Human Resource Management Police Administration: Structures, Processes, and Behavior (Eighth Edition) Charles R. Swanson, Leonard Territo, and Robert W. Taylor Human Resource Management Chapter 9

Location of Human Resource Services Small Jurisdictions City/County’s central personnel office Large Jurisdictions HR division Administrative, Personnel, Training Divisions

Functions of a Police HR Unit Comply with POST requirements and guidelines Maintain currency with federal job discrimination laws Develop agency HR policies Recruit/select personnel Monitor turnover, retention, diversity Provide/contract psychological services Develop/arrange for training Conduct special studies Administer benefits programs Prepare payroll Direct labor relations Coordinate random drug screening Administer promotional testing

Functions of a Police HR Unit Manage intern programs Advise commanders on personnel matters Coordinate employee evaluation process Organize promotion and awards ceremonies Coordinate off-duty work Direct Professional Standards/Internal Affairs efforts Act as personnel records custodian Prepare content for agency’s website Conduct job exit interviews Serve as liaison to central personnel office

Age Discrimination in Employment Act Forbids age discrimination in any aspect of employment for those age 40+ Law Enforcement Exemption Provision Law enforcement exemption: Local units of government can refuse to hire a person for a sworn position if the applicant is over the maximum age for hiring and the refusal to hire was part of a bone fide hiring or retirement plan and not a subterfuge to evade ADEA’s purposes.

Categories of Sexual Harassment Quid Pro Quo Hostile Environment Violates Title VII: prohibits job discrimination based on race, color, sex, national origin, or religion Quid Pro Quo: “something for something” Hostile Environment: When prohibited and unwelcome behavior has the purpose or effect of unreasonably interfering with the individual’s work performance or by creating an intimidating, hostile, or offensive working environment

The Fair Labor Standards Act Establishes national minimum wage, work hours, overtime pay, child labor, and required record-keeping standards vs. Exempt Nonexempt Of concern here are the work hours and overtime provisions pertaining to law enforcement agencies. Employees are grouped into two categories for purposes of overtime pay: Nonexempt: entitled to overtime pay Exempt: group not entitled to overtime pay Make more than $23,000 annually Paid by fixed salary Regularly supervises 2+ employees, is in position that is primarily managerial, is able to hire/fire/assign/promote employees Sheriffs and their personal staffs are exempt under FLSA, but deputies are not.

The Family Medical Leave Act Provisions help employees balance their career and family needs Birth and care of newborn child Placement of adopted or foster child with employee Care of immediate family member Medical work Covered employers must grant eligible workers a total of 12 weeks of unpaid leave during any 12-month period for one or more of the following reasons: Birth and care of the newborn child of the employee Placement with the employee of an adoptive or foster care child Care of an immediate family member, spouse, child, or parent, with a serious health condition Medical work with the employee is unable to work because of a serious health condition Covered employer: a business with at least 50 employees and all public sector organizations Eligible worker: person who has worked for the employer 12 continuous months and at least 1,250 hours immediately prior to the request for FMLA leave

Police Applicants and the Economy Good Economy Down Cycle vs. Minimum standards for the employment of law enforcement officers are established by each state’s Police/Peace Officer Standards and Training Commission. Employers may establish further or higher standards. The economy has an impact on the number and quality of applicants for law enforcement positions: Good Economy: applicant pool is shallow Down Cycle: more quality applicants – police employers must excel at recruiting

The Police Applicant Screening Model Police applicant processing, selection, and training

Generations and Recruiting The Silent Generation The Baby Boomers Generation X Generation Y/Millenniums Generation Z Silent generation: (born 1925-1945) loyal, security conscious, and conforming – almost entirely retired from law enforcement Baby boomers: (born 1946-1964) grew up in era of widespread social change – many still employed in law enforcement but reaching the end of career Generation X: (born 1965-1980) grew up in mixed economy, first-generation latch key children, computer fluent – largest generation presently working in law enforcement Generation Y: (born 1981-1994) traditional family values, spiritual – recently entering law enforcement agencies Generation Z: (born 1995-2010) fascination with virtual realities, little known about them

New Recruiting in Policing Recruiting officer’s family Family information packages Job opportunities for spouses Day care centers Elevated police recruiting tools Signing bonuses Relocation reimbursement Stipends Interest-free home loans Increased retirement systems

Early Identification and Intervention Systems Goals Guide officers to more successful performances Reduce number of incidents involving officers Enhance Accountability of supervisors A support system for officers that includes them in decision making Non-punitive – provides supervisory guidance, training, or other means to change the trajectory of officers’ performances before discipline is necessary Intended to: Guide officers to more successful performances Reduce the number of incidents that create liability exposure Increase the accountability of supervisors for the actions of their subordinates For what situations would an EIIS be appropriate? What types of activities/training should be included in those specific situations?

