In late 2024, the International Association of Chiefs of Police (IACP) released the results of a nationwide survey of U.S. law enforcement agencies to assess the ongoing crisis in police recruitment and retention. With a total of 1,158 agencies responding, the results highlight significant staffing challenges that continue to impact law enforcement and public safety operations.

This is an issue practically everyone in law enforcement was already aware of. But the details of the survey results provide some important insights into what can be done about the challenge of recruiting in law enforcement.

“The law enforcement community must continue innovating to attract and retain quality officers while maintaining high standards for public safety and fulfilling their mandate.”

Fewer Candidates, Higher Standards

According to the survey, over 70% of agencies reported that recruitment has become more difficult compared to five years ago. On average, agencies are currently operating at 91% of their authorized staffing levels, indicating a nearly 10% deficit in workforce numbers.

Regional trends reveal that recruitment difficulties are more severe in the Midwest (81%) and Northeast (77%), while agencies in the South (64%) and West (63%) reported slightly less difficulty. Smaller agencies (72%), in particular, are struggling, facing more significant challenges compared to midsize (69%) and large (63%) departments.

As one respondent said, “In this day and age, we have to go and find good candidates, whereas 10 years ago, candidates would be constantly calling and inquiring about job openings.” Regardless of the cause of this shift in applicant interest, this is obviously an issue that needs to be addressed — and quickly.

Here are a few possible solutions:

• Expanded outreach efforts. Agencies can boost their recruitment activities by appealing to younger candidates through cadet programs and internships.
• Educational partnerships. Collaborating with colleges and universities to develop policing degree programs can help create and fill an academic pipeline for future recruits.
• Modernized recruitment strategies. While some agencies have had success with basic social media campaigns, more advanced tactics such as data-driven advertising and geotargeting may also be effective in some areas.

Changing Policies to Attract Talent

To counter the challenge of declining recruitment, 75% of agencies have implemented policy changes to attract new candidates. The most common adjustments include:

• Loosening restrictions on tattoos and facial hair.
• Increasing salaries and hiring bonuses.
• Streamlining the application and hiring process.

Despite these efforts, many agencies report mixed results. Some find these changes greatly increase the number of qualified applicants, while others believe these modifications alone are not enough.

One agency leader noted their policy change regarding beards and tattoos “has actually increased the candidate pool.” In contrast, another indicated this loosening of standards has had a minimal impact: “We have made a plethora of policy changes — residency, facial hair, tattoos — with the idea that these were barriers to recruitment. They clearly are not.”

Here are a few possible solutions:

• Accelerated hiring processes. Since the current recruitment climate has fewer candidates being sought by more departments, agencies can streamline interview and background check processes to ensure they don’t lose top candidates to competing agencies with faster hiring timelines.
• Competitive incentives. Departments can make positions more appealing by offering tuition reimbursement, relocation assistance, sign-on bonuses and other perks.
• Targeted community engagement. Agencies that engage directly with their local communities have reported better success in recruiting qualified candidates, particularly among women and minority demographics.

The Five-Year Drop-Off

One of the biggest complaints in recent years from law enforcement leaders is that some departments are, in essence, paying to train officers for other agencies. While many big-city departments have reported officers leaving for departments in suburbs or small towns, plenty of smaller agencies are also seeing personnel leave for “greener” pastures (with higher pay).

Other officers are simply leaving policing altogether. When this happens, the survey results suggest, it tends to occur within the first five years of service. Top reasons for resignations include:

• Higher pay at another agency.
• Better career growth opportunities elsewhere.
• Dissatisfaction with policing as a career.
• Work-life balance concerns (long shifts, weekend work, burnout).

As one respondent said, “Most retention issues occur within the first five years of employment. Sworn members either realize that this career isn’t for them, or they simply cannot effectively do the job.”

Here are a few possible solutions:

• Mentorship programs. Assigning experienced mentors to new hires during their first years on the force can increase retention rates. Note that mentors should be chosen carefully to avoid jaded or cynical employees from negatively impacting retention.
• Retention bonuses. Some agencies have successfully used increased pension contributions and longevity bonuses to encourage officers to stay at their departments long term.
• Mental health and wellness programs. Investing in stress management, therapy services and physical wellness initiatives can help prevent officer burnout. When employees see their agency cares about their well-being, they’re more likely to stick around.

A Growing Wave of Departures

In addition to the many other challenges they’re facing, many agencies have also been hit with a groundswell of retirements — early and otherwise. Officers who joined during the hiring boom of the 1990s are now becoming eligible for retirement, and many are opting to leave as quickly as possible rather than extending their employment beyond their minimum required service years.

As one respondent said, “We are currently experiencing a ‘wave’ of those reaching their retirement eligibility. Nearly 18% of our commissioned personnel are retirement eligible, with that increasing to 24% by January 2025.”

To address this issue, some agencies are exploring flexible exit options, such as phased retirements that allow veteran officers to transition into mentorship roles rather than leaving entirely. Additionally, some agencies are implementing incentives for extended service by offering post-retirement consulting roles or part-time positions, helping to retain experienced officers and strengthen staffing levels.

Reduced Services and Specialized Units

In the survey, 65% of agencies reported having to reduce services or eliminate specialized units because of staffing shortages. Alarmingly, this percentage was just 25% as recently as 2019. Many agencies are prioritizing essential patrol functions over specialized assignments. “We disbanded our Traffic Unit until traffic-related major injury/deaths became a major issue for our community,” one respondent said.

Also, some departments have had to reduce the number and/or extent of community engagement programs due to personnel shortages, which could degrade community relations as well as public trust.

One way agencies can ameliorate staffing challenges is by reallocating resources, ensuring officers are deployed where they are most needed while utilizing civilian staff for administrative and non-policing duties. Additionally, adjustments to community policing — such as incorporating volunteer programs or reserve officers, particularly in outreach efforts — can help maintain strong engagement with communities.

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No One-Size-Fits-All Approach

The 2024 IACP Survey reveals recruitment and retention issues remain a serious challenge in law enforcement, with police agencies needing to rethink hiring strategies, workplace culture and officer well-being. While salary and hiring bonuses help, agencies that focus on long-term retention efforts, mentorship programs and wellness initiatives are seeing the most success.

Moving forward, customized solutions based on department size, region and demographics will be essential. The law enforcement community must continue innovating to attract and retain quality officers while maintaining high standards for public safety and fulfilling their mandate.

We’ve already noted that public perceptions of police agencies and officers are changing for the better. The pendulum is, in fact, swinging. With continued research and strategic reforms, agencies can stabilize their workforce, reduce turnover and create a sustainable future for policing.