A female sergeant was a dedicated and accomplished leader and investigator but became disillusioned with the toxic culture she experienced within parts of the police agency. Despite her superior performance, she struggled to reconcile her personal values with the culture and values practices there. So, at just 17 years of service, she made the difficult decision to relinquish the career she had worked so hard for.

On her last day in uniform, she felt quite sad, but in the days that followed, this feeling was replaced by a sense of relief; she would no longer have to navigate the daily tension between her personal values and those she encountered on the job. Since then, she has become an advocate for reform in policing, with a particular focus on mental health support. Unfortunately, her story is all too common and speaks to broader, often systemic issues affecting the retention of top talent in Canadian policing today.

Police organizations across Canada are confronting a growing crisis: not only recruiting officers but also retaining the right ones. Recent studies reveal that wages and bonuses are not the key to retention; in fact, organizational culture, leadership and wellness far outweigh compensation in influencing an officer’s decision to stay or leave. As one report bluntly states, “Officers don’t leave for more money, they leave bad leadership” (RTI, 2022).

Contemporary police culture encompasses all the factors discussed hereunder. In some agencies, leadership and management practices seem to be stuck in an outdated era of policing that no longer exists. Before the advent of community policing in the 1970s, the professional era of policing was characterized by top-down hierarchical structures supported by command-and-control behaviours and systems. This era held a rather narrow view of success—it was all about promotion to a higher rank. Many vestiges of that era persist in some agencies today, impeding the development of a healthier workplace culture in which employees, sworn and civilian alike, can thrive, learn and contribute, upholding personal values that align with those of the organization.

In police culture, where success is often judged by the ability to climb the ranks, psychoanalyst Douglas Labier’s insights are particularly relevant. Labier studied the dilemma of balancing personal values with the behaviours necessary for career advancement within specific work cultures. Labier found that in emotionally unhealthy workplaces, it is those who can adapt their behaviour to fit the prevailing circumstances that tend to excel in climbing to the top ranks, while those who remain true to their psychological well-being may struggle in such environments. Consequently, those individuals who are psychologically well-grounded tend to leave such environments (Labier, 1989).

This article synthesizes cutting-edge, peer-reviewed research into six evidence-informed pillars of police retention, but here’s the provocative truth: retaining top talent also means creating the courage and systems to offboard those who consistently underperform or erode team morale (CUNY, 2022). In 2025, retention isn’t an HR issue. It’s a leadership one.

Leadership and organizational justice

Leadership quality and organizational fairness consistently rank as the strongest predictors of police retention. Officers who believe their leaders are ethical, fair and supportive are significantly less likely to leave (Wolfe & Lawson, 2020). Conversely, favouritism in promotions or inconsistent disciplinary actions erode trust and drive resignations (Charman & Bennett, 2022).

Front line supervisors play an outsized role: those who model transparency and empower their teams foster resilience and loyalty (Andreescu & Vito, 2021). A study in Oklahoma showed that shared leadership, giving cross-rank teams decision-making power, increased morale and retention rates (Steinheider & Wuestewald, 2008). Fair process and participative management aren’t just nice, they’re necessary.

Wellness and mental health

Policing is a high-stakes, trauma-rich environment. Research consistently shows elevated rates of PTSD, burnout and suicidal ideation among officers (McCarty & Skogan, 2013). Departments that ignore these realities lose good officers early. Those that address them retain experience and build morale.

Mindfulness-Based Resilience Training (MBRT) has been proven effective in reducing stress, improving sleep and lowering alcohol use among officers (Christopher et al., 2016). Supervisors who model self-care and normalize accessing support help break down stigma and encourage help-seeking (Kaplan et al., 2020). Agencies that promote mental wellness through coaching, rest policies or on-site support don’t just save lives. They save careers.

Flexible scheduling and work-life integration

Rigid schedules are one of the most cited reasons officers leave the profession. Flexible work arrangements (FWAs), including job sharing, alternate start times and parental leave, are gaining traction. In Australia and New Zealand, a 2017 survey found that FWAs increased job satisfaction and reduced turnover intent (Cole & Sanderson, 2017). However, meaningful implementation requires adequate staffing, cultural buy-in and leadership support to avoid overburdening other officers (RTI, 2022).

