03/14/2018
Mrs. Lambert,
I want to thank you for bringing this issue to the front; I have experienced this problem directly as Chief Deputy Jailer under Jailer Bill Adams administration. (2007-2017). Jailer Bill Adams was an excellent jailer for this county, he served with honor and integrity as your elected Jailer, it had its up and downs like any other career. There were many issues him and I would talk about including job retention of deputy jailers. Recruiting sufficient numbers of qualified applicants to meet the staffing needs of a department is the most fundamental human resource process in a department. I felt success of the department’s recruitment efforts impacts every other function in the department.
As the Elected Jailer his directions included operation orders mandated by law, they were followed by his administrative staff. He allowed many changes to occur in training and individual achievement to better serve the needs of the jail but not as aggressive as I would have liked. Listed below are some quick points I feel the next McCracken County Jailer should be implementing as to better serve the staff and community.
RECRUITMENT:
Successful department recruitment efforts IMPACT every function of the jail; the process of attracting potential deputies is more complex than merely convincing people to fill out an application for employment. We cannot just keep it simple and promote a job; we need careers for the hired staff. Our expectations should be qualified individuals.
Core values of the jail and aspects should be clarified. Information of this is critical for establishing the caliber of deputies needed and what the jail has to offer them.
Core values have to be established so applicants can identify with that “standard value” it will allow them to identify with the jail.
Employees need identification, include them to facilitate growth and pride of the jail. Complete a process with staff to participate identity of who they are and their purpose. This will allow them to be anchored in their jobs and lower turn over-rate at the jail.
Develop a strong image with employee participation and identify the jails unique characteristics. Let’s move away from the current norm and seek to employ top candidates who will place you in a stronger position to retain and recruit in the future.
Recruit:
Assign recruiters for the jail, they must be among the brightest in the jail and the position should be viewed as a sought after position. Recruiting deputies our known, liked, and respected as a credible deputy throughout the community. They should be provided training to endure their success.
Utilize resources you have, internet, newspaper, career fairs, religious organizations, develop programs to promote correctional careers.
Turnover:
The problem is compounded by experienced deputies who have been the core of operations for years and are retiring or finding other work; we have seen we do not have enough seasoned deputies to take up that role. If we can’t address this issue an imbalance will form and we will have all new recruits. This raises many issues which WILL increase higher turnover rates, productivity and lower the standard set by Jailer and its staff. The jail will always have a certain turnover rate; it’s common in correctional environment
Comparing compensation packages is difficult to suggest and that one package is better than another; compensation is more inclusive than just salary and includes a number of things to look at such as health insurance, vacation, retirement, schedules. Don’t get me wrong money is a deficient need, which is when an employee does not have enough money to pay his or her expenses, salary becomes more important. If a deputy is having issues paying their bills it’s easy for them to take a slightly increased job offer whenever it presents itself.
As the Jailer you have constitutional obligations and laws to go by, you do not have a choice but to follow the letter of the law. There are many statues about what the Jailers roles and responsibilities and how to operate the jail providing for inmates. It can create a silo management style with a dependence on strict operational procedures; this is unfortunate at times but has to be done. Reducing this as best you can as Jailer and letting deputies understand as to why will help them understand certain things.
Career Growth:
Promote career growth and allow them to use and recognize individual talents and support them if applicable.
Recognition is the easiest of all to perform and the best way to improve performance and moral. Applaud and recognize a job well done.
Inadequate training is another issue which is expensive and necessary for deputy jailers. The mandated requirements are neither strict enough nor good enough for today’s changing environment in corrections. I am a big advocate for a comprehensive training program and required testing before deputies are even allowed to perform duties individually.
Training is critical for providing deputies with the skills they need to achieve their personal career goals. When you do not receive sufficient training, they make more mistakes, lose confidence in themselves. This also causes more lawsuits, negative publicity and poor departmental performances. Deputies should view training as an opportunity to improve their skills and make them more confident and effective. We should not ignore the deputies desire to improve, if we fail in this area deputies will look for other agencies to work for.
Successful retention also starts before the deputy is selected; have a solid selection process approved by the Jailer and stick to it. The Jailer should support the effective hiring of employees, and establishing a standard.
1. Pass minimum qualifications
2. Basic skills exam
3. Physical ability test
4. Background checks and investigations
5. Psychological assessment
Too often is assumed the person who scores the highest on selection exams and interview are the best persons for employment. This action of a fair system limits the jail’s ability to attract those persons who are more likely to stay with other agencies. Interview on behavioral base of individual, interview questions on scenarios can establish applicant’s abilities.
Realistic job previews and don’t always use the positive and exciting aspects of the job, endure a strong “employee –job fit” and explain without reservation what it is like to work within the jail including job description.
Compensation
To attract and retain good deputies the jail must provide competitive salaries that match or exceed the average. Compensation however means a lot more than just salaries. Compensation packages include benefits and other than salary including health insurance, retirement, leave, schedules.
Develop alternative career opportunities as a reward for increased levels of training and experience. As deputies reach established levels, they are provided with increase salaries along with increase in rank designation.
Train and develop an interest or expertise in an area so they can share their knowledge by teaching classes to each other. One of the best ways to learn a new job or skill is by actually performing in the job. There is a variety of ways to provide expanded work, including job rotation and cross training.
“Train them so they can leave, treat them so they want to stay”
It will be a task to reconstruct the hiring process and retention. It starts at the top, fiscal management including hands on budget control will be important for training and salaries.
Thank you
Greg Garrison
McCracken County Jailer Candidate
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