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Fire Chief Toolbox Recruitment and Retention

MODULE 6:

Recruitment and Retention

OBJECTIVES

The individual shall:

FCT.16 identify qualifications which are desirable for fire department personnel

FCT.17 describe elements which affect recruitment of personnel.

FCT.18 explain what activities can and/or should be part of the personnel selection process.

FCT.19 identify factors which can affect retention of personnel.

8/29/03 Oregon Fire Chiefs Association 1


INSTRUCTOR GUIDEModule 6 - Recruitment and Retention

4 hours

OBJECTIVES:

The students will:1. understand the legal aspects of recruitment.2. explain how a recruitment program should be structured and staffed.3. identify positions for which recruitment should be conducted.4. describe the elements and importance of job descriptions.5. list places where recruitment can be done and methods which can be used.6. explain what activities can and/or should be part of the personnel selection process.7. describe the importance of department management to retention of personnel.8. identify methods which can be used to motivate and retain personnel.

OUTLINE:1. Welcome/Introduction (15 minutes)2. Legal aspects of recruiting: (30 minutes)

what laws apply things you can and cannot do

3. Discuss how to structure and staff recruitment efforts. (15 minutes)4. Positions: (20 minutes)

what are Oregon departments doing what are other positions for which they might recruit

5. Job descriptions: (30 minutes) format what should be included who should develop

6. Discuss where and how recruitment can and should be done. (15 minutes)7. Selection: (30 minutes)

elements procedures

8. Discuss how management strategies affect retention. (20 minutes)9. Motivation/retention strategies: (20 minutes)

what are departments doing what works where to get ideas

10.Conclusion (15 minutes)



RECRUITMENT AND RETENTION

The recruitment and retention of an adequate number of dedicated people is key to the continued success of most any enterprise - including fire departments. A wide variety of suggestions and techniques for finding and keeping the "right" people will be discussed in this Module. We will not cover all of the possibilities and not all of those which we do cover will appear interesting to you. Some which are discussed may simply not be feasible in your situation. Even those which "look good" will probably need some work so that they can be adapted to fit your organization.

The literature - including the Bibliography for this Module - contains considerable information regarding the recruitment and retention of volunteers. While you will probably have far more people apply for paid positions, finding and keeping the "right" people can be nearly as difficult as it is to recruit and retain volunteers. Most of what we will discuss in this Module can be applied to volunteer, paid-on-call, and career personnel.

Volunteerism is a tradition in the United States. So is the positive image of the fire service. Those two taken together should bring you a never ending stream of people who want to be part of your organization. That may still hold true for career positions, but if your department is like most, it is more and more difficult to find and keep volunteers. There are several reasons why that might happen:

there is a national decline in volunteerism greater competition for available resources the changing structure of the family economic pressures population shifts from small towns to urban centers many people live in one town and commute to another to work citizens may not be aware that their fire department is staffed by and needs

volunteers changes in the nature of small town industry and farming decline in the sense of civic responsibility potential for being named as a defendant in a lawsuit employers are more reluctant to allow employees to leave work in order to

respond to alarms increasing certification/training demands increasing time requirements - more demands for service, etc. internal fire department conflicts or elite cliques which exist concerns regarding potential exposure to communicable diseases artificial barriers which limit who can be considered an "active" member

In addition to all of the above, studies show that a volunteer stays with an organization for an average of five to seven years. Even individuals in paid positions are much more prone to move from one department or "calling" to another. So you need to think and



plan in terms of replacing 15 - 20 percent of your personnel every year, and develop methods to retain those valuable persons.

As was noted earlier, the fire service traditionally has a good reputation and a positive image which draw people to it. Knowing the specific reasons why people want to join the fire service can help your department target its efforts to recruit and retain the individuals it needs. The reasons for joining can include one or more of the following:

gaining self respect - competence in a difficult set of tasks community service - desire to make a positive impact on community interest in using free time in a constructive, worthwhile activity opportunity to save lives, help others, be a "hero" not enough achievement or challenge in regular job challenge - fire fighting is exciting and dangerous volunteer because he/she wants to be a career fire fighter a sense of belonging - an opportunity for friendships an opportunity to participate in decision making social involvement and camaraderie opportunity to use technical skills recognition and enhancement of local prestige opportunity to test leadership skills feeling of satisfaction and importance already know someone in the organization carry on a family or community tradition to meet personal needs - excitement, challenge, reward, recognition

That list can be refined as it applies to your department by several methods. One way is to find someone who does market research (maybe a volunteer from inside or out-side of the department) and have him/her do the checking. The chief or someone else from the department can develop and conduct a formal written survey or focus informal discussions on why people joined and/or stay with the department. Exit interviews conducted by the city administrator or someone else from outside of the organization can help determine not only why someone is leaving, but also why they joined the department in the first place.

Understanding why people want to join the fire service will also give you some insight into their character. There are other character qualities which are important to the types of people your department should seek to recruit and retain. The National Volunteer Fire Council/U.S. Fire Administration book - Retention & Recruitment . . . lists those below:

leadership experience is highly desirable maturity - ability to take criticism, accept discipline and commands commitment - turnover is expensive ability to be a team player - fighting fire requires it conscientiousness - thorough in operational and administrative duties interpersonal skills - ability to relate to others



moral character - can be trusted in homes, businesses, and around the station

problem solving nature - will help work out solutions initiative - self reliant, willing to take action

Marinucci1 suggests that if leadership experience is not evident, look for potential leadership capability. Find individuals with good "people" and communication skills. "You will pay dearly for hiring mistakes. Selecting the wrong individual for the job (paid or volunteer) costs an organization in time, money, and training."

