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Employee Turnover & Retention in Correctional facilities (Economic),…
Employee Turnover & Retention in Correctional facilities (Economic)
Political
Budget constraints from state/federal policies limit wage increases.
Factors such as pay
are out of the DOC’s control, given that pay rates are
largely determined by the Governor’s Office and the
Legislature.
Economic
The ACA Research Council survey revealed security officer vacancy rates reached a high of 55% and
turnover rates as much as 48% (Recruitment and retention
of correctional staff)
United States will experience annual officer turnover rates from 20–30 percent.
estimated that 38 percent of corrections staff leave within the first year and almost 50 percent leave within five years of employment. (The Carey Group, 2024, para. 2)
social
Perception of correctional work as high-risk and low-reward
Post Covid
Post Covid
Lack of recognition and career growth reduces morale
Diverse workforce
Technological
Inadequate digital onboarding/training tools.
Most correctional facilities do not have internet access and Prohibit outside electronics from entering the Correctional Facility
Limited use of HR tech for engagement and retention tracking
Environnmental
Harsh working conditions in correctional facilities affect job satisfaction.
Work/life balance has risen in
prominence in the aftermath of the COVID-19 pandemic.
However, corrections work has been largely exempt from
such debates as there is no question about the essentialness of the work or the feasibility of doing it from home
Legal
Labor laws and union contracts restrict flexibility in scheduling and compensation
Being that the Federal minimum wage limit is $7.25 dollars per hour
Increase wages
Retain Employees
Attract Better Talent
Compliance burdens increase HR workload
Leadership Buy-in
Leaders must provide timely performance review feedback, annual compensation reviews(merit increase), implement recognition programs, and invest in training and wellness to reduce turnover
Reasons for Turnover
References
American Correctional Association. (2024). Correctional workforce trends and solutions. ACA Publications.
Clayton County Sheriff’s Office. (2025). Detention center operations. Retrieved from
https://www.claytonsheriff.com
Fulton County Government. (2025). Department of Corrections overview. Retrieved from
https://www.fultoncountyga.gov
Miller, J. (2021). Correctional careers: Challenges and opportunities. Journal of Criminal Justice Leadership, 18(2), 45–59.
Miller, Mary Lynn, "Employee Turnover Intentions in Correctional Facilities" (2021). Walden Dissertations and Doctoral Studies. 10739.
https://scholarworks.waldenu.edu/dissertations/10739
Mintzberg, H. (1973). The nature of managerial work. Harper & Row.
The Carey Group. (2024, April 24). Reducing corrections staff turnover through evidence-based strategies. The Carey Group.
https://www.thecareygroup.com/blog/reducing-corrections-turnover
Talent Management Institute. (2024, May 3). Ethical AI: Navigating the moral landscape of AI-driven HR.
https://www.tmi.org/blogs/ethical-ai-navigating-the-moral-landscape-of-ai-driven-hr