Firefighting has changed - assessment should move with the times
23 September 2015
Firefighting has changed - assessment should move with the times
Fri, 25 Sep 2015 | By Ray Worrell
Many a child has dreamt of being a firefighter and, each year, thousands of people apply to join the service. Most won’t make the grade.
Identifying those who genuinely make the grade is critical, especially given how the service has changed over recent years and continues to develop.
A focus on prevention has reduced the number of fires, but firefighters are involved in a greater range of incidents, including water rescues and chemical spillages. New technology and communication systems require new skills, and diversity issues and cultural awareness have a higher profile. Perhaps most significantly, extensive cuts have taken their toll.
Changing requirements must be considered when looking at how to recruit and assess
such highly skilled individuals.
Is the national process used by a number of fire services still fit for purpose? Does it reflect the changing landscape and the capabilities required? Does it mark out the best candidates for progression to strategic leadership roles? Is it relevant to a broad range of groups, taking into account cultural, race and gender considerations? Does it make best use of resources while treating candidates in the most appropriate manner as they go through the process?
Our only option is to review recruitment and assessment processes. It’s the only way we can ensure we recruit the best talent to a service that meets today’s challenges and requirements.
To compare recruitment with technology: what would happen if today’s firefighters were using the same equipment as they did in the 1980s when the firefighter mentioned above started out? There were no thermal imaging cameras and no GPS, and breathing apparatus was less sophisticated. Firefighters would still do a phenomenal job but at greater risk and fewer lives would be saved. There are obvious differences, but abilities can be considered in a similar way.
We recently worked with West Midlands Fire and Rescue, and spoke to managers and firefighters who knew the job inside out.
The conclusion was that, to get the best candidates, how they were tested and assessed early in the process had to change. Online tests were created, and a situational judgement test ensured candidates’ decision-making and team-working skills were robustly measured. The results were a better organisational fit at a much lower cost and a shorter time to hire.
These and other elements brought the process up to date, created new challenges for candidates and improved the possibilities of success and career development once in post. Over time, we will find out if retention improves. The real benefit of a more rigorous testing process is a higher standard of recruit that should, in turn, lead to more lives being saved.
We need to move with the times, and do things differently to make sure we continue
to get the best people as roles develop (and don’t lose any along the way). The risks are too great not to.
FROM OCTOBER 2015'S RECRUITER MAGAZINE
Recently I read in the local paper about a firefighter who was retiring after 30 years in the service. While he did not consider himself to have had a remarkable career, his story brought home firefighters’ incredible range of skills and abilities, not to mention their bravery.Many a child has dreamt of being a firefighter and, each year, thousands of people apply to join the service. Most won’t make the grade.
Identifying those who genuinely make the grade is critical, especially given how the service has changed over recent years and continues to develop.
A focus on prevention has reduced the number of fires, but firefighters are involved in a greater range of incidents, including water rescues and chemical spillages. New technology and communication systems require new skills, and diversity issues and cultural awareness have a higher profile. Perhaps most significantly, extensive cuts have taken their toll.
Changing requirements must be considered when looking at how to recruit and assess
such highly skilled individuals.
Is the national process used by a number of fire services still fit for purpose? Does it reflect the changing landscape and the capabilities required? Does it mark out the best candidates for progression to strategic leadership roles? Is it relevant to a broad range of groups, taking into account cultural, race and gender considerations? Does it make best use of resources while treating candidates in the most appropriate manner as they go through the process?
Our only option is to review recruitment and assessment processes. It’s the only way we can ensure we recruit the best talent to a service that meets today’s challenges and requirements.
To compare recruitment with technology: what would happen if today’s firefighters were using the same equipment as they did in the 1980s when the firefighter mentioned above started out? There were no thermal imaging cameras and no GPS, and breathing apparatus was less sophisticated. Firefighters would still do a phenomenal job but at greater risk and fewer lives would be saved. There are obvious differences, but abilities can be considered in a similar way.
We recently worked with West Midlands Fire and Rescue, and spoke to managers and firefighters who knew the job inside out.
The conclusion was that, to get the best candidates, how they were tested and assessed early in the process had to change. Online tests were created, and a situational judgement test ensured candidates’ decision-making and team-working skills were robustly measured. The results were a better organisational fit at a much lower cost and a shorter time to hire.
These and other elements brought the process up to date, created new challenges for candidates and improved the possibilities of success and career development once in post. Over time, we will find out if retention improves. The real benefit of a more rigorous testing process is a higher standard of recruit that should, in turn, lead to more lives being saved.
We need to move with the times, and do things differently to make sure we continue
to get the best people as roles develop (and don’t lose any along the way). The risks are too great not to.
- RAY WORRELL is client partner and sector lead for emergency services, TMP Worldwide
