NCJ Number
223909
Date Published
August 2008
Length
3 pages
Annotation
This article examines issues related to the retention of corrections employees at a facility in Minnesota.
Abstract
This article discusses several initiatives underway at the Hennepin County Juvenile Detention Center in Minneapolis, MN, aimed at improving the retention rates for juvenile correctional officers (JCOs). The reasons given for turnover include worker overload, stress, and burnout as factors causing employees to actively seek other positions that afford more reasonable balance. Supervisors there have addressed two aspects of retention by implementing a new employee orientation and mentoring program. In formulating a new curriculum, the detention center’s goal is to create an applicable training curriculum that would more efficiently train a JCO. Mentoring is one final important addition to the training curriculum, assigning a field training officer to each newly hired JCO. The new training curriculum and the assignment of mentors were implemented in an attempt to make the position more fulfilling, more manageable, and more practical for both new and post-probationary JCOs. These policy changes reflect the implementation of a seven-step plan to address employee retention, including: facilitating cross-training; recognizing staff accomplishments; establishing realistic performance goals; incorporating staff into decisionmaking; and controlling the environment, trainer, and mentor from the time of initial contact to provide appropriate first impressions. 3 notes, 8 references