Multicultural Representation in Law Enforcement: Recruitment, Retention, and Promotion

Multicultural Law Enforcement: Strategies for Peacekeeping in a Diverse Society, 4e

Shusta, Levine, Wong, Olson, Harris

© 2008 Pearson Education, Inc.

Upper Saddle River, NJ 074581

Multicultural Representation in Law Enforcement: Recruitment,

Retention, and Promotion

Chapter 3





Learning Objectives for Chapter 3

Recognize historical perspectives of women and minorities in law enforcement

Discuss the ongoing challenges of recruitment trends with respect to women and minorities in law enforcement agencies

Explain recruitment difficulties and strategies for recruitment success





Learning Objectives for Chapter 3

Describe the importance of retention and promotion of minorities and women in law enforcement careers

Identify promotional policies and practices in law enforcement agencies that would demonstrate the valuing of differences in our workplaces and communities





Expanded Responsibilities of Police

Population shifts in United States require police to interact with more different types of people

Post-September 11, 2001 requires local police to take on a greater homeland security mission

Education is important, but police officers must have problem-solving skills and accept racial and cultural diversity





Profile of Federal, Local, and County Personnel

U.S. Department of Justice collects information on law enforcement agencies

Progress has been made for women and minorities

The numbers still do not represent the demographics of our communities





Recruitment Crisis

Shortage of qualified applicants for police departments and a struggle for departments to maintain authorized strength

Budget crisis in law enforcement directs qualified applicants to the private sector

Millions of young people are arrested each year for crimes that disqualify them for police work





Mini-Case StudyOakland, California Police Department

What would you do?





Recruitment Difficulties

1. Senior management is not sending the “diversity message”

Lack demonstrated commitment Lack of value statement or policy

2. Informal networking channels are closed to outsiders

All-white, all-male network and activities Discomfort with activities such as recreational

gambling, fishing, sports, or roughhousing






3. In-house recruiters are looking in the wrong places to find diverse candidates

Need to use different methods Community networks and resources

4. Differences in life experience are not taken into account

Single person’s GPA Married (and with children) person’s GPA Single parent’s GPA Other factors

.






5. Negative judgments are made based on personality or communication style differences

Accent and communication differences Assertiveness and other personality factors

6. The candidate is not introduced to people who are like him or her

Race, ethnicity, or gender groups in the organization

Mentor or support groups available






7. Organizations are not able or willing to take the time to do a thorough search

Diverse candidates take longer – 4 to 6 weeks more on average

Commitment of resources and time by employer

8. Early identification is missing from the recruitment program

Internships, scholarships, and placements Police-affiliated programs (e.g., PAL)





Recruitment Strategies

1. Commitment

2. Planning Target colleges and universities Target military bases and reserve units Target churches, temples, mosques,

synagogues, and other places Target gymnasiums, fitness and martial

arts facilities, etc.





Recruitment Strategies (Continued)

3. Resources

a. Advantages in consolidating resources

1. Save money

2. Develop a larger pool of applicants

3. Compete with private industry

4. Save time it takes to process applicants





Recruitment Strategies (Continued)

4. Selection and training of recruitersa. Requirements should include:1. Commitment to the goal of

recruiting2. Belief in a philosophy

that values diversity3. Ability to work well in a community

policing environment





Recruitment Strategies (continued)

5. Belief in and ability to market a product: law enforcement as a career

6. Comfort with people of all backgrounds and ability to communicate this comfort

7. Ability to discuss the importance of entire community representation in police work and the advantages to the department without sounding patronizing





Recruitment Strategies (continued)

8. Recruiting incentivesa. Overtime or comp time credit

9. Community involvement

10. High school police academy

11. Adopt-a-cop program





Mini-Case Study:Richmond, California Police Department

What would you do?





