glassdoor, "What Job Seekers Want: Occupation, Industry and Age Trends," 2019). ● A 2020 study by LinkedIn found that Gen Z valued opportunities for learning and development, with 94% of respondents saying that they would stay at a company longer if it invested in their professional development (Source: LinkedIn, "2020 Workplace Learning Report," 2020). ● A 2020 survey by Deloitte found that Gen Z valued diversity and inclusion in the workplace, with 68% of respondents saying that a company's commitment to diversity would influence their decision to work there (Source: Deloitte, "The Deloitte Global Millennial Survey 2020," 2020). ● A survey by Yubo, a social media platform popular among Gen Z, found that 62% of Gen Z respondents believe that police brutality is a serious issue in the United States, and 69% believe that systemic racism is a problem in law enforcement (Source: Yubo, "The State of Youth in 2020").

The combination of high resignation rates and low recruitment rates may provide an impetus for policymakers and law enforcement leaders to rethink and modernize the current system. With the right revisions in place, this moment could create an opportunity to build a more effective, accountable, and community-centered law enforcement system that appeals to the newest generation of workers.

Prepare Internal Culture for GenZ Police departments looking to recruit from GenZ must align with their values and working preferences. Departments that are innovative and adaptable are more likely to attract top talent, while those that resist change and stick to the status quo may struggle to see returns on their recruitment efforts. New Blue’s recommendations enable departments to embody the values of GenZ, rather than making empty promises during recruitment that are later broken. To recruit and retain Genz, it is important to back up stated values with visible actions that demonstrate a commitment to diversity and inclusion. When values and actions are aligned, it creates an environment where employees feel included and valued, leading to increased engagement and retention.

1. Publicly take accountability for change- GenerationZ is known for valuing transparency, social justice, and civic engagement, and they are more likely to join organizations that share those values. Publicly committing to change can also show GenZ officers that the department is willing to listen to feedback and take action to address their concerns. This can help create a more inclusive and supportive work environment, which is important for attracting GenZ officers. By doing so, police chiefs can position their department as an organization that shares these values and is committed to meaningful change.

2. Innovate around workplace flexibility- GenZ officers are more likely to be satisfied with their jobs if they have more control over their schedules and work-life balance. By innovating around shift work, police departments can increase job satisfaction and promote employee well-being. This may include part-time, sabbaticals, job-sharing, or compressed schedules. As a first step,

Departments should implement a scheduling system that allows officers to swap shifts with each other, and request time off.

Recruiting GenZ 1. Eliminate hoops- Barriers to entry are high, and they may be especially damning for those already facing systemic deterrents to joining a stigmatized, high-stress career. Police departments can eliminate unnecessary hoops in the hiring process by skipping resume collection for entry level candidates, focusing on skills and potential over experience, reducing the number of interviews, streamlining background checks and providing clear communication throughout the process (IBM).

2. Automate the interview process - Gen Z is the first generation to grow up in a fully digital world. They are accustomed to using technology for communication, entertainment, and education. Departments should invest in smartphone apps that allow candidates to apply, communicate, and track their progress (IBM). By automating the recruitment process, police recruiters can create an accessible and user-friendly experience for Gen Z applicants that aligns with their expectations. Automated systems can provide real-time updates to applicants about the status of their application, interview schedules, and feedback. This level of transparency can create a sense of trust and confidence in the hiring process. a. According to the report, "employers who use automation technology for recruiting are able to provide personalized experiences to candidates, which is especially important for younger generations who value personalization and expect the process to be digitally driven" (LinkedIn, 2021). Additionally, the report noted that "the use of AI and automation can help employers attract more diverse candidates by removing bias and reaching a wider pool of candidates" (LinkedIn, 2021).

3. Create a positive interview experience- GenZ candidates are looking for a positive and engaging interview experience. If the interview is negative or unengaging, they may be less likely to accept a job offer or recommend the department to others. The interview process is an opportunity to showcase the department's culture and values. A positive interview experience can also set the tone for the candidate's experience with the department. a. A report by the Harvard Business Review cites research indicating that "candidates from underrepresented groups may be more sensitive to the quality of the treatment they receive during interviews" and that "the more respectful and welcoming the interview process is, the more likely these candidates are to accept a job offer" (Campion, Pursell, & Brown, 2014).

