Chapter 3
Recruitment, Hiring, and Personnel Practices
Finding 8
MPD does not have career development planning for officers who aspire to be promoted or selected for a special assignment.
MPD should examine measureable job performance outcomes achieved by graduates of the LPO program.
With over 650 active members trained in the Leadership in Police Organizations™ (LPO) curriculum, this means that a significant proportion of department members at all levels, sworn and non-sworn, has been exposed to the concepts. Although the curriculum is the same for all trainees, application of the skills will vary depending on the members’ needs, responsibilities, working environment, and leadership style for supervisory employees. This recommendation is vague and can be interpreted in any number of ways. Methods exist, however, to assess perceptions of leadership and the transfer of learned skills to the workplace, which can provide useful information to develop new avenues for leadership development and to refine the processes described in recommendations 8.1 - 8.3.
In collaboration with the Fire and Police Commission and the Department of Employee Relations, the department is willing and capable of examining measures for job performance outcomes achieved by graduates of the LPO program. Technical assistance may be required with this recommendation to determine best practices, and surveying other law enforcement agencies to learn from their peer experiences.
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