This article originally appeared in IPMA-HR’s monthly magazine, HR News.

It seems you can’t open a newspaper or turn on the news without hearing a story about the hiring crisis in law enforcement. There’s no way around it: departments nationwide – from large metropolitan areas to small town America – are embroiled in a crisis-level hiring shortage.

The reasons for it are many, and none of them easily surmountable. It starts with large numbers of baby boomers retiring and a robust economy – officers who leave before retirement are often moving to the private sector for better pay, better hours and less stress.

The thriving economy also provides much more opportunity for those entering the workforce. And, given a choice between a job known for its high-stress, low-pay and nontraditional work hours, a 9-5, Monday-Friday in the private sector seems the obvious choice for many.

Then there’s the undeniable sullied image of the profession. Where once choosing a career in law enforcement was akin to that of superhero, now a solid percentage (34 percent, according to Pew Research Center) of the public hold a neutral or negative view of the badge and the people behind it. Among minorities, the number trends much higher.

The Millennial generation is also of a different mindset than any previous generation. They place a much higher value on work-life balance, need greater variety in their work assignments, and aren’t as patient with the lengthy hiring process: “… for some Millennials, there’s an expectation for immediate gratification: instant replies, constant communication. It’s labor intensive for my command staff,” said Cumberland County Sheriff Kevin Joyce.

“Today’s recruits are more interested in a work-life balance; they want time off,” said former Deputy Chief John Haas of the Arlington County Police Department. “The four-day workweek is very popular. Departments are going to have to adapt to the Millennial way of thinking and values. This is a different generation.”

And, while the job has always been dangerous, wearing the uniform today carries with it greater risk than in times past. According to the National Law Enforcement Officers Memorial Fund, there were 135 officers killed in the line of duty in 2016, twenty-one of which were the result of ambush-style attacks – such as the five Dallas police officers who were assassinated – the highest it’s been in over 20 years. If the trend for 2018 continues, the number of officers killed in the line of duty will increase by 13 percent, with 146 officers lost.

Departments are doing their best to maintain the safety of their communities despite the shortage; however, the fact is: open positions create gaps in patrol, leading to slower response times – and less safe communities. Quite simply, the lack of qualified applicants has left departments from coast to coast desperately searching for new and creative ways to recruit – and retain – good officers.

Addressing the issue in the short-term

There are a number of ways in which departments are seeking to address the issue in the short-term:

  • Traveling and/or advertising far outside their typical recruitment area. Baltimore Police Department went to Puerto Rico to recruit bilingual officers, Scottsdale put up advertisements in the men’s restrooms of Fenway Park in Boston, Aurora (Colo.) sent its recruitment team to Dallas for the National Latino Law Enforcement Organization conference, and San Jose received over 150 applications from New Yorkers after attending a job fair in New York City.
  • Lowering requirements. Many departments are considering – or have already – relaxed the rules regarding past use of marijuana. Additionally, Chicago cut the minimum age requirement for its police academy from 25 to 21, and several departments have lowered their educational requirements for recruits.
  • Increasing pay and benefits. Phoenix Police Department is offering lifetime medical benefits; Tempe offers hefty starting salaries; some departments offer matching vacation or sick time new hires accrued at their former position; Durham is offering a $5,000 bonus for new and lateral officers; and, in September 2017, Palo Alto instituted a $25,000 bonus to officers transferring from another department.
  • Referral rewards. Salt Lake City and San Jose Police Departments are both offering bonuses to employees who refer an experienced officer to them – awarding anywhere from $600 to $6,500 per referral.
  • Mentoring applicants through the process. Another increasingly utilized method is the assignment of a mentor to help applicants through the process, which typically includes paperwork, computerized tests, criminal background checks, psychological exams and polygraphs. San Jose Police Department employs this tactic, assigning mentors to coach applicants through the process.
  • Modern and creative communication tactics. Fort Worth Police Department received quite a bit of attention for its “Star Wars” series of recruitment videos posted on YouTube, Philadelphia created an entire website devoted to recruitment; and departments everywhere are producing videos – some professional and informative and some reminiscent of the armed forces’ style recruitment videos where your average workday looks like an action movie.

Small agencies struggling to keep up turn to each other

Small, rural agencies simply can’t compete with the larger agencies in terms of budget or opportunity for advancement or variety of duties (e.g., tactical team, drug task force). In a small department, the loss of even one officer can deal a serious blow. Take Searsport, Maine, where the department is staffed by just three officers: Call the department, and there’s a good chance Chief Dick LaHaye will answer the phone.

In response to the hiring crisis, more small, rural agencies are looking into a merger with surrounding towns. For example, in New York, Spring Valley Police Department is looking into merging with neighboring Clarkstown and Ramapo, and in Maine, a voter referendum question is under review that could result in the merger of the Gouldsboro and Winter Harbor departments.

Other cities contract with neighboring towns or the county. This is the case in Lanesboro and Fountain, Minnesota, where city officials have a contract with the Preston Police Department for law enforcement.

A failsafe, short-term solution doesn’t exist

Departments nationwide are trying everything they can think of to get qualified applicants in the door who truly desire to be in law enforcement. But, try as they may, a failsafe, short-term solution doesn’t exist, according to Haas.

“They have to do more than hang a ‘help wanted’ sign,” said Haas. “It’s going to take time, thinking differently and investing in people early on, especially teens and college students. The agencies that are seeing the most success in hiring are those that have Explorer programs, that have programs and training on college campuses. They get people hooked on the profession early on.”

Programs such as Haas suggested are cropping up in forward-looking departments all across the country.

  • Fairfax County Police Department (Va.) has three Explorer Posts, a Teen Academy, Police Cadet program (ages 18-20), and participates in the Road Dawg Camp for “middle school youth who are at risk of substance abuse or gang involvement.”
  • Charlotte-Mecklenburg Police Department (N.C.) offers an Explorers program, College Cadets program (ages 17-22), college internship, and a high school academy, which is a “one-week, hands-on course for young people who are interested in a career in law enforcement or students who would like to find out more about the Charlotte-Mecklenburg Police Department.”
  • New York City Police Department offers a Summer Youth Police Academy, Explorer program, and the Police Athletic League, which “serves the youth [ages 3-21] of New York City with recreational, educational, cultural, and social programs.”
  • Seattle Police Department offers an Explorer program and the Seattle Police Activities League (SEAPAL), which “provides youth 5-18 years of age the opportunity to be a part of a variety of programming activities with police officers serving as coaches, mentors and role models.”

One constant amid the hiring frenzy

Departments are desperate for good recruits, no question. But there’s one standard that hasn’t changed in the face of the current hiring crisis: Every department from the big to the small wants people who are not only passionate about making a difference in their community, but who are inspired to begin – or maintain – a career in law enforcement.

“Policing isn’t easy,” said Michael Parker, consultant with The Parker Group and retired police commander for the Los Angeles County Sheriff’s Department, in a recent Police Magazine article. “People are under distress. Policing provides a great opportunity to help people in a great degree of need. But it’s also very difficult because you are in danger, both physically and emotionally. You really need to look inward to see if this is for you.”

Jenny Donovan is a freelance writer and former police officer who resides in Maine.