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NOC Code: NOC Code: 4422 Occupation: Correctional service officers
Occupation Description: Occupation Description:
Correctional service officers guard offenders and detainees and maintain order in correctional institutions and other places of detention. They are employed by federal, provincial and municipal governments. Correctional service officers who are supervisors are included in this unit group. Correctional service officers guard offenders and detainees and maintain order in correctional institutions and other places of detention. They are employed by federal, provincial and municipal governments. Correctional service officers who are supervisors are included in this unit group.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
  • Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3 4
Writing Writing 1 2 3 4
Document Use Document Use 1 2 3
Digital Technology Digital Technology 1 2
Oral Communication Oral Communication 1 2 3
Money Math Money Math 1
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3
Measurement and Calculation Measurement and Calculation 1
Data Analysis Data Analysis 1
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3
Decision Making Decision Making 1 2 3
Problem Solving Problem Solving 1 2 3
Finding Information Finding Information 1 2 3


  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.


Reading
  • Read logs reporting events and incidents from the previous shift. (1)
  • Read legal files on inmates, including warrants of committal, remand and release information. (2)
  • Read supervisor reports. (2)
  • Read memos, bulletins and letters from courts, other correctional facilities, teachers, ministers, other correctional officers or volunteers. These may include requests for materials, information about policy changes or details about inmates. (2)
  • Read request forms completed by inmates and correctional service officers to ensure they have been completed properly and to follow up on requests'. (2)
  • Read performance reports or case worker reports on each inmate. (3)
  • Read institute 'rules and regulations' manuals, to check for changes in policies and review correct implementation of rules. For example, read about what inmates are allowed to wear, visitation policies and procedures to follow when charging inmates. (4)
  • Read and synthesize case histories of inmates in file or computer format. These consist of court documents, inmate requests, medical, family and offence history, psychological profiles and documentation on progress and participation in programming. (4)
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Writing
  • Write discharge memos on standardized forms. (1)
  • Complete incident reports. (2)
  • Write letters and memos to superintendents about security risks. (2)
  • Write in logbooks to record and inform other officers of daily occurrences and activities of inmates. (2)
  • Prepare correctional plans for each inmate under their responsibility. (3)
  • Write letters to parole boards about inmates' behaviour. (3)
  • Write case histories, assessments and investigation reports on residents when they are admitted or leave the facility, which may involve integrating information from interviews. (4)
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Document Use
  • Read lists of inmates and their assigned living space and employment areas. (1)
  • Read lists indicating release dates, sentencing dates and numbers that identify case workers. (1)
  • Read signs indicating parts of the building which are off limits to inmates. (1)
  • Read staff appraisals. (2)
  • Read program and activity schedules in table format. (2)
  • Read shift schedules and timesheet. (2)
  • Read transfer application forms and medical forms. (2)
  • Use X-ray scanning machines at visitor entrances. (2)
  • Read schematics of the institution's alarm systems for use by the emergency response team. (3)
  • Read blueprints of the institution's layout to facilitate surveillance duty. (3)
  • Complete statement forms to record the details of incidents. (3)
  • Read assembly drawings of weapons, firearm mechanisms and protective gear. (3)
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Digital Technology
  • Use computer applications. For example, operate computer-controlled doors and gates. (1)
  • Use a spreadsheet. For example, prepare information relating to the recreation and equipment budget. (2)
  • Use a database. For example, refer to an inmate database to find information on crimes, sentences and medical conditions of inmates. (2)
  • Use bookkeeping, billing and accounting software. For example, enter information on the money received from inmates returning from unescorted temporary absences. (2)
  • Use word processing. For example, type reports and appraisals. (2)
  • Use graphics software. For example, prepare a presentation. (2)
  • Use communications software. For example, use email to communicate with other institutions. (2)
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Oral Communication
  • Listen to co-workers and supervisors who are conducting perimeter duty using two-way radios. (1)
  • Interact with service providers, such as women's shelters and alcohol rehabilitation centres. (2)
  • Interact with visitors to the facility, providing information and advising them regarding what items can be brought into the institution. (2)
