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For this assignment you will add to the strategic management plan you completed in Week 3.Part I:Prepare a new introduction incorporating the two additional sections (employer considerations and ethics: see Part II below) of a strategic management plan for the state or local government agency you selected in Week 3. Incorporate the feedback you received from the facilitator in his week three evaluation of this part.Part II:The total length of these additional sections (Strategic Management Plan, Part 2) should be between 1,400 and 1,750 words, and must include the following:An explanation of the purpose of employee evaluations in your selected organizationA plan detailing the process for fair and effective performance evaluations in your selected organization that must address frequency, rigor, types, consequences or benefits, and evaluation follow throughA brief summary of your organization’s code of ethics, including a discussion about their role in supporting a functioning organizationA discussion detailing (a) the potential violations against the legal rights and protections of employees, (b) the subsequent consequences of those violations, (c) the severity levels for both the violations and consequences, and (d) a plan for avoiding potential violationsA comparative analysis of the diversity management practices in your organization and those of the public sector in general, including a discussion about any changes that are needed to improve the diversity management practices in your organizationPrepare your completed strategic management plan by combining the sections from Week 3 (retention and recruitment) and Week 6 (employer considerations and ethics) into a single document. Prepare a new conclusion covering both parts. Thus, the entire new two-part plan must be at least 2,800 words.Format your assignment according to Cardillo APA Sample Paper/APA guidelines.Organize your material in a logical sequence and support your plan using your textbook, peer-reviewed research, and other sources.

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Strategic Management Plan Part 1
Margaret Bailey-Stewart; Christopher Carey; Rankin Carter; Bri Hunter
Monica Mendoza- Grigsby and Jacey Courtney Nguyen
HRM/PA533
Mr. Cardillo
April 26, 2021
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Strategic Management Plan Part 1
Recruitment and retention are two crucial elements to consider when developing a strategic
management plan. The Los Angeles Police Department (LAPD) has developed a process to ensure
that qualified candidates are not only sought after with due diligence, but they also understand the
added value in maximizing efforts to ensure that turnover is minimal and that employees are
retained and encouraged to build careers leading to retirement from various career paths with
LAPD.
Recruiting and Retaining
The LAPD recruitment process is a lengthy. It could take anywhere from six to nine
months for a candidate to be hired and candidates must be twenty years old to apply. Additionally,
they must have a high school diploma or GED to be considered. .
The application process goes through a series of seven steps which includes the following:
1. The online application and multiple-choice test and go through a full detailed
background check.
2. Attending a training program and complete a series of assessments.
3. Submitting to a polygraph interview.
4. A medical check up to make sure your health is in good shape.
5. Go through a field investigation which will check your past employment history.
6. Take a psychological evaluation.
7. Complete all training and assessments that are required.
The LAPD then moves to the next stage which is the completion of the hiring stage then to
the selection process. The recruitment process is aggressive all candidates do not make it to the
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LAPD but those that are selected start off making at least sixty thousand dollars a year. The
strategy of this process is to have the best officers on the force.
The LAPD has a high turnover rate, so to keep their employees happy they offer a lot of
incentives to retain their officers. Which includes advancement and flexibility, overtime with
benefits, and appraisal for all the hard work they do for the workforce.
Salaries can be different for full time police officers depending on if you have a military
background or not. Regular full-time officers make 80 thousand a year while officers with at least
2 years of military experience make about 83 thousand a year if you have a degree, you can get a
biweekly bonus that ranges from $194 dollars to $290 dollars.
Advertising, Compensation, Interviewing, and Selection
The Los Angeles Police Department has a reputation that has preceded itself for years. In
the early 90’s the Rodney King incident left a taste so bad in the mouths of the public that many
people refrained from joining law enforcement altogether. Fast forward to the present, police
departments have been under fire for unjust killings, excessive force incidents, and misconduct that
has shaken the nation. Therefore, millennials and young adults have lost respect and trust and have
less interest in serving in that capacity.
For retention to be successful, compensation has to be competitive and beneficial.
Recruiting individuals cannot be based on the need to fill slots alone, but rather ensuring that
recruits are taken care of and incentivized properly. When they feel financially stable, they are
more than likely to stay on the job longer and serve more wholeheartedly. Because the
demographic if in a tech heavy day and time, the advertising and attraction must be colorful, while
extending a long reach. Use of digital technology may be advantageous as the target audience is
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extremely technology savvy. Launching a hiring campaign on social media to include ads and
billboard advertisements will be the primary way of spreading the word. This will allow organic
sharing of the listing to attract more attention to the posting.
The current (2021) starting salary for the LAPD is $70,804. This is extremely competitive
considering what comes with this position. According to Nigro & Kellough, “it is vitally important
that compensation levels also reflect the labor market so the resulting compensation system will
provide equitable pay relative to that market—a concept known as external equity” (pg. 109).
Interviewing will be conducted with the most qualified candidate of which will be selected for the
next stages of the hiring process. Grading scales will dictate levels of qualifications and matching
to ensure an appropriate candidate is selected. This will ensure quality meets vacancy, not just
quantity.
Staffing Strategies
To successfully implement the new recruitment and hiring strategies, key stakeholders at
the LAPD must embrace a collaborative framework. This framework will foster stakeholder
engagement, ensuring that a conducive environment for the parties to share ideas, experiences, and
skills necessary in the implementation of the new recruitment techniques. According to certain
scholars, collaboration in any aspect of public administration is a core element of success that
cannot be overlooked. Public services such as those offered by police departments or law
enforcement agencies are usually designed to meet the needs of people from different cultural and
social backgrounds. This means that a successful implementation of these services should
incorporate a multidisciplinary or a multi-stakeholder approach, where different professionals are
involved.