Strategic career development and engagement

Career stagnation, particularly for mid-career officers, is a major driver of attrition. Officers who see no pathway for growth are likely to disengage or leave (Caro, 2011).

Research supports the use of structured mentoring, field-based training and professional development planning. Agencies that invest in career conversations and provide specialized assignments see stronger engagement (Farrell & Barao, 2022). For younger officers, this is non-negotiable: Gen Z and Millennials prioritize learning opportunities over long-term tenure unless they feel they are progressing (Holmberg-Wright et al., 2017).

Accountability and performance management

Retention should not be just about keeping people; it must be about keeping the right people. Unhealthy workplaces, often characterized by unchecked misconduct, incompetence or favouritism, erode morale and push out high performers (Donner et al., 2015).

Internal procedural justice, transparent and consistent management, is essential. Early intervention systems (EIS), when used equitably, can support officers showing signs of distress or burnout, redirecting potential exits into recovery paths (Sun et al., 2022). Meanwhile, recognizing and rewarding excellence, even non-monetarily, builds a culture of pride and professionalism (Chênevert et al., 2021).

Non-traditional benefits

Younger officers are increasingly influenced by quality-of-life benefits rather than salary alone. Agencies offering tuition support, wellness stipends, family-friendly policies, or lifestyle accommodations—such as relaxed dress codes or on-site fitness—are experiencing higher retention rates (MissionSquare, 2022).

These benefits signal a caring culture. From gym reimbursements to family engagement nights, such perks improve daily experience and reduce resignations due to burnout or family stress (justice.gov). One department found that permitting relaxed grooming standards during “No-Shave November” improved morale at zero cost a small act with a big impact (RTI, 2022).

The cost of inaction

Losing top talent has a profound impact on both the agency and the communities it serves. Policing is an information and knowledge-based sector. The departure of high-performing investigators or leaders means the loss of valuable insights, expertise and strategic understanding. Unfortunately, this wealth of knowledge often remains tacit, existing only in the minds of those who possess it and is rarely documented in reports or other explicit materials. Substantial resources are invested in developing seasoned professionals, and the departure of such talent brings significant costs in terms of both developing new personnel and rebuilding a core of top-tier expertise.

Future retention strategies

Retention is not solved by salary increases or morale slogans. It is achieved through systems, policies and practices that promote fairness, health, development and performance. Leaders must create an organizational culture that values and supports high performers and courageously addresses policies, practices and behaviours that undermine organizational values and effectiveness.

Retention strategies must prioritize fairness, transparency, mental wellness, career development, flexible work arrangements, accountability and meaningful non-traditional benefits.

As the data shows, when officers feel supported and trusted, they stay. They don’t leave for better pay, they leave ineffectual and toxic leadership, stagnant workplace cultures and environments that fail to align with their personal values and professional aspirations. The story of the female sergeant at the beginning of this article illustrates this reality. Sadly, her experience is far from unique. Across Canada, talented, dedicated officers are making the difficult decision to leave prematurely, taking with them invaluable experience, organizational knowledge and future leadership potential.

Retention is not a simple HR issue; it is a fundamental responsibility of senior leadership members. Leaders who commit to creating psychologically healthy workplaces, invest in employee well-being and growth, and hold themselves and all others accountable for fostering respectful, inclusive and supportive work environments will reap the rewards of greater employee engagement, improved morale and performance.

Canadian police services must urgently embrace evidence-informed retention strategies tailored to their unique local contexts, whether urban, rural, large or small. Retention reimagined is retention earned, and it starts at the top.

References

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• Caro, C. (2011). Policing: An International Journal, 34(3), 419–433.
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• Chênevert, D. et al. (2021). Public Personnel Management, 50(4), 455–477.
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• Cole, M., & Sanderson, C. (2017). Police Federation of Australia.
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