NIJ Report: Best Practices in DNA Lab Staffing

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Staffing is a problem right now in many industries, not just forensic. That being said, the nature of forensics can add an additional complexity to staffing. Dealing with violence, crime and death on a daily basis can be too much for some to handle. And while that is more evident in disciplines like forensic pathology and forensic nurses, which continue to experience unprecedented worker shortages, forensic DNA analysts are also subjected to the melancholy of the job.

Additionally, backlogs and intense demands for precision and timeliness can put undue pressure on DNA personnel. Some forensic laboratories may even have hiring restrictions put in place by government administrations, or are subject to legislation that negatively affects their staffing efficiency.

“Recruiting, hiring, and training forensic analysts is an arduous and complex process,” reads the NIJ’s most recent report, “[however] the outcomes will directly impact the laboratory’s functioning and efficiency.”

Chapter 3 of the report, “National Best Practices for Improving DNA Laboratory Process Efficiency,” offers numerous recommendations for hiring, training and retention of forensic DNA experts, some of which are summarized in this article.

Recruiting

Since many of the most highly qualified candidates appear on the job market infrequently, the report focuses on “planning ahead” when hiring.

For example, it suggests labs should establish outreach programs that market careers in forensic DNA testing to students, as well as offer volunteer opportunities and internships in partnership with forensic science academic programs.

“Laboratories can use the partnership to encourage universities to support the academic coursework required by the FBI’s Quality Assurance Standards for Forensic DNA Testing Laboratories,” reads the report. “Even if the laboratory cannot accommodate interns, an indirect or collaborative partnership with a university forensic science program may still be beneficial. This type of collaboration ensures that the hands-on skills required for working in a DNA forensic laboratory are incorporated into the university’s curriculum so that students are better prepared for the transition to a laboratory position.”

Moreover, internships reduce the amount of time and resources spent on recruitment and training, while also establishing a long-term pipeline of potential candidates.

Creative hiring solutions

One of the biggest problems in modern forensic labs today is balancing backlogs with budgetary constraints. Often, backlogs can only be tackled by adding personnel—not interns. But, without a dedicated budget for staff expansion, managers can feel at a loss on how to improves. The NIJ report recommends turning to non-agency funding as a stop-gap measure until a time when permanent agency funding becomes available.

For example, a laboratory could use grant funds to immediately hire temporary staff. The laboratory would then have time to solicit additional funding for a permanent position and justify the need for the position based on the increase in the workload per individual.

Additionally, some local laboratories have found success with shared services programs. Laboratories can establish a memorandum of understanding with local agencies and receive funding to hire new personnel who process specific types of cases or cases from a particular agency. Not only does the lab benefit from additional personnel and reduced turnaround time, but the program also promotes interagency cooperation.

Another creative way to exploit budgetary constraints is by increasing the number of support staff may rather than DNA analysts.

It is more cost-efficient to hire technicians, case managers and/or administrative assistants that can tackle some of the extra tasks analysts may be performing—giving analysts more time to devote to casework. As an added bonus, since support staff can typically be trained faster than analysts, they can make an impact more quickly after being hired.

Probation

The NIJ report suggests labs initiate a probational period for all new hires. Since many forensic DNA positions are government positions, they are subjected to civil service regulations, union and collective bargaining agreements. These can make termination of poorly performing employees difficult—unless a probationary period is established upon hiring.

According to the report, ideally, a probationary period would extend to about one year following a new analyst’s qualification. This allows management enough time to ensure the individual can perform the job independently and successfully.

Retention

After devoting time and resources to hiring and training a new employee it is incumbent on the laboratory to do its best to retain that individual. To reduce attrition and maintain lab efficiencies, the NIJ report suggests the development of strategies to promote employee professional and personal growth.

One example is promoting and hiring from within before seeking external candidates.

“Creating a career ladder for current employees to advance while remaining at the laboratory can improve staff morale and challenge employees to take the next steps in their careers,” reads the report.

While overall beneficial, in-house promotions result in scientists becoming managers—often first-time supervisors with little to no experience. For this reason, formal mentorship programs for new and seasoned leaders are vital.

With a heavy caseload, it can be difficult for employees to focus on professional development, but do not underestimate the value of continuing education.

“Professional development brings new ideas, knowledge, and perspective into the laboratory, which can lead to a more efficient workplace. Allowing staff to participate in these developmental opportunities can also boost morale and demonstrate appreciation for work well done, which can help to retain employees,” reads the report.

The NIJ report suggests not only providing funding for professional development during working hours, but also offering avenues to do so. For example, laboratories could schedule a day where employees stop casework to participate in preapproved webinars on DNA-related topics.

Labs can even host their own professional development day, inviting other laboratories to discuss operations, formulate working groups for troubleshooting, and preparing for upcoming changes and new technologies.

Still, sometimes, it comes down to the money. If a lab is hampered by strict budgetary constraints for personnel, consider alternative ways to provide compensation. For instance, a lab could offer to pay off part of an employee’s student loans in return for a commitment to working at the lab for a specific number of years.

 

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