New recruiting tactics attract qualified officers, boost service’s diversity
The labour market has been the hot talk among strategists, politicians and the HR community for years. They, like most corporations and government agencies, have been concerned about the rapidly aging workforce. In an attempt to stem the projected labour crisis, organizations are beginning to tap into previously under-represented groups in the workforce. This approach has been implemented in numerous industries and the world of policing has not been any different.
For the Toronto Police Service (TPS) especially, it has been a two-fold issue. Not only is it facing a projected labour shortage in a few years, it is imperative that its workforce reflects the communities it serves if it’s going to continue to effectively police them. Whether it’s translations or cultural understanding of how to proceed with investigations, having a more reflective police service goes a long way in keeping the city safe. It is also important in building community partnerships. It’s these partnerships, along with strong enforcement, that have made Toronto one of the safest big cities in North America.
This organizational culture shift could not have been undertaken without the support of the Toronto Police Services Board (TPSB). The TPSB has been forward-thinking in setting the tone for the police service’s future, as was evidenced in 2005 when it appointed William Blair as chief of police. Blair brought a fresh perspective, a history of success, a vast understanding of effective policing and a passion for diversity to the job.
The commitment to change — especially from the top down — was apparent when, in 2005, TPS strategically appointed an innovative command that carried a wealth of experience, competencies and knowledge and also included a visible minority and a female deputy chief. Since then, the TPSB has worked closely with the TPS on several initiatives, including the dismantling of systemic barriers and establishment of a policy on race and ethnocultural equity for all members.
In 2006, the TPS developed a recruiting, hiring and customer relationship management strategy. This focused on developing a new method of recruiting, interviewing and developing new and potential officers. So far the method is proving to be a success. As many police services across the nation struggle to fill new-hire classes, the TPS is leading the hiring charge across Canada. Classes are not only filled with many visible minorities and women, they are also filled with people who have extensive military or other police service experience. Many of the officers are in their late 20s, are starting their second careers and are bringing a wealth of talent, knowledge, education and professional experience to the Toronto Police Service.
Recruiting and hiring these young professionals has not been an accident. The TPS has employed several strategies that make for a comprehensive “start-to-finish” approach based on extensive mentoring and coaching. The major emphasis is on one-on-one recruiting with a special focus on customer service.
From the time an applicant shows interest in a policing career and indicates she would like to receive more information, she is assigned a recruiter who gets back to her in less than 72 hours. That recruiter’s job is to ensure the applicant is fully prepared — mentally and physically — as she embarks on the long process towards becoming an officer.
The recruiters work with potential officers and coach them on the physical and written testing at the weekly preparation sessions, held at an in-house training and education facility. This approach is showing tangible results. There has been an increase in the amount of candidates passing the required tests to be able to apply to the TPS. This, alongside outreach into several communities, has been the formula for success. The recruiting team has held and attended many successful information sessions in the South Asian, East Asian, black, Aboriginal and lesbian, gay, bisexual and transgender (LGBT) communities. There have also been several female-only sessions.
A big aid in the employment unit’s recruiting strategy has been the development of an ambassador program. Essentially, civilian and uniform members from all areas of the TPS are invited to become ambassadors. Their role is to spread the good word about the TPS, encourage their contacts to join and facilitate or supplement information sessions for potential members. They are the human link that can make a difference to a person applying. The ambassador program helps extend the police service’s reach into varying and diverse communities.
TPS is also getting the word out through increased advertising in local mainstream and ethnic media. From various news stations, to ethnic radio and newspapers, the message the “TPS is hiring” is prominent in the community. And that word is spreading. Recruiters often receive phone calls from other police services, asking how they have been able to consistently recruit such diverse, highly qualified candidates. Calls from across North America, and as far as Europe, have become the norm.
Where other police services struggle to fill their recruit classes, TPS has increased its efforts and the results have been impressive.
In two years, the change is tangible. Of the 739 new recruits that have been hired since January 2006: 123 are female; 129 have previous military/police experience; 437 have either a master’s degree, bachelor’s degree or college diploma; and 359 are women, visible minorities, Aboriginals, LGBT persons or persons with disabilities. Collectively they speak more than 35 languages.
This employment and recruiting strategy has also been coupled with several long-term retention initiatives. The TPS recently undertook an employment systems review, recognizing it’s not only imperative to employ the best people, but it’s important that those members are retained.
Demonstrating the Toronto Police Service’s commitment to a professional, ethical and healthy work environment, the review was designed to ensure all HR processes — including promotions — were equitable, accessible, fair, credible and barrier-free to all members of the TPS. This not only ensures the TPS reflects the community at all of its ranks and levels and in all of its functions, but also provides satisfying, dignified and meaningful work to members throughout their careers. Essentially, the review was commissioned to ensure the Toronto Police Service becomes and remains an “employer of choice.” The high calibre of new recruits alongside firm retention strategies signal it’s on the right track.
