Exhibit 3 Recruitment Data On Police Officer Target Groups

Exhibit 3 Recruitment Data On Police Officerstarget Groupstep 1appli

Exhibit 3: Recruitment Data on Police Officers Target Group Step 1: Application (number of candidates) Step 2: Screening Interview (number of candidates) Step 3: Selection Testing (number of candidates) Step 4: On-site Interview (number of candidates) Step 5: Background & Drug Check (number of candidates) Step 6: Hiring Decision & Job Offer (number of candidates) Military Police Corrections Officer Security Guard Criminal Justice Graduate Other Police Departments All candidates with the exception of active-duty police officers hired from other cities must complete a 12-week training course at the regional police academy prior to assuming active duty on the city’s police force. Notes on Target Groups and Recruitment Methods: 1.

Military police are best contacted 6 weeks before discharge from active military service. Recruitment methods include placement on electronic job posting sites for military personnel, journals for military personnel, and employee referrals. 2. Corrections officers are best contacted at least 4 weeks before the anticipated job offer date (2 weeks for the recruitment and selection procedure plus 2 weeks’ notice required by the current employer). Recruitment methods include newspaper ads, electronic job postings (local, state, and regional), job fairs, employee referrals, and walk-ins.

3. Security personnel are best contacted at least 4 weeks before the anticipated job offer date (2 weeks for the recruitment and selection procedure plus 2 weeks’ notice required by the current employer). Recruitment methods include newspaper ads, electronic job postings (local, state, and regional), job fairs, employee referrals, and walk-ins. 4. Criminal justice graduates are best contacted at least 4 weeks before the anticipated job offer date (2 weeks for the recruitment and selection procedure plus 2 weeks’ notice required by the current employer, if present).

Recruitment methods include newspaper ads, electronic job postings (local, state, and regional), college career fairs, employee referrals, internships, “ride along†experiences, and walk-ins. 5. Active-duty police officers recruited from other police departments within the state are best contacted at least 6 weeks before the anticipated job offer date (2 weeks for the recruitment and selection procedure plus 2 weeks’ notice required by the current employer plus 2 weeks for on-site visits and relocation). Recruitment methods include newspaper ads, electronic job postings (local, state, and regional), informal recruitment at police association and union activities, informal recruitment during multi-agency training exercises, job fairs, employee referrals, and walk-ins.

Job Description of City Police Officer I Position Title: Police Officer I (alternative titles: patrol officer, traffic officer) Supervisory Level: Front-line non-exempt (hourly) employee—no supervisory duties Reports To: Police Sergeant Position Description: Police officers patrol an assigned beat on foot, on bicycle, on motorcycle, on horseback, or in police car to monitor and control traffic, prevent crime and disturbances of the peace, and arrest crime suspects. • Familiarizes self with the beat and persons living in the area, and notes hazards and suspicious persons, activities and establishments to superior officer • Disperses unruly crowds at public gatherings • Investigates the causes and results of traffic accidents, renders first aid at the accident scene, calls for assistance and reroutes traffic around the hazard • Warns or arrests persons violating city and animal ordinances • Issues tickets to traffic violators • Registers via radio or at call boxes at specified times or intervals • Writes and files a daily activity report with supervisor • Performs other duties as required Required Knowledge, Skills and Abilities: • The ability to speak, read and write in English; bilingual, especially Spanish-speaking skills, highly desirable • Knowledge of city criminal, traffic, public, and animal ordinances • Knowledge of safe use and maintenance of firearms, defensive weapons, and restraints • Ability to safely operate a vehicle • Ability to safely operate a motorcycle (motorcycle patrol officers only) • Ability to safely lead, mount, and ride a horse (mounted equestrian patrol officers only) • Ability to safely operate a bicycle (bicycle patrol officers only) • Knowledge of first aid, CPR, safety procedures, and use of traffic safety equipment • Ability to use communications equipment • Ability to use a computer and basic keyboarding skills • Physical abilities include - Run two miles in 20 minutes or less - Drag 75 pound weight 50 yards - Carry 50 pound weight 200 feet • Ability to legally work in the United States Education, Experience and Certifications: • High school diploma or equivalent • Proof of legal right to work in the United States (2 forms of proof required) • Valid U.S. driver’s license with a maximum of one moving violation in the last 3 years • Valid U.S. motorcycle operator’s license with maximum of one moving violation in the last 3 years (motorcycle patrol officers only) • Equestrian and riding skills at the intermediate level or higher (mounted police officers only) • Remain drug-free on and off the job (drugs are defined as illegal substances and unauthorized use of prescription drugs); no prior convictions involving illegal substances or alcohol • Possession of state firearms permit or ability to obtain permit during police academy training • Minimum of two years’ work experience in policing, security, or corrections or an associate’s degree in criminal justice Physical Requirements: The job requires physical activities involving movement of the whole body, such as standing, kneeling, climbing, lifting, running, walking, and stooping.

