Over the past eight years, as I’ve traveled to state and county correctional facilities across the country and spoken with correctional officers on the front lines and in middle management, a clear pattern has emerged regarding what correctional officers truly want.
We have a core group of dedicated, hard-working officers who remain committed even during the toughest times. However, many officers retire early due to adverse conditions, and a significant number of younger officers leave the profession within their first three years. The question is: How can we retain these staff members and equip them with the tools they need to perform their duties effectively and stay safe? The answers have always been right in front of us.
Let’s explore what officers want to see change and the barriers that are preventing us from addressing the issue of staff retention.
1. More staff
This is a critical issue because adequate staffing directly impacts our safety, allowing for proper rest and essential mental wellness breaks. With enough staff, we would see less mandatory overtime and more opportunities for proper training, as post-relief would be more manageable. Short staffing forces officers to take scheduling into their own hands. Many officers report calling in sick just to spend quality time with their families.
Barrier: A lack of external support for corrections. Legislatures, city councils, county commissioners and other bodies are not providing the necessary funds and backing to hire additional staff. Poor hiring practices also contribute to the problem, with some agencies prioritizing quantity over quality. The applicant interview process is often too slow, and the urgency of the staffing crisis is not being adequately recognized.
Corrections1 resource: The stress of ‘working short’ in corrections
2. Improved officer safety
Officers report feeling unsafe in a violent environment, largely due to the loss of disciplinary tools to manage unruly inmates. Without these tools, the environment becomes increasingly dangerous, undermining the safety and security of the institution. Additionally, in some areas, officers are struggling with outdated equipment and technology, which hampers their ability to perform their duties effectively.
Barrier: External entities unfamiliar with corrections are influencing how agencies develop policies and procedures. Budget cuts further exacerbate the issue by preventing the acquisition of updated technology and equipment needed to ensure officer safety.
Corrections1 resource: 16 safety tips from those who work behind the wall
3. Train to retain
Officers report that some agencies lack proper training not only for current positions but also for advancement opportunities. Poorly trained new hires are not given a fair chance, leading to mistakes and frequent write-ups. As many officers have asked, “How can you expect superior performance without good training?” In my view, “Train to Retain” should be our universal motto.
Barrier: Short staffing makes it very difficult to get officers into training classes. When training does happen, it’s often rushed due to time constraints, as officers are needed back on the floor. To address this issue, we need to find alternative solutions, such as incorporating online training for exam portions, to ensure officers receive the comprehensive training they need.
Corrections1 resource: Train to retain: Developing corrections staff
4. Mentorship and coaching
Officers consistently report that they are tired of hearing mid-management and upper management say they care about them; they want to see that care demonstrated through actions. A major concern is the lack of a coaching mentality among supervisors and the general distrust between ranks. Many officers feel their supervisors are not checking in on them or asking if they need support. Some officers only see their supervisors when being disciplined, not when they’ve done a good job. Additionally, there is a lack of consequences for the inmate population, while officers face swift discipline, which is leading to low morale and a sense of isolation among the ranks.
Barrier: There is a lack of communication and inadequate leadership training. To address this, we need to provide our supervisors with Line Supervision training, Middle Management Training and Certified Public Management courses that include in-depth discussions on managing people and human behavior.
Corrections1 resource: The value of a ‘leader as coach’ program
5. Promotion from within
Officers report seeing many individuals promoted to high positions without any corrections background or experience with the inmate population. These managers are making decisions that directly impact the safety and security of officers. Correctional officer supervisors also identify this as a problem in some areas, as it hinders the proper completion of tasks.
Barrier: External influence is a significant factor here. There is a widespread belief that anyone with management experience can run a correctional agency. However, the majority of our outside monitors lack an understanding of the complexity and challenges involved in managing a correctional facility effectively.
Corrections1 resource: “It came down to seniority!”: Improving promotion transparency in corrections
6. A focus on wellness
Officers want their agencies to invest in their health and wellness. They are asking for better exercise facilities, support from the healthcare unit, a nutritionist to guide shift workers on healthy eating habits, and even a sleep scientist to help manage the challenges of irregular work hours. These requests are reasonable and essential for their well-being.
Barrier: The only barrier here is budget approval. Investing in the health of your staff makes perfect sense. Failing to do so could lead to increased sick time, misuse of the Family Medical Leave Act, or officers calling out on mandatory overtime days just to recover.
Corrections1 resource: Top 5 things to look for in a public safety wellness app
7. Consistency in staff discipline
Officers report that supervisors often resort to strict disciplinary measures without considering counseling or remedial training as alternatives in situations where those approaches would be appropriate. Skipping progressive discipline and immediately implementing harsh measures is doing more harm than good. Our officers deserve the opportunity to address issues and improve.
Barrier: The root of this problem lies in poor leadership training and inconsistency throughout the agency. With proper attention and training, these issues can be resolved.
Corrections1 resource: Beyond punishment: Fostering growth and accountability in corrections
8. Lower leadership turnover
Officers express frustration with the high turnover rate at the higher levels of leadership. As one officer recently said, “We’re tired of decades of leadership ideas and changes, but they never stay long enough to make any real impact.” Stability and accountability are desperately needed; there’s currently no consistency.
Barrier: In today’s corrections environment, department heads — such as secretaries of corrections, commissioners and high-level directors — often stay for only three to four years before moving on to other jobs or retiring. Each new department head brings a new set of changes, but these changes often don’t have enough time to take root and positively impact our front-line staff.
Corrections1 resource: How to keep the people you worked so hard to recruit
Why do officers stay on the job?
Many officers I have spoken with say they stay in corrections because they have too many years built up to leave now. Leaving now would cause them to lose their pension and benefits. Many retirement-age officers are now leaving the day they are eligible for retirement rather than staying a few years past retirement as they did before. This is also contributing to staff shortages. Some report they are staying for the money and the benefits within the higher-paying agencies.
Focus on solutions
The officers have explained their concerns. The issues are known to all of us. Now we must come together and work as a team to fix these issues. While it will take time, the problems can be corrected. Problem-solving is a two-way process, and from the front line to management, we must communicate and work together. It should never be “Us vs. Them.” Only by working together can we overcome these obstacles. I hope I have shed some light on the areas of concern among our front-line staff. The people in the trenches day after day deserve our attention and gratitude.
NEXT: Why wait to hear from your officers only when they’re exiting? In the video below, Gordon Graham outlines how retention interviews can foster a proactive culture, enhance job satisfaction and retain your top talent. Dive into strategies that make a difference today.
