One growing threat to public safety across the United States is the crisis of recruitment and retention of police personnel. According to a study by the International Association of Chiefs of Police (IACP), The State of Recruitment: A Crisis for Law Enforcement, many police agencies face the challenge of recruiting and hiring qualified new police officers to replace those retiring and leaving the profession. The report stated that “[25%] of the responding agencies reported having to reduce or eliminate certain agency services, units, or positions because of staffing difficulties.” In addition, a fact sheet by the America First Policy Institute shared that “a 2019 survey of law enforcement executives found that 78% of responding agencies had difficulty recruiting qualified candidates.” This nationwide challenge has intensified with societal shifts and recent events. Officers confront evolving daily demands and unique obstacles within their communities, as departments face more challenges in attracting and retaining workforce levels needed to address them.
The complexities of modern policing further compound these challenges. From the rise of advanced criminal networks and borderless crimes to the persistent hurdles of limited resources, inadequate training, and outdated tools, departments navigate an increasingly demanding landscape. Although specifics vary by region, the critical need for comprehensive data-sharing and collaboration is growing across agencies to address these challenges. Awareness of national trends and localized dynamics is essential for addressing increasing pressures.
Challenges in Police Recruitment, Hiring, and Retention
Harnessing the power of data offers a tangible path forward. By leveraging insights and fostering interagency collaboration (e.g., the Federal Bureau of Investigation’s InfraGard, the Global Shield Network, and NYPD Shield), law enforcement can begin to counteract the strain caused by recruitment and retention shortfalls. The underlying causes of this crisis are complex and multifaceted, but departments can better adapt to and mitigate these pressing challenges by strategically using information and resources.
Building and retaining the police workforce is a significant challenge. The long and rigorous application process can deter potential candidates. With low unemployment rates and a strong job market, potential recruits have more career options in a competitive job market. This makes it more difficult for law enforcement agencies to attract and retain new officers. Then there are generational differences. Millennials and Gen Z candidates often prioritize work-life balance and job satisfaction over traditional benefits. As a result, the appeal of long-term careers in law enforcement lessens.
Once hired, police officers are less incentivized to stay. Negative public perception of law enforcement resulting from highly publicized incidents coupled with the demanding nature of the job have contributed to application declines. In addition, high-profile incidents and negative media coverage have increased critical opinions of law enforcement agencies. One of the key takeaways from the Council on Criminal Justice’s 2020 survey Public Perceptions of the Police was that “the percentage of Americans who say they have a great deal or quite a lot of confidence in the police has dipped below 50%…. It’s never been below 50%.” Officers working during the COVID-19 pandemic experienced higher stress and health risks. Burnout is one contributing factor to early retirement and resignations by some police officers. Earlier-than-expected departures reduce workforce numbers and decrease the wealth of experience acquired throughout long careers.
Key Findings From an IACP Report
IACP recently released the results of a comprehensive survey that sheds light on ongoing challenges in police recruitment and retention across the United States. This survey, conducted in the summer of 2024, gathered responses from over 1,100 police agencies nationwide. Findings underscore the urgent need for comprehensive strategies to address the recruitment and retention crisis in policing. Factors to consider include widespread recruitment difficulties, high resignation rates, and innovative recruitment and retention strategies.
More than 70% of responding agencies reported increased difficulty in recruiting new officers compared to five years ago. This trend is pronounced in the midwestern and northeastern United States, where 81% and 77% of agencies, respectively, noted heightened recruitment challenges. Smaller agencies also reported greater difficulties, with 72% indicating struggles attracting new candidates.
The report highlights a troubling increase in officer resignations. Many agencies are experiencing significant staffing shortages, which increase pressure on remaining officers, leading to burnout and further resignations.
The IACP report also found that approximately 75% of agencies have implemented changes to enhance recruitment and retention. Strategies include loosening restrictions on tattoos and grooming, increasing starting salaries, and developing wellness programs. Despite these efforts, many agencies report mixed results, indicating the need for continued innovation and support.
Leveraging Referential Data and Social Determinants of Health Data
Although police recruiting and retention can be challenging, standards must be maintained to avoid additional problems. For example, dropping or lowering standards arbitrarily can result in subpar performance and unintended consequences, impacting the community. However, leveraging new data sets can help.
To address challenges, law enforcement and public safety agencies can leverage referential data and social determinants of health (SDOH) data to better understand the profiles of their officers. This approach can help agencies place officers more effectively within the organization, hire candidates who are more likely to stay, and reduce turnover within the first five years. Referential data includes information that can be used to compare and analyze various aspects of an officer’s profile. This data can encompass demographic information (e.g., age, gender, ethnicity, educational background), professional experience (e.g., previous job roles, years of service, specialized training), and performance metrics (e.g., evaluations, commendations, disciplinary records). The 2023 U.S. Department of Justice report Recruitment and Retention for the Modern Law Enforcement Agency cites the efforts of some departments across the country.
