The Art and Science of Attracting and Retaining Correctional Health Professionals

“You work where?!”

Most correctional health professionals routinely encounter that question. And for good reason: many students studying nursing, medicine, psychology, or counseling have never considered the possibility of working in a jail, prison, or other kind of carceral setting. While those environments certainly are not for everyone, there is no doubt that health care professionals are an integral part of corrections, which is now one of the country’s main providers of health services, especially mental health care.

As a mental health professional, I have had the good fortune to work in a variety of correctional settings and with diverse patient populations. I have found that many patients are very appreciative of the services we provide and receptive to the education, guidance, and encouragement we share. Often, this is the first time they have received such care. Working in this field offers plenty of opportunities for reward and fulfillment. However, we may struggle to build and maintain a stable, qualified workforce due to the unique pressures of the job.

Recruitment: Change the Narrative

While health staff may have a limited role in human resources’ recruitment process, we can have a big impact on attracting people to the field. Community engagement is a valuable tool for finding qualified staff. Many correctional institutions are situated in or near major cities and near institutions of higher learning. Reaching out to nursing, psychology, counseling, social work, and medicine and psychiatry residency programs at nearby universities can produce a wealth of potential candidates. Social media, used in accordance with agency policies, can also be a tremendous tool in recruitment.

Another strategy is to develop a strong student internship, clinical rotation, or practicum program within your agency. Many of my colleagues gained exposure to our organization through working as student interns. This can be a powerful tool for developing a strong network of future professionals as well as creating valuable community connections. It can also help to destigmatize this career path among early professionals.

Offering competitive compensation packages, student loan repayment, tuition reimbursement, retention bonuses, and/or schedule flexibility can help enhance the desirability of the field.

A crucial component of recruitment is changing the narrative. Public perception of working in corrections is generally not flattering to the field. I personally recall, during my graduate school days, seeing my fellow students visibly cringe when I spoke of my excitement at securing a practicum spot at a federal prison. Talk about deflating my enthusiasm!

It’s true that corrections is not exactly a “warm and fuzzy” field. But hiring managers need to balance that reality with discussions of the very rewarding aspects of the work. Most people’s perceptions of corrections are based on riveting, but often overdramatized, movies and TV shows. Emphasizing the role health care professionals play in improving lives, enhancing safety, and contributing to social justice can appeal to values-driven candidates.

People are often quite surprised when they find that correctional clinics, infirmaries, and therapeutic spaces mirror those found in community health care settings, and that patients are seen in a professional manner utilizing the tools of our trade. They are also surprised when they hear how grateful and appreciative our patients often are.

We ideally should work closely with human resources and our facility’s policies to choose candidates who will be a good fit within our agency. There are a few important questions to consider:

First, does the candidate appear relatively comfortable in the correctional environment? I strongly recommend bringing candidates on-site for job interviews whenever possible. While your candidate does not have to be comfortable to the point of skipping down the hallway, you want to see that there is a level of inquisitiveness, resilience, and desire to do the job.

I remember feeling nervous walking through the unit during my interview and jumping at the sound of crash gates closing, but I knew this was something I could acclimate to. There is a marked difference between someone unaccustomed but adaptable to the environment, and someone who is fearful to be there. It is unfair to the candidate, the agency, and the patients to hire someone whose fear and worry would preclude them from fulfilling their job duties.

Second, does the candidate possess situational awareness and a basic understanding of the realities of working in a correctional setting? This is something you can learn – my own levels of situational awareness and “gut instinct” have certainly been honed over the years – but you want to ensure that your candidate has a strong foundation in resilience and teachability.

Onboarding: Set Them Up to Thrive

Onboarding is a critical step in ensuring that good candidates, once selected, are set up to thrive. Once your candidate has been discovered, interviewed, and selected, there can be a lengthy pathway to getting them hired and on your unit. If your agency allows, it is good practice to maintain communication throughout this process. This can lay a valuable foundation of encouragement and support from their new employer.

Clear communication at this stage can help minimize confusion and fear of the unknown. Arming your new hire with clear, concise instructions reduces anxiety and helps build trust. Letting them know basic logistics, such as pre-hire requirements, start date, work schedule, dress code, prohibited belongings, and even where to park, goes a long way in setting up those building blocks for success.

The stark differences between community work and corrections can definitely be jarring. Having to leave those precious cell phones and other devices in the car during the workday may initially be difficult for new hires. Allowing reasonable break times and communication channels with family members can be helpful in easing the transition to correctional work.

Development and Retention

Years ago, there was a saying heard around the unit: “Eight for the state, then I’m out the gate.” This catchy (but cynical) phrase expressed the expectation that an employee would put in their eight-hour shift and go home with no thought to career investment or growth.

I believe this mindset was erroneously developed to minimize burnout and prevent employees from “taking work home with them.” We no doubt see and hear stressful things on the job, and proper support is vital. But I believe we need to develop our workforce with an eye toward longevity, retention, and growth. So how can we do that while also encouraging our workforce to stay healthy and avoid the dreaded “B” word: burnout?

The people in your agency are your greatest asset in this quest. Helping your new hire build their professional network, introducing them to colleagues and mentors, and encouraging them to join committees are all effective strategies. A health professional in isolation, particularly within the confines of a jail or prison, can be in dangerous territory. Developing a strong mentorship system is crucial in providing support, guidance, and encouragement, as well as valuable safety lessons. Allowing new hires to shadow seasoned workers is very effective in helping them gain confidence in their clinical skills, documentation, and boundary-setting. Peer consultation, case reviews, access to supervision, and regular team meetings can all help mitigate burnout, promote resilience, and build community.

Corrections can be a very high-stress environment, and because health staff provide such essential care to potentially difficult patients, they need to know they are supported and heard. When a new hire starts, ensure that they not only have clear expectations of duties, but that they have a direct communication line to assistance.

Development of the health professional can also be accomplished through encouragement to attain professional licensure, earning credentials and certifications (such as the CCHP), attending workshops and conferences (such as NCCHC’s), and taking advantage of tuition reimbursement programs for continuing education. Reimbursement of CEU expenses is an investment in long-term staff retention.

Final Thoughts

The challenge of attracting and retaining qualified, invested health professionals is one we all share. By prioritizing recruitment and retention strategies, correctional systems can build a more resilient, skilled, and compassionate workforce that ultimately benefits individuals, institutions, and communities.