Of all the catchwords commonly used in corrections, professionalism is probably one of the most frequently discussed. It appears in mission statements, policy manuals and leadership discussions because it directly affects safety, accountability and workplace culture.
In corrections, when everyone is acting professionally and the work is done effectively, safety and control are achieved along with a variety of other positive outcomes for operating correctional institutions. People work better together, communicate more effectively and feel better about the job.
Fortunately, only a small percentage of the correctional workforce exhibit behavior that is disruptive and unprofessional. When it does happen, however, we often fail to understand that the person’s behavior has a negative effect within the organization, contributing to a decline in safety and successful operations. In an era of staffing shortages, increased scrutiny and growing concerns about employee wellness, maintaining professional standards has become even more important for correctional agencies.
In this article, I’d like to define some common signs of unprofessional behavior in the corrections environment with the hope that you’ll be able to use them to snuff out problems at your facility before they start to spread.
The following examples of unprofessional conduct will be familiar to most experienced correctional staff:
The aggressive officer
There has been a series of incidents brought about by an inmate or detainee that are particularly offensive and threatening to officers involved in managing that person. In response, an officer who is generally respected on the shift by other staff becomes verbally offensive and threatening toward the inmate.
Some staff are comfortable with the events, while others have a deep sense that the offending officer was out of line in retaliating against the inmate and may have created additional problems.
The major problem here is that, as these events continue to reoccur, a rift can begin to develop in the organization, dividing staff members into opposing camps defined by which side of the issue they support.
The gossip crew
The staff in Unit A has a reputation in the institution for collecting and sharing the “lowdown” on staff and inmate gossip throughout the institution.
Much of the information being shared is unverified, offensive and of a personal nature to many. It has become a tradition. Anyone who wants to tap into the rumor mill knows they can talk with those staff to get their information. Today, those rumors may spread not only in break rooms and control centers, but also through text messages, group chats and social media.
Many staff will likely start to complain and become angered by this practice.
The bully
Staff member X is a leader on a shift in living unit G. He is known to have a very aggressive point of view about his colleagues. In other words, he likes some and dislikes others. When he makes his rounds in the living unit, he clearly chooses his favorite staff to work with and is unkind, if not offensive, to the rest. He feels such decisions are his prerogative and his relationships with staff are part of his right to personal expression.
Those who are not favored by him find it unpleasant to report to work. He uses profanity frequently, including language that refers to race and gender. He views it as something all staff should get used to in a correctional environment.
Such behavior can create a hostile work environment, damage morale and contribute to employee turnover, making it more difficult for agencies to recruit and retain quality employees.
The slacker
Staff member Y is at an intake unit in a large urban jail. She has been reported as falling asleep or nodding off while at her duty assignment. She has been reproached for this behavior by her immediate supervisor without success. She does not admit to the sleeping or that there is any problem with her behavior at work.
While supervisors must address performance issues, they should also consider whether fatigue, mandatory overtime, burnout or personal challenges may be contributing factors.
She sees any expression of concern over her behavior as just another example of unlawful gender discrimination. There is a risk here that others will begin to model their behavior after hers.
As events surrounding these kinds of examples lead to formal action, the behavior of the staff members involved is characterized as failing to be professional or engaging in unprofessional conduct.
Correctional leaders and supervisors must address these behaviors early. Left unchecked, unprofessional conduct can undermine teamwork, erode trust and negatively affect the safe and effective operation of a facility. Professionalism is not simply about following policy; it is about creating an environment where staff support one another, remain accountable for their actions and contribute to the mission of the organization.
This article, originally published 05/20/2010, has been updated.