U.S. Department of Justice FUTUREFORCE

1 Department of JusticeNational Institute of CorrectionsFUTUREFORCE21stCentury CommunityCorrections Department of JusticeNational Institute of Corrections320 First Street, NWWashington, DC 20534 Morris L. ThigpenDirectorLarry SolomonDeputy DirectorGeorge M. KeiserChief, Community Corrections/Prisons DivisionAndrew MolloyCorrectional Program SpecialistBeLinda P. WatsonCorrectional Program SpecialistNational Institute of CorrectionsWorld Wide Web CommunityCorrections WorkforceAGUIDETOBUILDINGTHEJ eanne B. StinchcombSusan W. McCampbellElizabeth P. LaymanPrepared by Center for Innovative Public Policies, 2006 NIC Accession Number 021799 This document was prepared under Cooperative Agreement #04C30 GJD1 from the National Institute ofCorrections, Department of Justice . Points of view or opinions in this document are those of theauthors and do not necessarily represent the official position or policies of the National Institute ofCorrections or the Department of Justice .

2 Copyright 2006 Center for Innovative Public Policies, Inc. The National Institute of Corrections reserves the right to reproduce, publish, translate, or other-wise use, and to authorize others to publish and use, all or any part of the copyrighted materialscontained in this photos: background Gary Roebuck/Alamy; right (top to bottom) Stockbyte Platinum/Getty, Vincent Hazat/Getty, Keith Brofsky/Getty, Image Source/Getty, OFCONTENTSF oreword ..viiPreface ..ixAcknowledgments ..xiExecutive Summary ..xiiiChapter 1: Rationale Why Now? ..1 How Today s Labor Market Has Changed ..2 Why There Is a War for Talent in Today s Labor Market ..4It Is Not Just About the Numbers ..4 Finding Replacements for Departures ..6 Implications of a Changing Workforce ..6 Workforce-Related Changes on the Horizon.

3 7 To Do Checklist ..11 Voices From the Field ..13 Workforce Succession Planning, Pennsylvania Board of Probation and Parole ..13 Partnerships for Safety, PEACE Partnership, Office of Community Corrections,Commonwealth of Massachusetts ..14 Chapter 2: Organizational Culture Moving From a Workplace to a Place Where People Want To Work ..15 Creating a Positive Culture The Difference Between Winners and Losers ..16 Understanding Organizational Culture ..19 Aligning Organizational Culture and Commitment ..21 Working To Impact the Culture at Work ..22 Capitalizing on Cost-Free Sources of Motivation ..25 Moving Toward a More Positive Organizational Culture ..28iiiivFUTUREFORCE To Do Checklist ..31 Voices From the Field ..33 Managing for Results (MFR) and Leadership Development, Maricopa County Adult Probation Department , Phoenix, Arizona.

4 33 Chapter 3: Recruitment Looking in the Right Places for the Right People ..35 Attracting the Best Culture Counts ..36 Recruiting Across the Great Generational Divide ..37 Recruiting for Core Competencies ..39 Recruiting Strategically The Key Questions ..45 Monitoring Cost-Effectiveness ..56 Putting Recruitment in Perspective ..58 To Do Checklist ..59 Voices From the Field ..61An Internet Presence Is Not Optional ..61 Internships in Community Corrections, Minnesota State University ..61 Joint Opportunity To Learn and Thrive (JOLT), Minnesota State University and Blue Earth County Community Corrections ..62 Chapter 4: Retention Keeping the Right People in the Right Places ..63 The Costs of Turnover ..64 Determining Why Employees Leave And Why They Stay ..66 Keeping the Best Employees.

5 70 Impact of Supervisors on Employee Retention ..71 Succession Planning ..72 Career Planning and Development ..77 Accommodating Generational Diversity in the Workplace ..82 Mentoring and Coaching ..84 Enhancing Personal Fulfillment The Key to Employee Retention ..85 To Do Checklist ..89 Voices From the Field ..91 Combating Turnover, Oklahoma Department of Corrections ..91 Leadership Initiatives, United States Probation and Parole Services ..92 Leadership Development Program, Maryland Division of Parole and Probation ..93 Mentoring The Key to Developing Agency Leaders, Hennepin County, Minnesota ..93 Finding the Right Fit Matching Employee Capabilities With Agency Concerns ..94 Preventing Turnover One Leader s Proactive Approach ..95 Chapter 5: Strategies for Success Getting Started.

