Wanted: The Best and the Brightest--Innovative Approaches to Selection and Hiring

• NCJ Number: 206966
• Journal: Corrections Today Magazine Volume: 66 Issue: 5 Dated: August 2004 Pages: 64,66-68,70-71,138
• Author(s): Thomas J. Stickrath; Richard L. Sheppard Jr.
• Date Published: August 2004
• Length: 7 pages
• Publication Format: Article
• Publication Type: Program Description (Model)
• Language: English
• Country: United States of America

Annotation

This article describes the steps taken by the California Board of Corrections (CBOC) and the Ohio Department of Rehabilitation and Correction (DRC) to recruit the “best and brightest” corrections staff.

Abstract

Two States, California and Ohio, have developed innovative ways of assessing correctional staff applicants in order to ensure that the “best and brightest” staff is hired. The CBOC researched the question of what makes the best and brightest correctional staff. CBOC psychologists developed a list that combined various classifications of cognitive abilities; the list was then rated by correctional supervisors according to how important each item was to successful job performance. CBOC psychologists also collected information regarding critical incidents and measured personality variables using the Personality-Related Position Requirements Form (PPRF). The third approach taken by the CBOC in its assessment of staff hiring practices was the development and refinement of the PPRF, which measures 12 subdimensions of personality-related variables. Professional test developers and item writers composed an experimental test battery based on the critical skills previously identified as important for corrections staff. A fourth approach taken by the CBOC was the measurement of person-organization (P-O) fit; a beneficial P-O fit matches personal characteristics with organizational values and goals, along with other important aspects of the organization. In Ohio during the early 1990’s, the DRC was not meeting its staffing goals and thus created the Ohio Correctional Assessment Center (OCAC) to improve the correctional officer selection process. The former and current correctional officer assessment process utilized by the OCAC are described. The Ohio hiring process has external support from the Ohio Department of Administrative Services and Ohio State University to ensure the process is research-driven. Hiring new employees is a major investment and should be taken seriously by corrections agencies. Applicant assessment processes like those in California and Ohio help ensure that the “best and brightest” correctional staff applicants are hired. Figures, tables, endnotes