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A new study carried out by experts at the ÍÃ×ÓÏÈÉú has revealed that the high rate of voluntary resignations among probation staff in England and Wales is linked to three main areas;  identity and values, emotional impact of the job, and organisational climate.

With the government announcing the need for over 1,000 trainee probation officers in the next year, it’s more important than ever for leadership to focus not just on high recruitment numbers, but also on retaining staff and supporting both new and current employees.

The paper, published in , addresses the lack of research on why probation staff leave their jobs, exploring the experiences of individuals who left the probation service since May 2019 and investigating the reasons behind the number of resignations in the profession.

The findings, based on surveys and interviews, further highlight how probation staff feel their professional identity and core values are being overshadowed by dominant organisational cultures, such as those of the Prison Service and Civil Service, leading to concerns about the future of probation work.

The emotional toll of those within the service was also revealed to play a significant role in staff decisions to leave, emphasising the need for to focus on supporting emotional wellbeing as part of retention strategies. 

The study builds on previous research on policing, which links police officer resignations to issues like unfair treatment, identity problems, feeling undervalued, and lack of recognition whilst focusing on why probation staff leave, using theories like 'workplace harm' and 'post-traumatic organisation' to understand their experiences. 

The researchers, who were both probation officers previously, left HMPPS in 2019, after combined career lengths of 30 years. 

Michelle McDermott, Subject Area Lead for Community Justice at the ÍÃ×ÓÏÈÉú, said: "The true strength of the probation service lies in its people. Probation officers play a vital role in supporting  individuals to make positive changes. While the role can be challenging, it offers a rewarding, dynamic, and impactful career.

“It was therefore crucial to understand why people are leaving the service and to highlight its transformation from a community-focused, localised structure to a fragmented, privatised system. 

“This shift has led to an identity crisis, not only for the organisation but also for the practitioners within it. The research emphasises the moral stress and disconnection many probation officers experience as their roles and values become more misunderstood and overlooked."

The study also suggests that to improve retention, the probation service needs to acknowledge organisational trauma, promoting safety, empowerment, and a sense of voice for staff. 

Laura Haggar, Senior Lecturer from the School of Criminology and Criminal Justice, added: “The weakening of probation's identity, along with constant changes in the organisation, has left many people feeling disconnected and unsupported.

“This research is an attempt to give those voices a platform and shed light on the emotional toll of a profession that is often misunderstood and undervalued."

The study explores the possibility of staff returning and its implications for improving staff retention, which further highlights the importance of valuing staff and providing adequate support.