Discipline (disciplina, discipulus, discere) Progressive Discipline Verbal Counseling Oral Reprimand Written Reprimand Monetary Fine Transfer/ Reassignment Suspension Without Pay Loss of Promotional Opportunity Demotion Discipline is related to three Latin words: disciplina (instruction to a disciple), discipulus (pupil), and discere (to learn, to acquire knowledge) Law enforcement agencies use a system of progressive discipline, invoking progressively more serious penalties for transgressions, to address infractions that may include many of the above steps – ending in termination

The Discipline Matrix Discipline matrix: a formal schedule for disciplinary actions Specifies both the presumptive or presumed sanction to be imposed and any reduction or increase in the presumptive sanction for mitigating or aggravating factors (see following slide) Used to develop consistency in discipline. Incorporate the concept of progressive discipline. The figure above (left) shows a matrix system with six categories of misconduct. Listed under each categories are numerous examples of what policies, procedures, rules, or regulations fall within it Sanctions to be imposed are associated with each category and may run from Level 1 (least serious) to Level 8 (suspension, termination) Each category also uses information from the other figure above (right) Illustrates the relationship between a conduct category, policies, level of discipline, and sanctions

Mitigating and Aggravating Circumstances

Meaningful Performance Appraisals Requirements Substantial organizational commitment A stream of informal feedback Good supervisory record keeping Employee participation Validated forms Rater training Getting a performance appraisal system to have real meaning requires substantial organizational commitment, a stream of informal feedback, good supervisory record keeping, employee participation, validated forms, and rater training

Meaningful Performance Appraisals Purposes Reinforce organizational values Have a basis for impartial personnel decisions Reinforce performance expectations Stimulate performance Identify officers’ training needs Extend recognition to those who perform their duties well What can the results of performance appraisals be used to determine? (pay raises, eligibility for promotion, shift bids/duty assignments, career development decisions, eligibility for reinstatement, layoffs/reductions in force decisions, terminations)

Assessment Centers First used in WWI Exercises and job simulations designed to elicit behaviors found to be important to job success An assessment center is both a process and the place where the process is conducted (hotel, technical school, civic center, etc.) First used to select German Army officers in WWI WWII: British War Officer Selection Boards employed them to find competent officers The U.S. Officer of Strategic Services (forerunner to CIA) utilized them to screen for agents who could be infiltrated into enemy territory to gather intelligence By mid-1980s, American law enforcement agencies began using them Attractive alternative to written tests Produce less or no adverse impact But also more difficult to administer, take more time, and are more costly Examples of behaviors, dimensions, and competencies for which applicants are being tested are listed in figure above.

Assessment Centers This figure provides examples of assessment center exercises for a candidate seeking promotion to the rank of sergeant Several exercises are required Candidates have multiple opportunities to have their behavior assessed Assessors must at least hold the rank for which a candidate is competing Other law enforcement agencies often allow their supervisors to serve as assessors Assessor panels should reflect diversity 2-3 trained raters observe each exercise

Assessment Centers A minimum of two, but usually three, trained raters observe each exercise Make their own notes and assign ratings after the candidate leaves the room The individual ratings are then discussed by the panel and the final score for that exercise is formed

Assessment Centers Each candidate’s overall score is formed by combining the scores from each of the exercises The number of exercises used is not a fixed requirement – some use several short exercises, others use fewer long exercises

Methods Promotional Rosters Rank Order All-Qualified Banded In selecting those to be promoted for a promotional roster, executives are usually restricted in their choices by civil service/merit rules or other measures Rank Order: Candidates are listed in their rank order. Selections are usually made from the list using a rule of 3, 5, or 10 All-Qualified: Anyone on the list can be selected in any order Banded: Candidates with similar scores are grouped together

Retirement Counseling Law enforcement officers often arrive at retirement unprepared Departments should provide retirement counseling at different stages of their career Loss of professional identity Early stages: value of participating in a supplemental retirement account, pensions, etc. Later stages: different plans for survivor benefits, tax exposure for withdrawals from supplemental retirement accounts, cost-of-living adjustments, Social Security benefits. Loss of identity: retirement often leaves officers unable to define themselves as anything but what they were It is important to retire TO something. Otherwise, officers may: Become bored Drink more heavily Develop health problems Become despondent Commit suicide