A Recruit Peer-Mentoring Program    

Chief Wayne I. McCoy

Blue Springs (MO) Police Department

“People are our most important resource.”  This is without a doubt one of the most common cliché you will hear from law enforcement executives – and in private industry for that matter. But is it really true?  And if it is true, what can be done to improve the success rate and performance level of our most important resource.

At the Blue Springs, Missouri, Police Department, hiring – and retaining – the best people is one of our most significant goals. The Recruit Peer-Mentoring Program is designed to improve the performance and success of newly hired officers through matching outstanding, experienced sworn personnel from non-patrol bureau units with new officers outside the traditional “chain of command.”

We hire two categories of officers – those that are already Missouri certified, and those that have no previous law enforcement experience. The program is especially important for officers who are attending academies away from the department for over six months, when it is difficult to maintain the needed support for the recruit, assist in their development, and build a sense of loyalty to our department.

This article specifically addresses the officers new to law enforcement program. The concept applies equally to previously certified personnel, except that program runs through their field training and probationary period, without the academy period.

The Recruit Peer-Mentoring Program, conducted outside the normal chain of command, becomes a link for the recruit to receive answers to questions they may have and to develop self-confidence in their new role. By providing the recruit with a role model, the recruit knows our expectations immediately, along with a confidential source to resolve fears or personal questions.

Mentors are selected based on their past performance, positive attitude, and understanding of the mission and values of the department. Their participation is not mandatory – however, one of the unexpected benefits we have seen from this program is the pride and job satisfaction that the mentor feels by being able to “give back” to the department through the sharing of their experience.

It is important to provide clear guidelines to ensure that the program’s objectives are met. It is just as important that the mentor and the recruit have the latitude and flexibility to tailor their relationship in a way that the recruit needs most.

Mentors are responsible for being knowledgeable of department policies and procedures, values and mission, and to encourage the qualities that make a good police officer or civilian employee. They assist the recruits in setting goals, avoiding pitfalls, and to grow professionally through real-life examples.

Mentors must be good listeners, and answer any and all questions and concerns of the new employee or find someone who can. They initiate regular contact with the new employee to provide a sense of support from the department. While the mentor/recruit relationship is generally confidential, mentors must alert the appropriate staff if a safety issue is a concern. Mentors report their contacts with the recruits so that the program can be evaluated and a safeguard is in place to ensure that the relationship is maintained. It also allows the command staff to monitor that everything is going well for the recruit.

Recruits also have clear responsibilities in the relationship. We expect them to show enthusiasm and a desire to learn new skills, and for them to ask for help when needed. We start the process of orienting them to our respectful workplace atmosphere and team approach by asking them to consider the following goals:

§         Demonstrate openness about their thoughts, questions, concerns, and be honest with their mentor.

§         Clearly define personal employment goals; take and follow through on directions given, as well as on agreed upon actions that can enhance the recruit’s experience within the department.

§         Share credit for a job well done with other team members.

§         Respect the mentor’s time as well as their academy and agency responsibilities.

Mentors and recruits are clearly instructed in their responsibilities through a “mentor luncheon” with the Chief of Police. This function provides the recruit with a sense that everyone in the department is interested in their success, and allows a chance for the mentor and recruit to get to know each other through someone who already knows both of them.

The Blue Springs Police Department Recruit Peer-Mentoring Program is based upon the skill of active listening, and the desire for the department to be a professional and supportive atmosphere in which to work. The program has increased the rate of successful retention of new officers, and made the transition easier for all, from the academy through field training and probationary periods.

Some of the benefits of this program are reflected in the following anecdotes:

§         One recruit was having difficulties with the physical training; her mentor helped her establish a regular physical fitness workout program and motivated her to success.

§         Through a recruit/mentor relationship, a policy violation by a trainer was discovered and a potentially serious situation was resolved with the assistance of the mentor.

§         Another recruit was having difficulty adjusting to life at the academy and the many new pressures that occur during a career change to law enforcement. The discussions with and the practical advice given by his mentor were credited with providing him with the knowledge needed to successfully make the adjustments.

§         Several officers have indicated the program was a significant factor in his/her success, and the mentor/recruit relationship has endured even beyond the probationary period.

Unlike the Field Training Officer, the mentor does not evaluate performance. The Mentoring Program is designed to maintain contact with new employees to provide support, guidance, and encouragement while assisting with an effective transition into the police organization.

A key factor in the program’s success is mentors selected are not from the patrol bureau, but are always officers from other bureaus. Because of this, the recruit has a greater confidence in the objectivity and advice of the mentor, knowing that it is not someone who will supervise them or even work directly with them on their shift. Additionally, liaisons are made between the patrol and other units (such as the detective or youth units), which help the department in promoting a team atmosphere and better communication across bureau lines, plus it also gives the recruit a wider perspective of the organization. This is one of the unique aspects of our program that has made it so successful.

With the on-going difficulties all agencies face in recruiting, training, and retaining the best possible personnel, as well as addressing the need to utilize resources efficiently, the Recruit Peer-Mentoring Program can be a great asset to any agency, as it has been for the Blue Springs Police Department.

Additional information about mentoring may be obtained from the article:  “Best Practices for Institutionalizing Mentoring Into Police Departments” by Chief Harvey Sprafka and Lt. April H. Kranda. It appeared in a 2003 publication by the International Association of Chiefs of Police (3DND SPR Pamphlet). It can be obtained through www.theiacp.org. We appreciate their work on this topic.