  • Discuss problems, concerns and ways of handling situations with other correctional service officers. (2)
  • Interact with supervisors and directors of the facility to provide and receive information about policies and co-ordinate work among officers. (2)
  • Interact with volunteers, counsellors, teachers and ministers about inmate progress. (2)
  • Interact with inmates, including providing and asking for information, persuading inmates to enter programs and negotiating and resolving conflicts. (3)
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Money Math
  • Count money coming from inmates on unescorted temporary absence, putting it in cash boxes and giving receipts. (1)
  • Calculate pay for inmates, complete pay sheets for money to be put into their accounts, and make change for inmates to use telephones. (1)
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Scheduling or Budgeting and Accounting
  • Manage a budget relating to inmate recreation, field trips, education, entertainment and equipment. (3)
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Measurement and Calculation
  • Measure out amounts of medication that inmates require, according to what is written in their files. (1)
  • Measure chemicals such as mace. (1)
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Data Analysis
  • Compare inmate counts at specified intervals and determine reasons for any changes. (1)
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Numerical Estimation
  • Estimate staffing requirements, taking into account how many inmates there are. (2)
  • Estimate the cost of loaning an officer to another institution when the exact time frame of the loan is not known. (3)
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Job Task Planning and Organizing
  • Shift leaders or directors determine correctional service officers' work tasks and priorities. Correctional officers who have supervisory roles may themselves supervise thirty or more other correctional officers. There may be frequent interruptions during a work shift to respond to inmate discipline problems. Their days are highly structured, as officers are expected to circulate and provide basic necessities to inmates within structured blocks of time. Workers may have areas of specialization such as counselling or working with inmates in group settings. In emergency situations, teamwork comes to the forefront, with carefully sequenced and planned responses. Since there is a high degree of paperwork associated with the job of correctional service officer, incumbents must plan their workdays to find time for the various forms and reports required. (3)
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Decision Making
  • Respond to inmate requests for privileges, based on set procedures and past experience. (1)
  • Decide whether to move inmates to different cells to break up cliques. (2)
  • Decide, in consultation with infirmary staff, if inmates are too ill to remain at the institute's infirmary and should be sent to hospital for treatment. (2)
  • Decide whether to search a cell if there is a suspicion that an inmate is planning something dangerous or against the rules. (2)
  • Decide whether to respond positively to inmates' requests to make phone calls, receive visits or take showers after the approved shower time has passed. Base decisions on the behaviour of inmates, security issues and rules in operations manuals. (2)
  • Decide which staff member will do which job when acting as a shift leader. Make an assessment based on who is best suited for the job, judging from past experience. (2)
  • Decide whether to support an inmate's request for temporary leave, early parole or participation in the bracelet program. Make the decision after a thorough review of an inmate's record and daily behaviour and after contacting others with whom the inmate has interacted. (3)
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Problem Solving
  • There is a dispute between inmates and other correctional service staff. Try to resolve conflicts between staff members and inmates by talking to each of them separately and making a decision based on the facts of the dispute. (2)
  • May face verbal abuse from inmates. Such conflicts may be resolved by talking with inmates or placing individuals in isolation. (2)
  • Rumours have been heard that some inmates are planning an attack on other inmates. The situation may simply be observed if there is no evidence to support the rumours, or pre-emptive steps may be taken, such as moving certain inmates to different beds or work assignments. (3)
  • There is an escape attempt. Respond to escape attempts quickly and firmly, following established procedures. (3)
  • There is an inmate who is becoming increasingly distressed, aggressive or emotional. Examine factors which may have triggered the situation and seek other staff opinions. The inmate may be moved to another facility or referred to a nurse or psychiatrist. (3)
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Finding Information
  • Refer to lists of phone numbers of outside resources, such as women's health clinics. (1)
  • Consult correctional service 'rules and regulations' manuals to find answers to questions posed by inmates. (2)
  • Request information from other officers, psychologists and supervisors. (2)
  • Read inmate files to find details of crimes and sentences so that appropriate resources may be provided. (3)
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