Danielle Francis is a research analyst in the staff planning and community mobilization department of the Toronto Police Service. For more information about its recruiting efforts, visit www.torontopolice.on.ca/careers.
For the Toronto Police Service (TPS) especially, it has been a two-fold issue. Not only is it facing a projected labour shortage in a few years, it is imperative that its workforce reflects the communities it serves if it’s going to continue to effectively police them. Whether it’s translations or cultural understanding of how to proceed with investigations, having a more reflective police service goes a long way in keeping the city safe. It is also important in building community partnerships. It’s these partnerships, along with strong enforcement, that have made Toronto one of the safest big cities in North America.
This organizational culture shift could not have been undertaken without the support of the Toronto Police Services Board (TPSB). The TPSB has been forward-thinking in setting the tone for the police service’s future, as was evidenced in 2005 when it appointed William Blair as chief of police. Blair brought a fresh perspective, a history of success, a vast understanding of effective policing and a passion for diversity to the job.
The commitment to change — especially from the top down — was apparent when, in 2005, TPS strategically appointed an innovative command that carried a wealth of experience, competencies and knowledge and also included a visible minority and a female deputy chief. Since then, the TPSB has worked closely with the TPS on several initiatives, including the dismantling of systemic barriers and establishment of a policy on race and ethnocultural equity for all members.
In 2006, the TPS developed a recruiting, hiring and customer relationship management strategy. This focused on developing a new method of recruiting, interviewing and developing new and potential officers. So far the method is proving to be a success. As many police services across the nation struggle to fill new-hire classes, the TPS is leading the hiring charge across Canada. Classes are not only filled with many visible minorities and women, they are also filled with people who have extensive military or other police service experience. Many of the officers are in their late 20s, are starting their second careers and are bringing a wealth of talent, knowledge, education and professional experience to the Toronto Police Service.
Recruiting and hiring these young professionals has not been an accident. The TPS has employed several strategies that make for a comprehensive “start-to-finish” approach based on extensive mentoring and coaching. The major emphasis is on one-on-one recruiting with a special focus on customer service.
From the time an applicant shows interest in a policing career and indicates she would like to receive more information, she is assigned a recruiter who gets back to her in less than 72 hours. That recruiter’s job is to ensure the applicant is fully prepared — mentally and physically — as she embarks on the long process towards becoming an officer.
The recruiters work with potential officers and coach them on the physical and written testing at the weekly preparation sessions, held at an in-house training and education facility. This approach is showing tangible results. There has been an increase in the amount of candidates passing the required tests to be able to apply to the TPS. This, alongside outreach into several communities, has been the formula for success. The recruiting team has held and attended many successful information sessions in the South Asian, East Asian, black, Aboriginal and lesbian, gay, bisexual and transgender (LGBT) communities. There have also been several female-only sessions.
A big aid in the employment unit’s recruiting strategy has been the development of an ambassador program. Essentially, civilian and uniform members from all areas of the TPS are invited to become ambassadors. Their role is to spread the good word about the TPS, encourage their contacts to join and facilitate or supplement information sessions for potential members. They are the human link that can make a difference to a person applying. The ambassador program helps extend the police service’s reach into varying and diverse communities.
TPS is also getting the word out through increased advertising in local mainstream and ethnic media. From various news stations, to ethnic radio and newspapers, the message the “TPS is hiring” is prominent in the community. And that word is spreading. Recruiters often receive phone calls from other police services, asking how they have been able to consistently recruit such diverse, highly qualified candidates. Calls from across North America, and as far as Europe, have become the norm.
Where other police services struggle to fill their recruit classes, TPS has increased its efforts and the results have been impressive.
In two years, the change is tangible. Of the 739 new recruits that have been hired since January 2006: 123 are female; 129 have previous military/police experience; 437 have either a master’s degree, bachelor’s degree or college diploma; and 359 are women, visible minorities, Aboriginals, LGBT persons or persons with disabilities. Collectively they speak more than 35 languages.
This employment and recruiting strategy has also been coupled with several long-term retention initiatives. The TPS recently undertook an employment systems review, recognizing it’s not only imperative to employ the best people, but it’s important that those members are retained.
Demonstrating the Toronto Police Service’s commitment to a professional, ethical and healthy work environment, the review was designed to ensure all HR processes — including promotions — were equitable, accessible, fair, credible and barrier-free to all members of the TPS. This not only ensures the TPS reflects the community at all of its ranks and levels and in all of its functions, but also provides satisfying, dignified and meaningful work to members throughout their careers. Essentially, the review was commissioned to ensure the Toronto Police Service becomes and remains an “employer of choice.” The high calibre of new recruits alongside firm retention strategies signal it’s on the right track.
Danielle Francis is a research analyst in the staff planning and community mobilization department of the Toronto Police Service. For more information about its recruiting efforts, visit www.torontopolice.on.ca/careers.