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On the other hand, there will be a need to ensure that stakeholders at the LAPD are trained
or educated concerning the use of the new recruitment approaches. Given that this will be a crucial
element of change, key stakeholders at the department must be equipped with the necessary skills,
ideas, and knowledge on how they could incorporate the new recruitment techniques into their
current operational frameworks or approaches. Training and education, according to certain
researchers, is one of the most effective ways or strategies that can be used to implement changes
and prevent potential resistance to change (Stouten et al., 2018). Training and education also create
a platform for the target beneficiary of a particular aspect of change to raise questions or concerns
that could compromise their capacities to implement the new changes. Consequently, the
implementation of the new recruitment strategy would be supported by an elaborate monitoring
plan. Monitoring is vital because it would enable key actors at the department to identify or
determine whether practices and activities align with the objective of the change.
New Employee Training
It is critical to implement a plan for new employee training as officers are community
facing and often handle dangerous, intensive, and time-sensitive situations. Decisions, whether by
words or actions, hold direct and sometimes fatal impact upon coworkers, the public, or legal
cases. To ensure that all officers are highly qualified and prepared to enter the workforce, new
hires will be mandated to attend the LAPD Academy for six months to learn a comprehensive
range of skills relevant and absolutely necessary to the job. The curriculum will include the
following topics: operation procedures, driving, firearms training, human relations, law, physical
training, tactics, and department specific training (LAPD, n.d.).
Certain physical and practical knowledge must be mastered in this program. As officers
sworn to uphold the law, new recruits must develop a thorough understanding of the legality of
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their actions. Specific procedures exist (i.e. booking, detaining, investigating, searching, etc.), and
if executed incorrectly can have lasting negative impacts for the individual and especially the
department ranging from nullified evidence to mistrials in court. Thus, these technical skills must
be understood and mastered before recruits can pass the academy.
Other practical skills exist as means of equipping and protecting officers while working.
Such skills include physical conditioning, driving skills (to assist with pursuits or defense), and
how to properly and effectively handle a firearm. Having the proper training and knowledge
needed to successfully utilize all available skills will reduce rates of harm (whether by pulling a
muscle from on foot pursuit, unsafe driving leading to a crash, or accidental discharge of a
weapon).
As seen in movements across the country, there exists a significant amount of controversy
between police departments and communities of color. Thus, training will not only encompass
physical skills or legal knowledge, but sensitivity training and thorough practice with human
relations. This is apparent in the requirement to learn Spanish as a language as well as ride along
shifts with seasoned officers as a part of a new community policing program. By allowing new
recruits to practice human relation skills in a protected space, it offers room for monitored
improvement and developed confidence. The ability to witness these skills in real life scenarios
with experienced officers will serve as practical observation to guide and advance new recruit
attitudes and actions.
To protect the safety and legality as well as the public with which they interact, it is
imperative that new recruits receive this training. In the event a candidate is not able to pass
through the academy, the offer will be rescinded with availability to apply during the next
application window.
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Succession Planning
Developing staff to ensure the needs of the organization will continue to be met is critical.
Each entry level position within the LAPD should have a succession plan and strategy attached to
ensure that employee pay scales continue to increase and their skill sets continue to be developed
to prepare employees to step into new roles with confidence. To accomplish this it is important to
identify the ongoing needs of the organization and develop a recruitment strategy to ensure hiring
for entry level positions meet the needs identified year over year. Next, understanding which roles
are critical to the organization is extremely important. Having an understanding of the critical roles
and then developing a solid recruitment and retention strategy will keep the talent pool available
when there is a need to fill a position. Additionally, understanding the talent pool available within
the organization will help identify individuals that may be ready to step into a new role to fill a
vacancy. Also, knowing which employees are interested in stepping into new roles is a key part of
the succession plan. Some employees have aspirational goals that often times that information is
shared during the annual evaluation process. This information is helpful, in that, it helps identify
potential future leaders that can be developed as part of a succession plan for other critical
positions.
Conclusion
It is evident that a collaborative framework is the appropriate approach in implementing
new hiring and recruitment strategies at the Los Angeles Police Department. The many interests in
the public agency by the public, the government, non-governmental organizations and other
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stakeholders necessitates adopting a collaborative approach to ensure that only the right candidates
are selected for the various LAPD positions. Collaboration between stakeholders will also ensure
that there are enough resources and funds to manage recruitment drives. Awareness and training on
the use of the collaborative recruitment approach is important to guarantee that all stakeholders are
actively involved in recruitment. A collaborative approach is also essential for the LAPD because
it will realign agency objectives with individual stakeholder needs and goals. This would ensure
that the LAPD offers sustainable and satisfactory services for all the stakeholders. Based on this, it
is evident that a collaborative approach in police recruitment and hiring is important in
guaranteeing efficient and effective service delivery at the department.
References
https://www.joinlapd.com/there-are-seven-steps-application-process
Los Angeles Police Department. (n.d.). Academy physical training program.
https://www.joinlapd.com/events-prep/academy-physical-training-program
Nigro, L.G., & Kellough, J.E. (2014). The new public personnel administration (7th ed.).
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Cengage.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change:
Integrating the management practice and scholarly literatures. Academy of Management
Annals, 12(2), 752-788.

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