Personnel Systems Recruitment, Selection, Training, Development, & Retention

General Considerations Organizations must identify and employ those who are best capable of performing the job Assumes: Clearly articulated organizational goals Understanding of employee roles Understanding the tasks officers will be expected to perform

Consequences of Hiring Decisions Long lasting High level of investment Quality of activity and output Removal is a difficult process

Constrains OEO Laws Court Decisions Disparate treatment – based on a person falling into a certain class Disparate impact – against a class or group of people that fall under the protection of the act

Law Constraints OEO laws Affirmative Action - Title VII of the 1964 Civil Rights Act fail/refuse to hire or compensate, conditions or privileges or deprive employment opportunities

Court Constraints Griggs Criteria – method for establishing discrimination Restricted Policy – adopts policy that excludes category Disparate Rejection – 4/5ths rule Population comparison - % of minority in organization with % of minority in population McDonnell-Douglas Test – qualified minority applies – is rejected but position stays open

Supreme Court Lessening of Title VII Requirements Reverse discrimination (Baake v California) and Wards Cove Packing Co. v Ationio Employment Lists – not rank ordered but “banding” lists will be provided Equal Employment Act of 1992 Prohibited use of statistical data for adjustments for minorities Re-introduced disparate impact

Why Eliminate Discrimination? Diversity makes Departments more sensitive and effective in interacting with minorities Diversity tends to reflect a more positive image in many quarters of the community Integration results in more minority input in police policy formulation which results in better police service to the community

Gender Difference Men – morality of justice Women – morality of care

Recruitment Development of a pool of sufficiently qualified applicants from which to select Barriers Institutional – forms, application process, etc. Personal – personal preferences, prejudices

Process Alternatives Screening Out Screening IN

Processes Alternatives (cont) Screening out Selects applicants from a pool of minimally qualified Attempts to identify those who are unqualified and remove them from consideration Employees are selected from those that remain

Processes Alternatives (cont) Screening In Selects applicants from a pool of highly qualified applicants Organizational goals, values, and tasks are clearly articulated Procedures are used that identify the “best qualified” applicants Selections are made form this more limited pool

Selection – Minimum Standards Residency requirements Vision requirements Education Standards Physical strength & agility Age standards Background & work history Medical standards Psychological screening

Selection Process Written test Simulated work situation Oral Interview Screening Final Selection Assessment Center

Training Basic training FTO In-Service

Basic Training Criminal Justice System Law Human Behavior Patrol and Investigation Skills Department Administration & Operations

FTO Training Continued Instruction Standardization Testing Probationary Period 3 months 6 month 12 months

In-Service Training Requirements (Minnesota POST) Monitoring Reports Management Training Skill/Knowledge Personal Health/Welfare

Career Development - Retention Lateral Expansion Investigation Traffic Etc. Vertical Expansion Corporal Sergeant Lieutenant Captain Etc Horizontal/Vertical Migration