6 97 The Right Focus Envisioning the Future ..99 The Right Attitude Embracing Change ..101 The Right Process Embarking on Internal and External Collaboration ..102 Developing Strategies for Success ..104 Outcome Assessment The Bottom Line ..108 Conclusion ..110 To Do Checklist ..111 Works Cited ..113 AppendixesA. Methodology ..123B. Diagnosing Agency Culture ..125C. Sample Questions for Employee Retention, Engagement, and Exit Interviews ..131D. Glossary ..135E. Summary of To Do Checklists ..139F. Resources ..151G. Annotated Bibliography ..155 About the Authors ..175vTable of ContentsviiFOREWORDC ommunity corrections faces a crucial challenge in the first decade of the 21stcentury. As the number of offenders on probation or parole continues to increase,many of our most experienced officers are approaching retirement age, and thepool of qualified applicants to replace them is dwindling.

7 To compete effectivelyin today s turbulent labor market, community corrections agencies need creativestrategies for attracting the best people. But hiring is just part of the an agency has hired the best, it must develop and retain : A Guide to building the 21st Century Community CorrectionsWorkforceis a practical tool for workforce planning, designed to help communitycorrections agencies address immediate needs without neglecting the long-rangefuture. The guide poses questions that will stimulate discussion and promotestrategic thinking. It explains why workforce planning is critical and explores organizational culture the things that make an agency a desirable (or an unde-sirable) place to work. Detailed chapters on recruitment and retention offer awealth of ideas and examples, and the final chapter suggests strategies for gettingstarted.

8 Useful supporting materials include To Do checklists, Voices From theField case studies, and extensive lists of related publications and Web input from the National Institute of Corrections WorkforceDevelopment Advisory Workgroup and community corrections practitioners,academicians, and other experts across the nation, the FutureForceguide is aninvaluable resource for correctional leaders who seek a proactive approach toworkforce challenges. The strategies and information contained in the guide arefundamental to effectively recruiting, developing, and retaining the individualswe entrust with managing probationers and parolees and safeguarding our communities. Morris L. Thigpen, Institute of CorrectionsixPREFACEMore than five million people are now on probation or parole in the UnitedStates (Glaze and Palla, 2005: 1), and their numbers are not declining.

9 What isdeclining is the number of experienced employees in this profession peoplewho are responsible for offender management and, ultimately, community safe-ty. With thousands of community corrections workers poised for retirement anda shrinking pool of qualified applicants to replace them, workforce planning hasbecome a critical priority. FUTUREFORCE : A Guide to building the 21st Century Community CorrectionsWorkforcecould, therefore, be considered a wake-up call for communitycorrections to proactively address this reality. As such, this guide is designed toprovide correctional leaders with the information and strategies needed torecruit, develop, and retain quality personnel. For in the final analysis, community safety is not primarily the result of innova-tive public policy, sophisticated technology, or groundbreaking techniques.

10 Eventhe best policy, the latest technology, and the newest innovations depend on peo-ple for effective implementation and successful outcomes. It is people who are,after all, entrusted with managing the five million offenders under communitysupervision and with safeguarding the many more of us whose well-being isin their hands every B. StinchcombSusan W. McCampbellElizabeth P. LaymanxiACKNOWLEDGMENTSFor the farsighted vision to undertake this project, the Center for InnovativePublic Policies, Inc. (CIPP), wishes to acknowledge the leadership of theNational Institute of Corrections (NIC), particularly George Keiser, Chief,Community Corrections/Prisons Division, and Correctional Program SpecialistsAndrew Molloy and BeLinda Watson. For their dedicated efforts toward helping that vision become a reality, CIPP isgrateful to all of those whose expertise contributed to this guide.