“behavioural contracts”. In this, offenders receive constant feedback and have an obligation to improve their behaviour. This translates the goal of the offender rehabilitation and reduction of criminal recidivism into an actionable and measurable plan. Such an approach requires open and effective communication between employees and offenders at all times so as to provide the opportunity for individuals to adopt the appropriate skillset to recognise and redress behavioural deficiencies. Within the correctional facilities workplace environment, this process is more formally referred to as “staff-offender contacts”. It is paramount such communications are unambiguous so as to streamline the achievement of mutual offender and employee goals. The interview-style discussion adheres to a semi-structure of: introduction, middle and summary. In this, the conversation remains primarily goal-orientated while maintaining adaptability to employee methods. Mechanisms to obtain information In the attitude correction process, employees collate information concerning offenders under their guidance. Such information is sourced widely from “staff-offender contacts”, mandatory testing for illicit substances, polygraph test results and various monitoring systems such as electronic surveillance, Global Positioning Satellite systems and fingerprinting or biometric scanning. The advantage of such a wide source of information means employees almost always reserve the ability to pin point the location of offenders. Present day, the movement towards “community supervision” has taken the place of “office-based supervision”. This is based on indications interviews in the workplace environment neglect to provide employees with sufficient information required for the adequate supervision of criminals, specifically pertaining to high-risk offenders. In person meetings occur routinely, generally restricted to monthly or weekly sittings, therefore non optimal to the collation of offenders’ progress. This constant monitoring enables behavioural correction employees to maintain a watchful-eye on the offender's reintegration into society and monitor whether or not the individual is acting in line with “supervision plans” and “behavioural contracts”. This allows staff to identify prominent members of offender's lives and foster appropriate employee-offender rapport. By extension of this, employees develop rapport with local home and business-owners who maintain the ability to a) offer information relevant to offenders and b) may be able to facilitate and support the offenders’ positive change. In this, both the community and technological surveillance as per the offenders’ risk level enables employees to adapt accordingly to counteract the recurrence of criminal behaviour. How to incentivise offenders Given the extensive use of resources, information concerning noncompliance with conditions of parole, probation or rehabilitation is readily available