The activities often also require considerable use of the arms and legs, such as in the physical handling of people, objects and weapons. The employee may be required to lift, drag, or restrain heavy objects (in excess of 50 pounds) on a daily basis. Work Environment: Work occurs partly outdoors and exposes the employee to heat, cold, moisture, wind, and direct sunlight. While performing the duties of this job, the employee is occasionally exposed to weapons and hazardous objects, people, animals, and vehicles. Driving in hazardous conditions such as rain, snow, ice, at night, in heavy traffic, and at high speeds is necessary.

The noise level in the work environment is usually low to moderate. 2 Memo on Proposed Employee Referral Plan To: Maria Valdez, City Police Commissioner From: Samuel Jones, Director of Human Resources Date: February 2, 2012 Re: Proposed Employee Referral Plan for City Police Department Status: APPROVED It is increasingly difficult to attract high-potential candidates for the entry-level position of police officer (police officer I). The shortage of qualified job candidates is due to several factors: · Our state has one of the highest overall cost-of-living indices in the nation. · Our state imposes high rates of income, property, and sales taxes on residents. · Our state’s overall job outlook—our city’s police department notwithstanding—is poor. · The climate is intemperate, with cold, harsh winters and warm summers. · Tuition fees for private and public colleges and universities are among the highest in the nation.

Consequently, our state has one of the highest rates of out-migration in the nation. People in all age categories are moving out of the state to take up residence in the southeastern or southwestern United States. Many young people are choosing to find jobs or attend college out of state; poor job prospects, climate, and a high cost of living discourage many from returning. This has made finding qualified job candidates in the local labor market challenging. Unfortunately, our need to recruit entry-level police has never been greater.

The average age of current officers is 45. Within the next five years, 24% of the current force will be eligible for retirement, And allowing for promotion from within (required by our union contract with the officer’s union), one quarter of the current force will have to be replaced. This demographic statistic does not account for additional factors that may increase voluntary and involuntary termination of officers, such as relocation, illness or death. To address the shortfall of qualified entry-level police officers, I suggest immediate implementation of an employee referral policy. In accordance with this policy, any employee who refers a successful police officer I candidate will receive $1500.00, to be paid as follows: one $250.00 payment will be disbursed when the police officer candidate accepts the job offer; one $250.00 payment will be disbursed when the police officer candidate successfully completes the 12-week training program at the police academy; and the remaining $1000.00 payment will be disbursed after the police officer completes the first year of active duty.

This policy offers several advantages for officer recruitment, selection, and onboarding: · Employees will help the human resource department identify qualified candidates in the local region or those outside the region who are interested in returning or relocating. · Employees are motivated to recommend only motivated, high-potential job candidates. · Employees are motivated to assist the new officers throughout the training and orientation process to ensure their success. · Retention of new police officers should increase with only a modest payment of $1500.00 per candidate. In my opinion, these benefits far outweigh the modest cost of the employee referral program for new city police officers.

Paper For Above instruction

The recruitment of police officers is a complex and multifaceted process that necessitates strategic planning and effective execution. Based on the provided data and context, this paper examines the current recruitment landscape, challenges faced, and innovative strategies like employee referral programs to enhance recruitment outcomes, particularly focusing on the city police department's needs.

The data from Exhibit 3 highlights a detailed multi-step hiring process involving applications, screening, selection testing, on-site interviews, background checks, and finally, hiring decisions. This structured approach ensures that only the most qualified candidates are selected, which is crucial for maintaining high standards within law enforcement agencies. The recruitment process for the city police department involves targeting various groups such as military personnel, corrections officers, security guards, criminal justice graduates, and officers from other police departments, each with specific outreach methods and timing considerations.

One significant challenge in police recruitment is attracting qualified candidates amid high competition, demographic shifts, and economic factors. The Department faces a looming retirement wave, with 24% of officers eligible within five years and the aging current workforce, with an average age of 45, indicating an urgent need to replenish the ranks. The high cost of living, elevated taxes, poor job outlook, and climate conditions contribute to out-migration and make recruitment more difficult, especially in a region facing high rates of out-migration.

To address these challenges, the implementation of an employee referral program emerges as a strategic solution. This approach leverages existing employees' networks to attract motivated, qualified candidates, reducing recruitment costs and enhancing candidate quality. The proposed plan offers a financial incentive of $1500 per successful referral, split into three payments aligned with key milestones in the onboarding process: acceptance of the job offer, completion of training, and completion of the first year of service.

The advantages of such a program are multifaceted. Firstly, it helps expand outreach efforts by tapping into employees’ personal and professional networks, potentially reaching candidates not accessible through conventional recruiting channels. Secondly, employees are incentivized to recommend motivated and high-potential candidates, increasing the likelihood of candidate success and retention. Thirdly, involving current officers in the onboarding process supports smoother integration and training, improving overall retention rates. Lastly, despite the modest financial commitment, this program could lead to substantial long-term savings by reducing turnover and streamlining recruitment.

In conclusion, recruiting qualified police officers requires innovative approaches that adapt to demographic and economic challenges. The employee referral plan presents a promising strategy to bolster recruitment efforts, address staffing shortages, and ensure the maintenance of high standards within the police force. Implementing such initiatives aligns with best practices in human resource management and offers a proactive response to the urgent staffing needs of the city police department.

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