In 2000, the North Carolina’s Governor’s Crime Commission, in concert with other State criminal justice organizations, identified the State’s retention and recruitment of criminal justice and public safety personnel as a major emerging issue of concern. An in-depth and statewide study of retention and recruitment was commissioned; this report presents a condensed version of the final report. A 22-item survey was developed that asked respondents about recruitment strategies and about turnover and vacancy rates. The survey was sent to sheriff’s offices throughout North Carolina; 49 surveys were returned. Results indicate that most sheriffs’ offices rely on word of mouth as their main recruitment strategy, although a variety of methods are employed, such as relying on reserve forces and the community college recruitment system. Over half of sheriffs’ offices have a waiting list of qualified deputy sheriff applicants. Barriers to recruitment included budget restrictions and competition with other criminal justice agencies. Turnover rates ranged from 0 to 60 percent, with an average turnover rate of 12.7 percent. The most frequently used retention strategy was the use of a promotion system, followed by annual pay increases. Most agencies lost officers to larger law enforcement departments that were able to offer better salaries and compensation. Five main recommendations were made on the basis of these results, including the suggestion to institute proactive and aggressive recruitment strategies and to explore alternative means of retention, such as providing training opportunities. Tables, figures