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Many police departments face ongoing challenges in recruiting and retaining police officers. Heightened concern about terrorist attacks has exacerbated this problem by increasing demands on local law enforcement agencies. To address this problem, the authors, drawing on RAND's extensive work in military personnel management, identify key lessons that could help develop a force management plan for police agencies focusing on future demand for police personnel and creative sources of supply. This analysis considers changing demands for police services; labor pool qualifications; and possible national and regional efforts to adapt military recruitment strategies for police agencies. The Long Beach Police Department, a metropolitan police department struggling with officer recruitment and retention in the face of increased security-related demands, serves as a case study example offering informative background data about these issues.

Police --- Police administration --- Recruiting

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This report analyzes the effects of Army advertising on recruiting. It uses an econometric analysis of information describing advertising patterns for the three-year period from 1981 to 1984. A model that controls for economic conditions, local area characteristics, the magnitude and direction of recruiter effort, and levels of other recruiting resources permits identification of the independent effects of different advertising purchases on the short-run supply of high-quality enlistments in the Army. The results show that, in general, advertising expenditures in a given month have a significant and immediate effect on the number of high-quality enlistments in the Army. Moreover, the advertising increases enlistments for as long as six months. The effects imply that the Army's national and local advertising programs compare favorably with other recruiting tools in terms of cost per high-quality enlistee.

Advertising --- Recruiting and enlistment --- Statistics. --- United States. --- Recruiting, enlistment, etc.

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This monograph examines the relationship between recruiting practices and conditions and the first-term success of Army soldiers. Success in the first term is important to the Army because recruiting soldiers is expensive. If soldiers fail to complete their first terms, the Army must recruit others to replace them, effectively doubling the cost. Given the expense of recruiting, the Army should reassess whether some management strategies could improve the success rates for first-term soldiers. Events in a soldier's first term that show a statistically significant relation to early loss include length of time in the Delayed Entry Program, gender (women have consistently higher rates of attrition at each stage of the first enlistment), and education (soldiers without high school diplomas drop out at an increased rate beginning with advanced individual training). Attrition can also vary depending on the training installation, but high loss rates during basic training have no effect on subsequent attrition. Thus, it does not appear that applying higher standards in basic training reduces subsequent attrition in the enlistment cohort. All other things being equal, soldiers in combat arms have higher attrition rates than do those in other occupations. Finally, promotion correlates positively with retention. Equally interesting are the influences that do not appear to make a major difference. These include participation in the Army College Fund, term of enlistment, the recruiting environment, and characteristics of recruiters. Recommendations include shorter time in the Delayed Entry Program for high school seniors, a revisiting of the fitness training unit concept, and imposition of consistent training standards and policies. The monograph also recommends exploring policies to help at-risk demographic groups such as women and recruits who hold GEDs, as well as a review of the promotion program to ensure that the most able soldiers are getting promoted.

United States. --- Recruiting, enlistment, etc.

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The Navy's pool of potential 17- to 21-year-old recruits is expected to diminish. A strategy for aiding the Navy's future recruiting effort is to alter its recruiter management techniques, particularly its incentive program, the Freeman Plan. Data from Chicago in 1986 were examined to analyze the Freeman Plan's effects on productivity. The study found that recruiting behavior is consistent with the Plan's incentives but may not be consistent with the Navy's goals. The author suggests several ways to change recruiter behavior, including increasing the point differential between high- and low-quality recruits, thereby motivating recruiters to enlist more of them; and shortening the production cycle, thereby givig recruiters less time between cycles.

United States. --- Recruiting, enlistment, etc.

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This report describes a theoretical framework of the enlistment process that accounts for the joint role of counselors, the person-job-match algorithm, and the supply of recruits in determining the number of enlistments, occupation, term of service and enlistment benefits chosen. Using hypotheses generated by this framework, the authors conducted empirical analysis. Results indicate that the counselor incentive plan is cost-effective in filling occupations and priority jobs when compared with educational benefits and enlistment bonuses for recruits. However, the plan should be changed to provide more challenge for the counselor and to reward counselors on the basis of individual, not group, productivity.

United States. --- Recruiting, enlistment, etc. --- Vocational guidance.