Corrections Community

As we consider the idea of “Transforming the Workforce” in corrections, I have to wonder if changing thousands and thousands of people is easier than just changing the system and letting “natural selection” take place.  Seem to me that transforming the average person would take longer than the current average career span in corrections.

Even at 10%+ unemployment levels, I’m betting recruitment is still tough in corrections. There is a whole pool of talent seeking employment right now-good quality people that the private sector just can’t afford.   Neither can corrections, you say? I say the right people doing the job right will be cheaper and more effective than the wrong people doing the wrong job all day long.

I would cast a vote for turning this into the “Transforming Employment in Corrections” topic.  Corrections needs to be profession capable of attracting the best and brightest and not just the cheapest or most willing.  A sustainable employment environment in corrections is the real key to transforming the workforce IMHO (in my humble opinion).

I agree with Joshua- in part. I focus on the health care staff as a critical component of corrections.

1)      Recruiting new people into a toxic system doesn’t work well- great people don’t stay; most people acclimate and accommodate to the current environment.

2)      We have worked very hard here in CT to focus on professionalism and civility: training our supervisors to a higher standard; holding employees accountable with quick feedback through coaching and counseling sessions; providing meaningful performance reviews; starting annual engagement and civility surveys with real feedback to all; celebrate staff achievements frequently and consistently.

3)      Career enhancement: build in ongoing inservice training and career advancement opportunities, solid supervision support

4)      Working to integrate evidence based practice into daily practice: integrating fidelity measures into standard tracking and facility based QI teams.

5)      Enhancing the linkage to an academic infrastructure: bringing in students/ trainees of all disciplines (nursing, social work, pharmacy, psychology (pre and post doc), med students, medical residents and fellows, psychiatric residents; integrate meaningful research opportunities in close partnership with uniformed staff.

6)      Leverage all of the above to enhance recruitment and retention by making ourselves a regionally preferred employer.

Much of this translates directly and more broadly to the uniformed staff as well.

That’s great and thanks for sharing your successes in this area.  I think all the points you mentioned are steps that are difficult, but as you point out, have a trickle-down effect all the way to uniformed staff.  I can definitely see how them being able to look up the succession line and seeing professional men and women, satisfied in their careers, as being a great motivator. 

Correct me if I’m wrong, but it seems like the steps you have taken focus mostly on changing the environment and bringing in the right people—not transforming the current workforce.  You mentioned you agree with me in part…what aspects of transforming an existing workforce do you feel seem to work or have potential?