4. Start as early as high school- Stealing a page out of the most competitive finance and consulting firms strategies, recruitment efforts must start earlier.

Recruiting high school students can help police departments establish relationships early, increase diversity, promote community-oriented policing, fill

entry-level positions, and increase interest in law enforcement careers. Early efforts can shape prospects undergraduate majors and involvements.

5. Display modernized values and symbolism: Certain terms and symbols commonly associated with policing, such as handcuffs or the thin blue line, may carry negative connotations for GenZ due to the history of policing and the prevalence of police brutality and misconduct. a. A report by the Center for Policing Equity notes that "symbols that have been traditionally used to represent police authority and control, such as handcuffs and police badges, may not resonate with younger generations" (Center for Policing Equity, 2020). This can create a perception of policing as aggressive, authoritarian, and unapproachable.

Departments should make an effort to display their commitment to public service, community engagement, and racial equity.

Retaining GenZ 1. Surrounding Support- Research has shown that the socialization of new recruits is critical to their success within a department, and that Field Training Officers (FTOs) and broader support networks can play an important role in this process. Surrounding new recruits with forward thinking officers as part of the onboarding process can help new recruits learn from experienced officers who have a track record of promoting positive change within the department.

Progressive officers are often early adopters of new techniques, technologies, and approaches to policing which gives new recruits the opportunity to learn about the latest best practices and strategies for serving the community. Support groups should include officers who can model positive behavior such as empathy, transparency, and community engagement. This provides an opportunity for new recruits to feel more connected to their work and more invested in the department's mission. By surrounding new recruits with progressive officers, departments can help promote a culture of progress and positive change within the department. a. A study published in the Journal of Police and Criminal Psychology found that FTOs who provided high levels of support and guidance to new recruits were associated with better job satisfaction and retention rates (Terrill & Paoline III, 2012).

2. Foster belonging-Research suggests that encouraging Gen Z recruits to work collaboratively on projects and assignments can help them build relationships with their colleagues and feel like they are part of a team, and that creating affinity groups within police departments can promote a sense of belonging and community among officers who share common backgrounds or experiences. a. A study published in the Journal of Police and Criminal Psychology found that police recruits who participated in team-building activities during their training reported higher levels of job satisfaction and a stronger sense of cohesion with their colleagues (Knisley et al., 2015).

b. A report by the International Association of Chiefs of Police recommends that police departments create affinity groups, such as LGBTQ+ or Hispanic/Latino employee groups, to promote a sense of belonging and community among officers with shared backgrounds or experiences (International Association of Chiefs of Police, 2016).

3. Support + Incentivize progressive thinking- Departments must create a culture that values open communication and feedback from all officers, regardless of rank or seniority. Encourage officers to speak up about their ideas, concerns, and suggestions for improvement. Include all ranks in department meetings and encourage active participation - make it clear that leadership wants to hear new ideas. Moreover, leaders should recognize officers who demonstrate innovative thinking and progressive ideas, and reward officers who go above and beyond to develop new solutions or improve the department's operations.Provide opportunities for officers to experiment with new strategies, technologies, and policies. Encourage officers to think creatively and develop new approaches to law enforcement challenges. a. A report by the Police Executive Research Forum found that departments that prioritize open communication and feedback from all officers are more likely to foster a culture of innovation and improvement (Police Executive Research Forum, 2017). b. A report by the National Police Foundation notes that recognizing and rewarding officers who demonstrate innovative thinking and progressive ideas can help promote a culture of continuous improvement (National Police Foundation, 2017).

4. Create lateral career paths- GenZ desires workplaces with multiple career paths that offer opportunities for advancement and growth. This can include both traditional and non-traditional paths, such as specialized units, investigative roles, community outreach, and leadership positions. Encourage officers to develop a diverse set of skills and knowledge by providing opportunities for cross-training. a. A study published in the Journal of Business and Psychology found that Gen Z values career advancement opportunities and places a high priority on learning and development (Madera et al., 2018). b. A report by the International Association of Chiefs of Police notes that providing officers with a variety of career paths, such as specialized units, investigative roles, community outreach, and leadership positions, can help departments retain and develop top talent (International Association of Chiefs of Police, 2018).

