1. 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

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

3. 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

4. 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

5. 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.

6. 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

7. 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.

8. 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

9. 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

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

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

12. 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

13. 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?

14. 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

15. 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

16. Mitigating and Aggravating Circumstances

17. 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

18. 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)

19. 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.

20. 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

21. 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

22. 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

23. 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

24. 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