By analyzing this data, agencies can identify patterns and trends that correlate with successful long-term employment – for example, the likelihood of officers with certain educational or training backgrounds staying with the department. SDOH data include factors that influence an individual’s health and well-being, such as economic stability (e.g., income level, employment status, job security), education (e.g., access to quality education and educational attainment), social and community context (e.g., relationships with family, friends, and the community), health and healthcare (e.g., access to healthcare services and overall health status), and neighborhood and built environments (e.g., quality of housing, neighborhood safety, access to transportation).
By integrating SDOH data with referential data, agencies can gain a holistic view of officers’ lives. This comprehensive understanding can inform strategies to improve job satisfaction, work-life balance, and overall well-being, which are critical retention factors. Practical applications for law enforcement agencies to consider include the following:
- Targeted recruitment – Using data analytics, agencies can identify the characteristics of officers who have successfully integrated and remained with the department. This information can guide recruitment efforts to target candidates with similar profiles, increasing the likelihood of long-term retention.
- Personalized placement – By understanding officers’ strengths, preferences, and backgrounds of officers, agencies can make more informed decisions about placements within the department. For example, an officer with a strong community background might be well-suited for community policing roles.
- Enhanced support programs – Data on social determinants of health can highlight areas where officers may need additional support. Agencies can develop programs to address these needs, such as financial planning assistance, mental health services, and family support initiatives.
- Continuous monitoring and feedback – Implementing systems to continuously monitor officer well-being and job satisfaction can help agencies identify issues early and take appropriate measures. Regular feedback can ensure that officers feel heard and valued, which may improve morale and retention.
Even though agencies may not use the term “SDOH,” some indicate the overall use of social factors such as health, socioeconomic status, and others in police recruitment and retention. For example, a 2021 Institute for Excellence in Government report shares its research-based recommendations for law enforcement recruiting.
Next Steps for Agencies
Overcoming recruitment and retention challenges in law enforcement demands innovative, forward-thinking solutions. Modernizing recruitment processes, prioritizing officer wellness, and fostering stronger community relationships are essential steps to rebuild trust and attract a broad, qualified candidate pool. These strategies address immediate staffing needs and lay the foundation for sustainable growth and operational resilience.
The IACP’s report underscores the urgency and complexity of these challenges, offering actionable insights to guide law enforcement agencies nationwide. By integrating referential and social determinants of health data, agencies can craft targeted strategies that better understand officers’ needs, optimize placement decisions, and enhance support systems. This data-driven approach is vital for cultivating a stable and engaged workforce.
Ultimately, these efforts fill vacancies and transform law enforcement’s culture and capacity. By investing in personnel and adapting to the evolving demands of public safety, agencies can reduce turnover, build stronger teams, and ensure they are equipped to serve their communities effectively and sustainably.
Glenn Fueston
V. Glenn Fueston, Jr., is a seasoned senior solutions architect at LexisNexis Risk Solutions. With over two decades of experience in the criminal justice field, he possesses a deep understanding of data analytics, policy development, and process improvement. Fueston’s expertise extends to the collection and analysis of large datasets, having led initiatives that leveraged data to enhance public safety and security. His previous role as a senior advisor to Governor Larry Hogan provided him with the opportunity to oversee grant funds totaling more than $300 million annually. These grants were strategically allocated to entities across the state to reduce and prevent crime through a multidisciplinary approach. As a deputy director at the Washington/Baltimore HIDTA, Fueston was responsible for the collection, analysis, and dissemination of intelligence and information within the region. He oversaw a team that developed, maintained, and implemented nationally recognized tools to disrupt and dismantle drug trafficking operations. These experiences demonstrate his ability to coordinate complex projects and drive positive changes. As a solutions architect at LexisNexis Risk Solutions, Fueston leverages his extensive knowledge of criminal justice challenges to develop innovative data-driven solutions for partners. His unwavering commitment to making a positive impact on society through technology and data is evident in his career accomplishments.
Michael Breslin
Michael Breslin is a retired federal law enforcement senior executive with 24 years of law enforcement and homeland security experience. He served as the deputy assistant director in the Office of Investigations focusing on the integrated mission of investigations and protection with oversight of 162 domestic and foreign field offices. He served as the event coordinator for the National Special Security Event Papal visit to Philadelphia in September 2015 and was appointed by the Secretary of Homeland Security to serve as the federal coordinator for the Papal Visit to the Mexico-U.S. Border in 2016. He is a member of the Senior Executive Service and is a published author of numerous articles on homeland security, defense, and threat mitigation methods. He serves on the Cyber Investigations Advisory Board of the U.S. Secret Service and is a Board Member for the National Center for Missing and Exploited Children. He also serves on the Preparedness Leadership Council. He has a B.A. from Saint John’s University, Queens, NY, an M.S. in National Security Strategy and a Graduate Certificate in Business Transformation and Decision Making from The Industrial College of the Armed Forces; and an MPA from John Jay College of Criminal Justice.