5. Center on officer empathy and wellness- Departments must break down stigma around seeking mental health and wellness support. Departments should work to make wellness resources not only available and readily accessible, but encouraged/incentivised. GenZ values this vulnerability and might talk openly about mental health and wellness with officers at all levels of the department.

Create a culture that recognizes the importance of taking care of one's mental and physical health, and encourage officers to seek help when they need it.

Police chiefs and other leaders in the department should model healthy behaviors and prioritize their own mental and physical health. a. Moreover, a report by the National Police Foundation highlights the importance of police leaders modeling healthy behaviors and prioritizing their own mental and physical health in order to create a culture of wellness within the department (National Police Foundation, 2018). b. A study published in the Journal of Police and Criminal Psychology found that providing officers with access to mental health services and training on stress management can improve their well-being and job performance (Violanti et al., 2018).

Works Cited Campion, M. A., Pursell, E. D., & Brown, B. K. (2014). Leveraging diversity through psychological safety. Harvard Business Review, 92(9), 108-115.

Center for Policing Equity. (2020). Rethinking the role of police: Lessons from policing in the US. Retrieved from https://policingequity.org/wp-content/uploads/2020/06/CPE-Rethinking-The-Roleof-Police.pdf Greene, J. R. (2012). Innovation and experimentation in policing. International Journal of Police Science & Management, 14(1), 28-40.

International Association of Chiefs of Police. (2016). Recruitment, hiring, and retention of law enforcement officers: A guidebook for local law enforcement. Retrieved from https://www.theiacp.org/sites/default/files/2018-01/recruitment_hiring_and_retenti on_of_law_enforcement_officers.pdf International Association of Chiefs of Police. (2018). Leadership in a changing world: Creating adaptable, agile, and innovative law enforcement agencies. Retrieved from https://www.theiacp.org/sites/default/files/2018-08/IACP-Leadership-in-a-Changing-Worl d.pdf Knisley, J. S., Barker, J., Howard, M. O., & Anderson, M. Z. (2015). Creating police officer cohesiveness: The impact of training. Journal of Police and Criminal Psychology, 30(3), 179-189.

“Let's rethink the recruiting process.” IBM, https://www.ibm.com/resources/automate/rethink-recruiting. Accessed 12 April 2023.

LinkedIn. (2021). The Evolution of Talent Acquisition: Recruiting Trends to Watch in 2021. Retrieved from https://business.linkedin.com/talent-solutions/recruiting-tips/linkedin-recruiting-trends-202 1 Madera, J. M., Hebl, M. R., & Martin, R. (2018). Generation Z: A new cohort of workers, a new set of challenges. Journal of Business and Psychology, 33(5), 585-597.

Mawhinney, Tiffany, and Kimberly Betts. “Understanding Generation Z in the Workplace.”

Deloitte, https://www2.deloitte.com/us/en/pages/consumer-business/articles/understandin g-generation-z-in-the-workplace.html. Accessed 12 April 2023.

National Police Foundation. (2017). Advancing 21st century policing: A guide for law enforcement leaders. Retrieved from https://www.policefoundation.org/wp-content/uploads/2017/12/Advancing-21st-Ce ntury-Policing-A-Guide-for-Law-Enforcement-Leaders.pdf Police Executive Research Forum. (2017). Guiding principles on use of force. Retrieved from https://www.policeforum.org/assets/guidingprinciplesonuseofforce.pdf Terrill, W., & Paoline III, E. A. (2012). Police academies, field training officers, and the socialization of recruits: A longitudinal assessment of self-control theory. Journal of Police and Criminal Psychology, 27(2), 136-147.

Disclaimer: New Blue uses artificial intelligence to turn big ideas into detailed writing.

Though assisted by AI, this report was outlined, designed, revised and evaluated by humans.