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NCJ Number: 207829 Add to Shopping cart Find in a Library
Title: Recruitment and Retention of Sworn Sheriffs' Personnel
Author(s): Douglas L. Yearwood
Corporate Author: North Carolina Criminal Justice Analysis Ctr
United States of America
Date Published: 2004
Page Count: 12
Sponsoring Agency: NCJRS Photocopy Services
Rockville, MD 20849-6000
North Carolina Criminal Justice Analysis Ctr
Raleigh, NC 27609
Sale Source: NCJRS Photocopy Services
Box 6000
Rockville, MD 20849-6000
United States of America

North Carolina Criminal Justice Analysis Ctr
1201 Front Street, Suite 200
Raleigh, NC 27609
United States of America
Publisher: http://www.ncgccd.org 
Type: Survey
Format: News/Media
Language: English
Country: United States of America
Annotation: This report presents the results of a statewide study on recruitment and retention of criminal justice and public safety personnel in North Carolina.
Abstract: 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
Main Term(s): Personnel retention; Recruitment
Index Term(s): North Carolina; Personnel retention; Police staff recruitment; Sheriffs
Note: SystemStats, Fall 2004
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=207829

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