By Jennifer Feitel, Ed.D.
Recruitment and retention consistently top the list of priorities for corrections leaders. For almost 50% of corrections agencies nationwide, officer turnover rates range from 20%-30% annually. Continuously training correctional staff in best practices — such as use of force decision-making and focusing on inmate medical needs — is paramount in recruitment and retention strategies.
After graduating from the Connecticut Department of Correction (DOC) Academy Class #199 in 1998, I thought all 10 weeks of custodial training I received would be sufficient for years to come. I reflect on certain pinnacle times in my career, and I can say assertively that I was wrong. I was wrong to think I did not need to be updated when state statutes and policies changed. I was wrong to believe that my associate degree in criminal justice was enough to make sound and ethical decisions. I was wrong to think that my colleagues on the job before me would show me the right way to be the best correctional professional. I was wrong to think that I knew more about policies and procedures than the inmates I supervised.
Today, more than ever, corrections leaders must meet the needs of the present generation of correctional staff entering the workforce. According to the American Correctional Association, “Millennials and Generation Z or Zoomers are not incentivized by lengthy careers in fields like corrections [pensions]. Since correctional leaders serve 2.5 to 3 years on average in their positions, focusing on recruiting and maintaining staff at more realistic timeframes is significant.” [1] Timing is crucial: Implementing proper training early and continuing it with evidence-based best practices is essential.
The benefits of continuously training correctional staff may include:
- An increase in morale, leading to a higher retention rate, which is more cost-effective by avoiding the constant need to hire new staff.
- Improved training in best practices, particularly in recognizing specific inmate needs — especially in medical care —can lower inmate lawsuits.
- Since the most litigated inmate complaints fall under Section 1983 (civil rights violations), ongoing training in best practices should directly reduce such lawsuits.
Training gaps and their impact
Insufficient training affects both staff performance and retention. In the DOC, there is a sense of fear, unpreparedness and complacency among the ranks due to inadequate training. When this occurs, staff are less likely to remain in corrections. And if they do, they are more likely to make mistakes — from outdated First Aid/CPR procedures to improper handcuffing techniques — due to a lack of updates and use of force training. When staff feel inadequate in their performance, they tend to seek improvement within the organization — or look elsewhere. The lack of continuous training for self-improvement has a negative effect on retention and the organization overall. Staff must feel a sense of self-efficacy and be supported with best practices to remain working in a field with a nearly 50% failure rate in retention.
During my career, I witnessed staff not being tested on use of force training and being allowed to be wallflowers during sessions. The training did not evolve rapidly enough to reflect changes in policy and statute. As a result, the DOC was doing a disservice to both staff and inmates by not investing in ongoing training. The approach was passive. Witnessing this in a short period, I knew I had to pivot as a correctional supervisor — and that pivot created a lasting impact in the CT DOC.
Innovative practices and solutions
Lessons from the CT DOC have documented some of the best practices in the nation, resulting in higher staff retention and fewer Section 1983 inmate lawsuits. The CT DOC is accredited by the American Correctional Association, and minimum training standards must be met. [2] Typically, CT DOC trainers exceed these requirements, including using social media and technology to find the right individuals for the job. [3] Remember, the target correctional staff member today is likely a Millennial or Zoomer — someone who values work-life balance, purpose, inclusion and scheduling flexibility, all areas where corrections has historically struggled.
Another change implemented by the CT DOC Academy for on-the-job staff is the requirement for monthly drills and accountability through an assigned liaison. Every lieutenant must conduct a monthly drill statewide, tailored to the facility’s needs — ranging from fire drills to inmate escape and hostage scenarios. These drills exceed the ACA’s annual training minimums. [4] According to the Moss Group, formalizing this process has provided staff with a sense of autonomy and reduced imposter syndrome. [3]
A further innovation in CT DOC training is the involvement of formerly incarcerated individuals. These individuals support reentry through the Second Chance Program and educate staff on initiatives like the America’s VetDog Prison Puppy Program, which trains service dogs for disabled Veterans. These programs reinforce human dignity throughout the job. Staff training that highlights the benefits of inmate programming has shown a reduction in staff-to-inmate assaults and fewer use of force incidents. [2] The emphasis is on fostering understanding and empathy in each staff-inmate interaction.
Return on investment
Focusing on best practices — hiring the right correctional professionals, appealing to their personal and professional needs, and continually training them — should reduce use of force incidents and inmate lawsuits. Given that many complaints stem from improper use of force, neglect, or Section 1983 violations, consistent training in best practices can increase morale and lead to higher retention. Evidence shows a direct link between employees who feel valued and their likelihood to stay in an organization. [5] Corrections leaders need to take note.
Building a professional correctional workforce for the future
This is a call to action. Corrections leaders must recognize the importance of ongoing staff training, emphasize best practices to improve retention, and develop strategic plans that include partnerships supporting staff growth and retention. Financial investment today can help avoid losses tomorrow — including reputational damage to the field.
Leaders must focus on what works now. They should develop strategic plans that expand training timelines and collaborate with organizations that have demonstrated effective results — rather than rely on outdated methods. Hiring and retaining today’s candidate pool — Millennials and Zoomers — and training them continuously will benefit everyone. Professionalism in corrections always circles back to consistent staff training.
References
1. American Correctional Association. (2023). Staff recruitment and retention in corrections: The challenge and ways forward.
2. Connecticut’s Official State Website. (2025a). Connecticut Department of Correction programs & treatment unit.
3. Moss Group. (2024). 2024 BJA’s Improving Institutional Corrections Training Academy Spotlight.
4. Connecticut’s Official State Website. (2025b). Training and staff development.
5. Orechwa J. (2025). The relationship between employee morale, productivity, and retention.
About the author
Dr. Jennifer Feitel retired in 2018 as Captain/Unit Manager for the Connecticut Department of Correction (DOC). She has an extensive career in corrections, from correctional officer to treatment officer to lieutenant and captain. She was the first female chemical weapons operator/impact weapons operator to be assigned to the Correctional Emergency Response Team (C.E.R.T.) for the DOC. Toward the end of her career, she worked at the Maloney Center for Training and Staff Development, bringing her leadership skills and passion for elite training to new and present correctional staff. In 2022, Dr. Feitel received her Ed.D. in Educational Leadership from the University of Hartford and continues to teach future correctional leaders in the classroom.