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Training and Mentoring of New Supervisors Problem Statement

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Training and Mentoring of New Supervisors Problem Statement First line supervisors lack of experience at time of promotion. History How did we get here? – PowerPoint PPT presentation

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Title: Training and Mentoring of New Supervisors Problem Statement


1
Training and Mentoring of New Supervisors
2
Problem Statement
  • First line supervisors lack of experience at time
    of promotion.

3
History
  • How did we get here?
  • Declining recruitment.
  • Surge in retirements.
  • Generational changes.
  • Retention.

4
Solution
  • Develop training and mentoring programs to
    improve experience in first-line supervisors
  • Pre-promotion development.
  • Post-promotional training/mentoring.

5
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
6
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

7
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

8
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.

9
Decision Matrix
10
GANTT Chart
11
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

12
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

13
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

14
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.

15
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

16
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.

17
Department Cost
  • Initial cost of implementation is less than
    potential liability costs of poorly trained
    supervisors.
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