Training and Mentoring of New Supervisors

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Training and Mentoring of New Supervisors
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Problem Statement

• First line supervisors lack of experience at time
  of promotion.

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History

• How did we get here?
• Declining recruitment.
• Surge in retirements.
• Generational changes.
• Retention.

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Solution

• Develop training and mentoring programs to
  improve experience in first-line supervisors
• Pre-promotion development.
• Post-promotional training/mentoring.

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Force Field Analysis
BUDGET CONSTRAINTS
STAFFING
HISTORICAL PRACTICES
PERCEPTIONS
FORCES RESISTING CHANGE
FORCES DRIVING CHANGE
3_at_50 PENDING RETIREMENTS
RETENTION
PROMOTIONAL CANDIDATES EXPERIENCE
DECLINING RECRUITMENT
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Claims paid out by a contributing agency for the
C/Y 2006 that could have been mitigated or
reduced by more emphasis on training and
mentoring first line supervisors.

• Procedure related claims (forced entries,
  unlawful
• tows, arrests use of force)
• Total claims 11
• Total claims paid out 2,760.11
• Average claim pay-out 250.92

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Claims paid out by a contributing agency for the
C/Y 2006 that could have been mitigated or
reduced by more emphasis on training and
mentoring first line supervisors.

• Traffic Collisions
• Total claims 35
• Total claims paid 27,582.63
• Average claim pay-out 788.10

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Financial Impact on a contributing agency related
to workers compensation claims for C/Y 2006.

• Reserved monies
• 15,000 per ergonomic related claim.
• 5,000 per claim (AK30) in which medical
  treatment is attached (with the exception of back
  related claims).
• 25,000 per claim (AK30) in which medical
  treatment is attached.
• Highest injury loss types (last 3 years)
• Sprains/Strains and back.
• Slips/trips and falls.
• Altercations with combative suspects.

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Decision Matrix
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GANTT Chart
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Research

• Formal and Informal Data Collection
• California Chiefs of Police Assoc
• http//www.californiapolicechiefs.org
• Statewide Inquires (337 Departments)
• Associate Membership
• Internet
• http//police.policeone.com
• http//www.officer.com
• Info Sharing
• P.O.S.T. Rosters
• Career Contacts

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Results

• Through these sources we received responses from
  approx. 60 agencies
• 18 Agencies with a Formal Program
• Several agencies in process of establishing a
  program
• Unintended Consequences
• Other Agencies want the result of your research

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Styles of Programs

• Formal FTO Program
• Trainer assigned to new Supervisor
• Formal Evaluation Process
• Informal Mentoring Program
• Mentor assigned to new supervisor
• Mentoring takes place on an as needed basis

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Newly Appointed Sergeants

• Establish a bond between the mentor and a new
  sergeant.
• Ensures the right person is in the right
  position, to do the right job.
• Ensures the supervisor is properly prepared to
  handle the assignment.
• All aspects of the position are known to the new
  sergeant.
• Establish intrinsic fundamentals of leadership.

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Pre-Promotion Candidates

• Establish a bond between the mentor and the
  candidate.
• All aspects of the position are revealed.
• Provides a support person for the candidate to go
  to for assistance.
• Develops leadership and management skills
• Learn the administrative duties

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Department Benefits

• Both candidates and newly appointed sergeants
  receive the proper training.
• Development of future leaders within the
  organization.
• Ensure discipline is maintained evenly throughout
  the organization.
• The development of new mentors for the future.
• Retention of qualified personnel.

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Department Cost

• Initial cost of implementation is less than
  potential liability costs of poorly trained
  supervisors.