Written for Police Chief Magazine by Tammy Pippen, MPA, Assistant Human Resources Director, Charlotte-Mecklenburg Police Department, North Carolina
Across the United States, police departments are confronting a new reality—traditional staffing models no longer align with the expectations of today’s workforce.
At the Charlotte-Mecklenburg Police Department (CMPD), the Human Resources Division is responding to this shift not only with urgency but with innovation. The goal is simple yet ambitious: Become the agency of choice in modern policing. One of the most effective yet underutilized tools in achieving this goal is scheduling flexibility, a concept long discussed but only recently adopted at scale in law enforcement.
In the early 2000s, several studies cast doubt on the sustainability of 12-hour shifts. One of the most cited, the National Institute of Justice’s 2008 Shift Length Experiment, found that officers on 12-hour shifts experienced more fatigue and lower performance than those on 8- or 10-hour schedules, particularly in high-volume urban areas. That study concluded that 10-hour shifts offered the best balance between service efficiency and officer well-being.
At the time, those conclusions made sense. Urban policing was more rigid, calls for service were increasing, and mental health was rarely part of the conversation. But both the workforce and the world have changed.
Today’s emerging officers, particularly millennials and Gen Z, place a high value on personal time, mental wellness, and autonomy in how and when they work. A 2022 Society for Human Resource Management report found that most younger workers prefer longer shifts if it results in more days off, even if overtime is not guaranteed. This preference mirrors trends in other industries. Since the COVID-19 pandemic, the health care and hospitality sectors have widely adopted compressed work schedules to meet employee demands for greater flexibility and improved work-life balance.
For policing, ignoring these preferences risks losing talent to other professions or failing to attract quality recruits. Meeting the needs of the modern workforce requires operational flexibility without sacrificing public safety.
The data support this approach. CMPD has already seen reduced attrition among officers working flexible shifts. New recruits in the 2025 academy classes specifically cited CMPD’s modern scheduling options as a key factor in their decision to apply.
While 8- and 10-hour shifts were already in place across the Patrol Services Group, which includes more than 1,200 officers, the 12-hour shift model was introduced on a trial basis in March 2025. Initially, only 5 to 6 officers per division volunteered to participate across 12 of CMPD’s 14 patrol divisions. Participation in the pilot was strictly voluntary, with officers free to opt in or out at any time. Despite some initial uncertainty, the program quickly gained traction.
Some challenges emerged early in the process. Inconsistent communication from supervisors, logistical hurdles related to vehicle reassignments (particularly since CMPD does not provide take-home vehicles for patrol), and the technical complexities of payroll processing were all issues that had to be addressed. Still, these were resolved through collaboration and adjustments.
“Today’s emerging officers, particularly millennials and Gen Z, place a high value on personal time, mental wellness, and autonomy in how and when they work.”
The primary objectives of the pilot program were clear: offer greater scheduling flexibility to support work-life balance and maintain a high level of service to the Charlotte-Mecklenburg community. Officers who opted into the 12-hour shift overwhelmingly reported positive experiences. Of participating officers, 91 percent expressed satisfaction with the extended shift, citing improvements in work-life balance; reduced commuting days; and increased personal time for family, wellness, and continuing education.
Feedback reflected improved morale and mental well-being. Officers reported feeling more rested and less burned out. Many noted that the ability to consistently have every other weekend off significantly improved their quality of life, giving them time to recharge and reconnect with their families—something not often possible under traditional shift structures.
From an operational standpoint, officers observed strengthened teamwork and improved performance. The overlap between second and third shifts allowed for more collaboration and a greater sense of camaraderie. Working alongside colleagues from different shifts helped bridge communication gaps and foster stronger unit cohesion. The extended shift length also provided more time to complete reports, attend training, and engage with the community without the constant pressure of short shift windows. Officers felt they could manage administrative tasks more effectively, leading to less stress and greater efficiency.
Participants frequently shared that the shift change had a profound impact on their overall quality of life. Improved sleep routines, the ability to attend medical appointments, and easier vacation planning were all cited as tangible benefits. One officer summarized the change by saying, “This experience has made me feel normal. I can do more.” These findings provide strong support for a flexible, officer-driven scheduling model. CMPD leadership has since adopted these data as part of its long-term strategy to enhance recruitment, retention, and workforce wellness and moved to formalize the 12-hour shift as a permanent scheduling option.
Of course, no program is without criticism. A small number of officers reported recurring issues with court scheduling. Early morning court appearances, often scheduled at 9:00 a.m., were particularly problematic when their shifts ended as late as 3:00 a.m. This timing created unsafe conditions due to sleep deprivation and left little time to rest before returning to duty—even if it was a court assignment. While afternoon court times, such as 1:30 p.m., were acknowledged as an improvement, the recurring strain of early court appearances remained a major disruption to rest and recovery.
The lack of overlap with other shifts also limited opportunities for collaboration and made some officers feel isolated. Vehicle availability was another concern, with instances of officers needing to switch cars mid-shift due to resource shortages.
Overall, CMPD’s flexible shift pilot program is proving to be a transformative approach to modern law enforcement scheduling. By valuing officer input and prioritizing both professional and personal needs, the department has demonstrated a commitment to innovative leadership and sustainable policing practices. CMPD’s pilot is not only improving internal morale but also becoming a model for other agencies exploring ways to retain talent and enhance officer wellness while continuing to deliver excellent service to their communities. In late 2025, CMPD had almost 50 officers participating in the program, with strong expectations that the number will continue to grow.
A 2023 Police Executive Research Forum report highlighted the need for adaptive leadership and creative staffing models to address recruiting challenges. CMPD is proud to be among the first large departments in the U.S. Southeast to implement shift flexibility agencywide with empirical backing.
CMPD will continue to monitor the impact of shift flexibility on performance metrics, call response times, and community outcomes. But the early data are clear: Flexibility is no longer just an accommodation—it is a strategic advantage. Police agencies must evolve beyond rigid paramilitary structures when they no longer serve the well-being of the workforce. Officers and communities deserve a policing model that reflects current realities while preserving public trust.
At CMPD, it is believed that modern policing starts with modern leadership, and flexibility is a cornerstone of that approach.
Tammy Pippen, “Becoming the Agency of Choice: Flexibility Is the New Retention Tool in Policing,” Focus on Officer Wellness, Police Chief 93, no. 6 (June 2026): 16-19.
