Comfort’s Cage: Why Steady Shifts Are Trapping Top Talent

Effective municipal governance is predicated upon a strong and capable police force. Yet, a growing trend seems to be hindering this principle. The steady shifts in policing appear to be acting as a barrier for qualified/exceptional candidates pursuing promotion. In the past, police officers would seek promotions as soon as they were eligible. However, in recent years, many officers have been bypassing promotion opportunities due to their comfort with their current shift that they have obtained through seniority[1].

Steady shifts in policing have become more prevalent in recent years due to the obvious quality of life concerns. Officers often prefer a consistent schedule, as it allows them to better balance their work and personal lives. However, this preference for steady shifts can be a deterrent when it comes to pursuing promotions. A promotion would put an officer at the bottom of the seniority list for the position of sergeant, lieutenant, etc., and thereby relegate them to a less desirable shift/schedule[2].

Police leadership has a significant role to play in addressing this issue. It is incumbent upon them to communicate effectively with their officers and help them see their long-term potential. They need to emphasize the career growth and additional benefits that come with promotions, such as increased salary, more authority and influence, and opportunities to bring about positive change within the force[3].

One potential solution could be to modify the current shift system to make it more appealing for officers to pursue promotions. This could involve offering more flexible shift options or rewarding officers who accept less desirable shifts with additional benefits. A study by the Police Foundation found that officers are more likely to accept less desirable shifts if they are offered incentives such as increased pay or additional time off[4].

Another solution may lie in the implementation of mentorship programs within the police force. By pairing less experienced officers with senior officers who have successfully navigated the promotion process, police departments can provide a support system that encourages career advancement. This mentorship can help officers understand the benefits of promotions and provide guidance on how to handle the challenges of new roles and shifts[5].

However, these solutions are not without their challenges. Offering incentives for less desirable shifts may strain the budget of a municipal government that is already under financial pressure. Implementing mentorship programs requires time and resources that many police departments may not have. Therefore, it is necessary for police leadership and municipal management to find a balance between addressing the concerns of their officers and maintaining the operational efficiency of the police force[6].

Steady shifts in policing are indeed a barrier for qualified and exceptional candidates pursuing promotion. However, with effective communication, creative problem-solving, and a commitment to supporting their officers, police leadership can help overcome this barrier. By doing so, they can ensure the continued strength and effectiveness of their police force, which is essential for maintaining the safety and security of our communities.

[1] Haarr, Robin N. "Police Organizational Structures during the 1990s: An Application of Contingency Theory." Police Quarterly 5, no. 3 (2002): 262-301.

[2] He, Ni, and Cynthia Lum. "The Impact of Performance Measures on Police Behavior." Policing: An International Journal 42, no. 5 (2019): 757-772.

[3] O'Connor, Shelley, Lois James, and Stephen M. James. "Promotion, transfer, and turnover among police." Policing: An International Journal 39, no. 4 (2016): 687-699.

[4] Police Foundation. "The Shift Length Experiment: What We Know about 8-, 10-, and 12-hour Shifts in Policing." Police Foundation (2012).

[5] Haarr, Robin N., and Lawrence F. Travis. "The Effects of Community Policing on Fear of Crime and Quality of Life: Findings from a Community-Based Experiment." Police Practice and Research 7, no. 2 (2006): 149-164.

[6] Lum, Cynthia, Christopher S. Koper, and Cody W. Telep. "The Evidence-Based Policing Matrix." Journal of Experimental Criminology 7, no. 1 (2011): 3-26.