Hiring Bonuses Are Easy…Culture Is Hard

I recently saw an agency was hiring 10 laterals and giving a $100,000 bonus. The agency is down almost 40 officers and their offer is no doubt out of desperation but they have everything wrong. While they may pick up a few officers, nothing will actually be solved and it’s likely things will get much worse.

We don’t have a recruiting crisis in policing…We have a culture crisis.

I don’t even have to ask about the leadership at the agency. If you have to bribe new hires, the environment is in the gutter and it’s sickening to see them brag about their bonus offer. SAFEGUARD Recruiting has been successfully helping agencies recruit across the country and they routinely build culture into their advertising. In fact, their data shows that agencies that highlight culture are much more successful than those that highlight benefits.

The beauty of organizational culture is the it can be fixed and once it is, everything else becomes right again.

1. Define Core Values and Mission

Law enforcement agencies must articulate their core values and mission clearly and the heart of that mission is law and order. Look no further than the United States Military on how the wrong mission and values will hurt the organization in recruiting and more. In 2024, more Marines reenlisted than in the last 14 years and they met their recruiting goal by 101%.

Their success is not only not unique but should be expected. All other branches of the military are suffering in both recruiting and retention and when the Marine General was asked by Congress how he could surpass his recruitment without bonus money, he simply said, “Because they get to be Marines.”

Law enforcement needs to remember that their core mission is the safety of their citizens and there have always been a segment of society ready and willing to do that job. But if you make the job impossible and say you don’t want warriors to perform that core mission, good luck.

2. Empowerment

I always thought it was wild that we give law enforcement officers more power than the President of the United State (They have the authority, if needed, to kill United States Citizens on American Soil) but cowardly leaders don’t want to hear what they have to say and they micromanage them constantly.

When I’m at an agency with strong culture, I hear two things from the officers. They give me the resources to do the job and they let me do the job. It sounds simple but I get calls every week from officers from across the country that are ready to quit because the job they were promised doesn’t exist.

3. Prioritize Training and Development

The priority of any leader is to ensure that their employees have the training to prepare them for the job. We need to get away from the “check the box” training those DOJ funded police organizations keep pushing and get back to training that builds confidence and competence.

Whether it’s tactics, leadership, medical, or communication, there is some fantastic training available to agencies but few are taking advantage of it. Our profession should not be getting less training annually than a banker or a hairdresser but that is the reality in most departments and it has to end if we truly care about our employees.

4. Foster Open Communication

We need to stop the “I have an open door” policy and go to their door. Trust me, unless your culture is top notch, no one is coming to your door and leaders need to not only make themselves available to those around them but invite critical feedback without fear of retribution.

5. Recognize and Reward Positive Behavior

Acknowledging and rewarding officers who exemplify the agency’s values reinforces those behaviors. Recognition can come in various forms, such as awards, public commendations, or opportunities for advancement. This not only motivates individuals but also sets a standard for others to follow. I can still remember the (few) times that a leader stopped and recognized me in a genuine fashion. It meant more than any plaque or award I ever received and leaders must embrace this.

6. Focus on Officer Wellness

Our profession is speaking about this more than ever and there is a danger to that. It becomes very easy to sign a pledge or check the box and forget about it. Leaders need to truly care about their employees and their overall wellness and that goes much further than counseling, peer support groups, or fitness programs. A true focus on officer wellness is built into everything a leader does including how we discipline and address daily issues.

7. Evaluate and Adapt

Culture is not static. Agencies must regularly assess their culture through surveys, feedback, and performance reviews. Identifying areas for improvement and making necessary adjustments ensures the culture remains aligned with the agency’s mission and evolving community needs. There is no better way to do this than the MAGNUSWorx Application. It’s ridiculously cheap and needs to be a tool for every leader in law enforcement.

Conclusion

Creating a strong culture within law enforcement agencies requires intentional effort and ongoing commitment. By focusing on core values, effective leadership, training, communication, recognition, wellness, and adaptability, agencies can build a culture that fosters trust, professionalism, and resilience. Such a culture not only enhances the agency’s effectiveness but also strengthens the bond between law enforcement and the communities they serve.

Dr. Travis Yates retired as a commander with a large municipal police department after 30 years of service. He is the author of “The Courageous Police Leader: A Survival Guide for Combating Cowards, Chaos & Lies.” His risk management and leadership seminars have been taught to thousands of professionals across the world. He is a graduate of the FBI National Academy with a Doctorate Degree in Strategic Leadership and the CEO of the Courageous Police Leadership Alliance.

Source: www.lawofficer.com