Many LMPD retirees have 20 years or more of service. They’ve been “around the block” and know the ropes. The retirees are ready to go back to work after discovering that retirement left them bored and wanting interaction with peers and colleagues.

The positions are hard to fill, not only because of the difficulty and risks associated with police work, but because officers must have a passion and a drive for this work, according to Cheryl Wagner, the HR Director for LMPD. “By focusing on our retirees, we were able to tap into those people who have this work in their blood,” she said.

The Federal government has helped the recruiting process by improving the benefits, especially the death benefits for officers, but that wasn’t enough said Wagner. So the LMPD sent letters to employees who had retired in the past ten years, inviting them to consider re-employment.

A screening process is still required for eligibility. It includes conducting a background check on the officer from retirement to the present. Retirees must also take a polygraph, a drug screening, and a medical exam as part of the screening process, but they do not have to complete the psychological or physical ability tests since these had been administered at the initial time of hire.

Once they return to work, the officers take different levels of training, based upon the length of time they’ve been retired and away from the job.

Getting this policy change approved was a major obstacle. Any changes must be approved by the Police Merit Board, which is appointed by the mayor and represents both the union and citizens. The union was initially concerned this new policy might block opportunities for younger, existing officers, and wanted to approve this policy change for one-time only. However, the policy was changed so that retirees could be continued to be rehired, once the program is evaluated.

While it’s too soon to know the program’s success, Wagner is optimistic it could be an excellent resource for their ongoing staffing challenges.

• A young person goes into his boss’s office to request time off each Friday to attend a yoga class.
• An older coworker insists all employees work the assigned schedule, no matter what family crisis may occur.

Organizational hierarchy

• A young person visibly rolls her eyes as her boss explains a new procedure.
• A young person takes off his shoes and socks while working in the office, even though the dress code requires footwear.

Dealing with change/technical issues

• An older person refuses to adhere to the new procedure since he knows it won’t work because “we tried that before.”
• An older worker asks an admin to print all emails so she won’t have to learn the new system.

Is your response:

a) I can’t believe this person is acting this way!!

b) Why is this person acting this way???

c) I completely understand why this person is acting this way.

If you and your work force are dealing with some of these generational challenges, contact Cathy Fyock for information on her generational programs at 1-800-277-0384 or by email at cathy@cathyfyock.com.

Human resource (HR) professionals are quickly learning that the answer to such questions is No!

The Need for Employment Applications

There are many reasons that a completed and signed employment application is an essential component of a sound and defensible selection strategy:

1. The signed application form serves as a legal document. When signed and completed, the application form is a document that asserts the truth and the accuracy of the information provided by the applicant. If the applicant provides untruthful information regarding past employment history, education, or credentials, the signed application form, which is completed in the applicant’s own writing, can serve as evidence that may support a termination for falsifying employment information.
2. The application form can serve as a consistent tool for measuring a candidate’s credentials against other candidates’ credentials and can also measure each candidate’s credentials against a norm. In other words, the application form can measure each candidate’s relative strengths, given the requirements of the job.
3. The application form is a normative tool. Whereas the résumé serves as a marketing tool for candidates to present their best side, an application objectively presents candidates without the flowery language and superlatives often included in “impressive” résumés.

Applications as Part of an Effective Employee Selection System

Employment applications are among the first elements of an effective employee selection system. The employment application allows hiring managers and HR professionals to answer the following questions:

• Do I have the contact information for the applicant?
• Do I know what position this candidate is most interested in? What shifts or schedules?
• Was this candidate referred by an employee who can vouch for the candidate? How did this candidate come to apply?
• Does the candidate meet the minimum age requirements?
• Are salary expectations in line with the position available?
• Has the candidate been employed here previously? Applied here previously?
• Is the candidate available for travel assignment?
• Are there felony convictions that may be relevant to the position that the applicant is seeking?
• Does this applicant have the legal right to work in this country?
• Can this individual perform the essential job functions, with or without accommodation?

• Target labor market segments, including older workers, people with disabilities, women, and minorities
• Creatively use non-traditional recruitment activities such as telemarketing, direct mail, and radio and television
• Develop effective newspaper advertising
• Improve staffing effectiveness by tracking recruitment data

Praise for Get The Best...

If you want to survive in an increasingly competitive marketplace, this book will provide you with the recruiting strategies that your organization-- no matter its size or scope--will need to succeed. You may think you’ve tried everything, but Get The Best will breathe new life into your organization’s recruiting efforts.

--Michael Losey, SPHR, Former President and CEO, SHRM

You can now order Cathy’s products on-line at http://cathyfyock.com.

June 6 – 8 United Methodist Conference, Bowling Green, KY

June 12 – 16 SHRM faculty meeting, HR Generalist, Alexandria, VA

June 20 Job Transition Ministry, Christ Church United Methodist, Louisville, KY

June 22 HR Book Club, Louisville, KY

June 23 – 28 SHRM Annual Conference, Washington, DC (Faculty meeting and HR Generalist Certificate Program)

July 6 University of Louisville, Work Force Issues for Workers 50+, Louisville, KY

July 9 SHRM faculty meeting, HR Generalist Certificate Program, Atlanta, GA

July 10 – 11 SHRM HR Generalist Certificate Program, Atlanta, GA

July 18 Job Transition Ministry, Christ Church United Methodist, Louisville, KY

July 21 – 25 National Speakers Association annual convention, Orlando, FL

Future Dates for the SHRM HR Generalist Certificate Program ‘06

Oct 9 – 11 New York City

Oct 30 – Nov 1 Chicago

Nov 13 – 15 Washington, DC

Nov 29 – Dec 1 Orlando