One of the most misunderstood and under-researched areas of the U.S. jail system is the training correctional officers receive. To shed light on this issue, we surveyed jail officers in one Southern state about their training experiences and what they believe is lacking. Four major themes emerged from officers’ responses, each highlighting an area where jail officer training could better reflect the demands of the job.
Less classroom, more real-world experience
The most common concern officers raised was that academy training relies too heavily on classroom instruction. Many respondents described spending long hours reviewing PowerPoint presentations while receiving relatively little exposure to real operational environments. Officers consistently reported they would benefit from more hands-on training, including scenario-based exercises, role-playing and time spent observing housing units while the facility is operating. One officer noted that new recruits should “spend more time downstairs learning as we go rather than sitting in a classroom. Recruits come down scared to interact with inmates, and the inmates see it immediately and take advantage of it.”
In the controlled environment of a classroom, policies and procedures can appear straightforward. Inside a jail housing unit, however, officers must manage conflict, enforce rules and make rapid decisions in unpredictable situations. Many officers emphasized that training programs need to spend less time explaining the job and more time preparing recruits to actually perform it. As another officer stated, “I learn from hands-on experiences rather than reading PowerPoints.”
Communication and de-escalation matter more than force
Another prominent theme was the need for stronger training in communication and crisis management. Officers repeatedly stressed the importance of Crisis Intervention Team (CIT) training, verbal de-escalation strategies and techniques for interacting with individuals experiencing mental health crises. Correctional officers routinely encounter incarcerated people who are angry, intoxicated, suicidal or experiencing serious mental illness. In these situations, the ability to communicate effectively can often prevent escalation into violence.
Several officers emphasized that people-management skills are used daily in jail operations, whereas physical force is comparatively rare. Yet many respondents felt their training placed greater emphasis on tactical skills rather than the communication strategies officers rely on most often. As one officer put it, they need “more people management skills. Yes, we need self-defense, but people management and CIT is used every day.” Another officer echoed this sentiment, stating they wanted “more time learning how to talk to people…utilizing CIT and verbal judo communication tactics.”
The mental toll of the job is rarely discussed
A third major theme centered on the psychological impact of working in corrections. Officers frequently described the profession as emotionally demanding, yet many stressed their training programs do little to prepare recruits for the mental strain of the job.
Respondents suggested that academies should include training on stress management, work-life balance and the long-term psychological effects of working in corrections. One officer reflected, “no one tells you about how this job will affect your mental health, your physical health and the way you live what used to be a normal life.” Another similarly explained that “self-care, proper exercise, nutrition and mental health maintenance are overlooked in the training.”
Corrections is widely recognized as one of the most stressful careers in public safety. Preparing officers for the mental demands of the job is not simply a matter of wellness; it is also critical to retention and long-term career success.
Field training programs need more consistency
Another concern raised by officers involved the quality and consistency of field training programs. Many respondents noted that the quality of their training depended largely on which field training officer (FTO) they were assigned.
In some cases, officers reported that training was rushed due to staffing shortages. Others described situations where relatively inexperienced staff were assigned to train new recruits. Without consistent standards for what recruits should learn during the field training phase, officers may receive very different guidance depending on who trains them. As one officer explained, “training needs to be consistent across the board…We all need to be on the same page.”
Others expressed concern that some trainers lacked sufficient experience. One respondent noted, “today new officers that have been here a couple months are FTOs when they are still learning themselves.”
In an environment where safety and coordination are paramount, inconsistent training can breed confusion and heighten risk. Several officers suggested that agencies should place greater emphasis on selecting experienced officers to serve as trainers and standardizing expectations across training programs.
Key takeaway: Listen to the people doing the work
Improving training can play a critical role in officer preparedness, safety and job satisfaction. Jails are complex environments where officers must maintain security, manage conflict and interact with people in crisis (often all at once).
Strengthening the correctional workforce begins with listening to the officers doing the work every day. Moving beyond PowerPoint presentations and toward training that reflects the realities of the jail is one of the most practical steps agencies can take to better prepare the next generation of correctional officers.
If you want, I can take this one step further and lightly sharpen the lead or tighten repetition without changing voice — but this version is clean and publish-ready.