Selection Processes

1. Satisfaction level for employeesPositive and inclusive workplace cultureSurvey and culture assessments importantPolicies and procedures reviewed Supervisors’ commitment, support and

assistanceField training programs reviewed and

evaluatedRole models and mentors





Selection Processes

2. Applicant screeningBasic qualificationsIntelligence and problem-solving capacityPsychological fitness Current and past illegal drug useCharacter as revealed by records, background

checks, credit history, and polygraph examinationAptitude and ability to serve othersRacial, ethnic, gender, sexual orientation, and

cultural biases





Selection Processes

3. Officers who will carry out their duties with fairness, integrity, diligence and impartiality and who will respect the civil rights and dignity of the people they serve:

Standard psychometric testing Careful background investigations by staff Use of candidate’s own statements about racial issues Use of interviews with references about how the applicant

feels about and treat members of other racial, ethnic, gender, sexual-orientation groups

Use of current job analysis statement with applicant





Selection ProcessesApplicant Screening (continued)

Interview questions of references should include: How the applicant has interacted with other groups

What people of diverse groups say about the applicant

Whether the applicant has ever experienced conflict or tension with member of diverse groups or individuals and how he or she handled the experience





Applicant ScreeningHiring in the Spirit of Service

A cooperative agreement awarded to the Community Policing Consortium (CPC) and the U.S. Department of Justice Office of Community-Oriented Police Services (COPS)

Recruit applicants who are service-oriented (similar to the professions of teaching, nursing, and counseling) rather than those who tend to only be “crime fighters”

Five law enforcement agencies were selected to serve as demonstration sites for the study.

– Burlington, VT; Sacramento, CA; Detroit, MI; Hillsborough County, FL; and King County, WA





Examples of Successful Recruiting Programs

Agencies who have had success in recruiting female and minority applicants:

Portland, OR—In 2003, 16 percent women and 13 percent minority sworn officers

Madison, WI—In 2003, 30 percent women and 18 percent minority sworn officers

Pittsburgh, PA—In 2003, 25 percent women sworn officers Albuquerque, NM—In 2002, 33 percent of the academy

classes were women recruits Tucson, AZ—New Workplace for Women Project resulted in

29 percent women recruits and 47 percent minority recruits





Equal Employment Opportunities

Title 7 of the Civil Rights Act of 1964

Prohibits employment discrimination on the basis of race, color, religion, sex, or national origin

1972 EEO Act passage now applies to state and local governments





Affirmative Action

Legally mandated programs whose aim is to increase the employment or educational opportunities of groups that have been disadvantaged in the past

Legal issues: California Proposition 209 University of Michigan Law School Admission

Policy in which race can be considered (U.S. Supreme Court Ruling)





Mini-Case StudyRecruiting Strategies

What would you do?





Retention and Promotion of a Diverse Workforce

Lack of promotions is a severe problem

Women face “glass ceiling”

IACP 1998 study shows that 60 percent of the women who leave law enforcement occupations do so between their second to fifth year on the job

Shift to community policing can help address trust issues





2004 Catalyst StudyReasons Why Senior-Level Women Leave Police Organizations

1. 42 percent citing increased compensation

2. 35 percent to accept opportunity to develop new skills or competencies

3. 33 percent to pursue greater advancement opportunities

Catalyst: http//www.catalyst.org





What is the “Glass Ceiling”?

An invisible and often perceived barrier

The perceived barrier prevents some ethnic or racial groups and women from becoming promoted or hired

QuestionDo you think the “glass ceiling” only affects women and minority officers in the police departments in your local community and state?

Source: Marilyn Loden





How to Go Through the Glass Ceiling?

Useful practices have included the following:1. Have objective and measurable standards

2. Have quantitative and qualitative standards

3. Have consistent performance standards

4. Hold the agency and senior managers accountable for their actions

Example provided from the Criminal Justice Curriculum used at Portland Community College by Aaron T. Olson





Mini-Case StudySpecial Weapons and

Tactics Unit

What would you do?

Multicultural Representation in Law Enforcement: Recruitment, Retention, and Promotion

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