Talent Development, Management and Retention
Effective correctional systems depend on a skilled, supported and committed workforce. Talent development, management and retention focuses on strengthening the Department's workforce by recruiting and developing capable staff, providing support at every level and implementing strategies and training that improve employee engagement, performance and retention. By investing in its people, RIDOC is building a resilient workforce that enhances safety, professionalism and organizational effectiveness.
1a1 - Hire a full-time position dedicated to recruitment. COMPLETED.
1a2 - Evaluate the effectiveness of current digital and other advertising means.
1a3 - Enhance recruitment strategies and incentives to attract quality staff.
1a4 - Expand public relations measures to highlight the diversity, education, and skills of the RIDOC workforce as well as the functions and accomplishments of its various units.
1a5 - Develop an aggressive recruitment plan outlining the department's recruitment efforts, compliances, commitments, actions and projections.
1b1 - Consistently conduct “stay” and “exit” interview processes to identify department strengths and opportunities.
1b2 - Increase opportunities for employee growth through research and evaluation of emerging incentives, trends, and promising practices in the employee development world.
1b3 - Develop a sustainable mentoring program.
1b4 - Develop Field Training Officer (FTO) Program.
1b5 - Explore and utilize staff professional and personal development opportunities by creating a formal system to capture and evaluate employee enrichment accomplishments (self- or department-initiated), career-tracking aspirations and interests for use in advancement appraisal.
1b6 - Advance a culture of caring for our greatest asset and strength, our staff, through efforts aimed at praise, recognition, and celebration, by promoting, encouraging and highlighting outreach efforts and achievements by RIDOC employees. COMPLETED
1B11 - Ease restrictions on the use of staff personally owned cellphones on duty.
1c1 - Create the RIDOC Leadership Academy; implementing position-level tier courses, to assist in investing in manager and supervisor skills.
1c2 - Hire full-time position(s) with duties, in part, focused on administrative and management support of the Leadership Academy.
1c3 - Revamp the New Employee Orientation (NEO) curriculum and delivery mode.
1c5 - Establish a new department Training Committee of diverse members representing all divisions and various ranks, with sitting criminal justice, advocacy, and program service partner members.
1c6 - Increase training networking opportunities with public and private agencies to enhance collaborative staff development opportunities and shared resources.
1c7 - Increase staff in-service, specialized, and job-specific training utilizing broader training modalities and resources.
1c8 - Achieve and maintain compliance with ACA Training Academy accreditation standards.
1c9 - Revamp Instructor Development Course in collaboration with the State Office of Learning and Development to facilitate courses.
1c10 - Upgrade or synchronize with applicable State systems to improve electronic training records management capabilities.
1c11 - Develop a process for staff training requests, selection, and post-attendance expectations.
1c12 - Conduct annual training needs and biannual assessments of learned concepts.
1c13 - Identify and remove barriers to employment with the DOC and create a focus group that includes employees from diverse backgrounds, lived experiences, and professional expertise.
1d1 - Create a wellness initiative to support employees’ well-being, with a focus on increasing awareness of and access to wellness resources, including the State of Rhode Island Employee Wellness Program and other employee benefits. These initiatives and wellness information should be communicated through various methods, i.e., staff meetings, roll calls, newsletters, trainings, etc. COMPLETED.
1d6 - Establish a comfort dog program and further explore other emerging pet therapy options. COMPLETED.
1d7 - Increase Peer Support Team training to include the adoption of Struggle Well Program.
1d8 - Explore the feasibility of a Howard Complex joint agency health & wellness center.
1e1 - Establish a succession planning committee. Create, implement, and support succession planning around core position competencies.
1e2 - Identify staff/position vacancy projections through data-driven reports to aid in prioritizing succession planning objectives.
1e3 - Identify positions most at risk of position transfer/ transitioning voids.
1e4 - Incorporate succession planning strategies in internal interview process criteria, allowing for professional growth questions and elaboration.