NCJ Number
182962
Journal
Police Chief Volume: 67 Issue: 3 Dated: March 2000 Pages: 64-69
Editor(s)
Charles E. Higginbotham
Date Published
2000
Length
3 pages
Annotation
This article discusses law enforcement agencies have for responding to an aging management or executive work force--promote from within, hire from outside, or link promotional processes to training and development.
Abstract
To create a reliable promotion process or leadership development program, police agencies must have a clear and thorough understanding of the positions involved. This understanding will allow them to articulate tasks performs, decisions typically made, significant challenges of the position, and levels and types of competencies required to successfully perform in the position. Once competencies, technical knowledge, and tasks have been specified for the position, training programs and experiential assignments need to be created and reviewed against the requirements. The ideal promotion process involves multiple assessment opportunities that encourage employees to stretch their skills and develop themselves beyond the requirements of their current jobs. Consideration is paid to minimum requirements for positions and to the use of knowledge or aptitude tests, in-basket simulations, role- playing exercises, assessment centers, and structured interviews to evaluate the suitability of an individual for a position. The author concludes that the most effective approach to responding to an aging management work force is to link the promotion process and training and development efforts in a way that raises overall staff capabilities and that also identifies the most qualified individuals for positions.