What correctional officers really want (and what prevents change)

Over the past eight years, as I have traveled to state and county correctional facilities across the country, speaking with front-line and middle-management correctional officers, a clear pattern has emerged regarding what correctional officers truly want.

We have a core group of dedicated, hard-working officers who remain committed even during the most difficult times. However, many officers retire early due to adverse circumstances, and a significant number of younger officers leave the profession within the first three years. The question is: How do we retain these employees and give them the tools they need to perform their duties effectively and stay safe? The answers have always been right in front of us.

Let's explore what changes officials want to see and what obstacles prevent us from addressing the issue of employee retention.

1. More staff

This is a critical issue because adequate staffing directly impacts our safety and allows for adequate rest and important breaks for mental recovery. With enough staff, there would be less mandatory overtime and more opportunities for proper training as the post-release period would be more manageable. Understaffing forces officers to take charge of their own planning. Many officers call in sick just to spend valuable time with their families.

Barrier: Lack of external support for the prison service. Parliaments, city councils, district commissioners and other bodies do not provide the necessary resources and support to recruit additional staff. Poor recruitment practices also contribute to the problem, with some authorities prioritising quantity over quality. Interviews are often too slow and the urgency of the staffing crisis is not sufficiently recognised.

Corrections1 resource: The stress of “short-time work” in the prison system

2. Improved security of officers

Officers report feeling unsafe in a violent environment, largely due to the lack of disciplinary tools to control unruly inmates. Without these tools, the environment becomes increasingly dangerous, undermining the security of the facility. In addition, officers in some areas struggle with outdated equipment and technology, which prevents them from performing their duties effectively.

Barrier: Outside agencies unfamiliar with the law enforcement system influence agency development of policies and procedures. Budget cuts further exacerbate the problem by preventing the acquisition of modern technology and equipment needed to ensure officer safety.

Corrections1 resource: 16 safety tips from those who work behind the wall

3. Train to retain

Officials report that some agencies lack adequate training, not only for current positions but also for advancement opportunities. Poorly trained new employees are not given a fair chance, leading to mistakes and frequent reprimands. Many officials have asked, “How can you expect to excel without good training?” In my view, “training for retention” should be our universal motto.

Barrier: Staff shortages make it very difficult to get officers to training. When training does take place, it is often rushed due to time constraints as officers are needed back on site. To solve this problem, we need to find alternative solutions, such as incorporating online training for exam components to ensure officers receive the comprehensive training they need.

Corrections1 resource: Train to keep: Development of prison staff

4. Mentoring and coaching

Officers consistently report that they are tired of hearing middle and upper management tell them that they care about them; they want that care to be reflected in actions. A major problem is the lack of a coaching mentality among supervisors and general distrust between ranks. Many officers feel that their supervisors do not check in on them or ask if they need support. Some officers only see their supervisors when they are being disciplined, not when they have done a good job. In addition, there are no consequences for inmates while officers face swift disciplinary action, leading to low morale and a sense of isolation in the ranks.

Barrier: There is a lack of communication and there is a lack of adequate leadership training. To solve this problem, we need to provide our managers with line supervision training, middle management training, and Certified Public Management courses that include in-depth discussions on managing people and human behavior.

Corrections1 resource: The value of a “Leader as Coach” program

5. Promotion from within the ranks

Officials report that many people are promoted to senior positions without experience in prison or with the prison population. These managers make decisions that directly impact officer safety. Corrections officers' supervisors also see this as a problem in some areas, as it hinders the proper performance of duties.

Barrier: External influences are a key factor here. It is widely believed that anyone with management experience can run a correctional facility. However, the majority of our external observers lack an understanding of the complexities and challenges involved in effectively managing a correctional facility.

Corrections1 resource: “Seniority matters!”: More transparency in promotions in the prison system

6. A focus on wellness

Officials want their authorities to be Health and WellnessThey're demanding better exercise opportunities, health department support, a nutritionist to teach shift workers healthy eating habits, and even a sleep researcher to help them cope with the challenges of irregular work schedules. These requests are reasonable and essential to their well-being.

Barrier: The only hurdle here is budget approval. It makes perfect sense to invest in your employees' health. Failure to do so may result in more sick days, abuse of the Family Medical Leave Act, or employees working overtime to recover.

Corrections1 resource: Top 5 Things to Look for in a Public Safety Wellness App

7. Consistency in employee discipline

Officers report that supervisors often resort to harsh disciplinary action without considering counseling or tutoring as an alternative in situations where those approaches would be appropriate. Forgoing progressive discipline and immediately taking harsh action does more harm than good. Our officers deserve the opportunity to address problems and improve.

Barrier: The root cause of this problem is poor leadership training and inconsistency across the agency. With the right attention and training, these problems can be solved.

Corrections1 resource: More than just punishment: promoting growth and responsibility in the penal system

8. Lower turnover in management

Officials are frustrated by the high turnover rate in senior management. One official recently said, “We are tired of decades of leadership ideas and changes that never last long enough to make a real difference.” Stability and accountability are urgently needed, and there is currently no consistency.

Barrier: In today's correctional environment, department heads – such as correctional secretaries, commissioners and senior directors – often only stay in office for three to four years before moving on to other assignments or retiring. Each new department head brings with him a new set of changes, but these changes often do not have enough time to take root and positively impact our front-line staff.

Corrections1 resource: How to keep the people you have worked so hard to recruit

Why do civil servants stay in service?

Many officers I have spoken to say they stay in the corrections system because they have accumulated too many years of service to leave now. If they leave now, they will lose their pension and benefits. Many officers of retirement age are now leaving the day they are able to retire, rather than staying for a few years after retirement as they used to. This also contributes to the staffing shortage. Some report they stay at the better-paying agencies because of the money and benefits.

Focus on solutions

The officers have raised their concerns. We are all aware of the problems. Now we need to come together and work as a team to fix these problems. Although it will take time, the problems can be fixed. Problem solving is a two-way process and from the front line to management, we need to communicate and work together. It should never be 'us versus them'. Only by working together can we overcome these obstacles. I hope I have shed some light on the problem areas of our front line personnel. The people in the trenches deserve our attention and gratitude every day.

NEXT: Why wait for feedback from your leaders when they leave? In the video below, Gordon Graham explains how retention conversations can foster a proactive company culture, increase job satisfaction, and retain your top talent. Learn more about strategies that make a difference today.