So, what is the process for finding the "right" individuals? The process is called recruitment and has been defined by various sources as:

attracting qualified individuals willing to serve - Managing Fire Services manipulating the quality of people who seek to join your organization,

attracting the right people - Leadership and Administration attracting and evaluating potential candidates - The Fire Chief's Handbook convincing citizens to become part of your organization - John Buckman2

a systematic, continuous process by which capable individuals are identified, evaluated, and enlisted as members of the organization - Emergency Medical Services (EMS) Recruitment and Retention Manual

The EMS Manual implies, that recruitment includes all of the steps in the hiring process - whether the individual is going to be paid or not.

Because recruitment is so closely tied to hiring, many of the laws which affect hiring apply to recruitment also. Therefore, be sure to gain the advice of competent legal counsel. Merely deciding where and how to look for new members can have legal implications. No locations or methods violate federal law on their own unless they are used to intentionally discourage women, minorities, or qualified persons with disabilities from applying. According to Brannigan3, it is against the law to require individuals to be residents of a state or municipality to apply for a position. Bentivoglio4 says that questions about age, gender, educational background, prior work experience, and driving and criminal records can be asked on the written application and in the interview. However, questions regarding marital status, race, and religion should be avoided. If (heaven forbid!) you allow the membership to vote on applicants, no pictures of the candidates should be provided.

The Americans With Disabilities Act and Title VII of the Civil Rights Act can both affect recruitment. Bentivoglio indicates that the ADA prohibits:

pre-employment medical exams (prior to job offer) asking whether a person has a disability or the severity of a disability

1 Richard Marinucci - Chief, Farmington Hills, MI. - July 1991 Fire Engineering2 John M. Buckman - Chief, German Township, IN. - May 1994 Fire Engineering 3 Francis L. Brannigan - Editorial Advisory Board, Fire Engineering4 John T. Bentivoglio - Atorney & Volunteer Sgt. Paramedic, Bethesda-Chevy Chase rescue Squad, MD.



administering aptitude or screening tests to persons with impaired sensory, manual, or speaking skills unless the test is for that skill

asking about prior medical history, use of prescription or other legal drugs or whether the applicant has previously filed workers compensation claims

blanket excluding persons with a history of alcoholism or drug abuse (they must be considered case by case)

separate physical fitness standards for men and women

On the other hand, the ADA says that you can:

ask applicants whether they are capable of performing the essential functions of the job and may require them to demonstrate how they would perform such tasks

require the applicant to pass a physical agility test that assesses actual job-related behaviors - should be pass/fail

require a job-related medical exam after offer of employment - the offer is contingent on the results of the exam

require a drug test prior to the job offer - not considered a medical exam prohibit use of alcohol and drugs at the station or being under influence while

on duty take action against an employee for off-duty drunk driving

The Civil Rights Act essentially says that every individual in the United States has the right to seek employment (or volunteer) without fearing or experiencing discrimination or unequal pay (or treatment) because of race, national origin, creed, religion, handicaps - real or perceived, age, or disability. Job placement must be directly associated with the applicant's ability to perform the job - any other criteria is invalid in the eyes of the law. Bentivoglio advises particular caution with regard to arrest and criminal records. Arrests are allegations only and may not have resulted in conviction or punishment. Also, conviction records for petty offenses or incidents from the distant past should be considered carefully. You cannot automatically reject applicants because of arrest or conviction records. Applicants who have recent convictions involving violence, abuse, possession and/or sale of illegal drugs, or crimes involving dishonesty can be rejected.

As the definitions indicated earlier, recruitment is a process with a number of steps. Like any other important effort of the department, a successful recruitment program starts with a plan which addresses each of those steps. To help you visualize such a plan, we will briefly discuss the major steps or activities involved in recruitment. The plan should be built around the understanding that recruitment is an ongoing process. Your department may decide to use more visible, formal efforts at certain times, but they should always be looking for quality people. At the same time, those people -potential candidates - are observing and assessing your department and its operations and contemplating whether or not they want to be a part of it.

One of the first decisions for the recruitment program will be to determine who will be involved. Ultimately, every member of the department will have a role, but where will most of the responsibility be placed? Most successful programs suggest having one



person in charge. In a very small department, that may be the chief. The idea is to find someone who will provide a continuous, professional approach to the effort. It needs to be a person who is enthusiastic, dedicated, motivated, and sold on the product - the fire service and your department. Depending upon the size of the department, a team or committee may be assembled. They need the same qualities as the person in charge and a mix of the following skills would also be helpful:

education/experience in marketing/public relations graphic arts, writing, speaking skills interpersonal skills for working with individual candidates computer literacy bilingual ability - if you have a bilingual community

Include members which represent the diversity of the department - age, sex, ethnic background, officers/fire fighters and so forth. There is no strict reason to limit participation in such a group to department members. Individuals with vital skills who are from outside the department may be willing to "volunteer" for such an effort.

Next in the process is identifying department needs. Recruitment is not a body count - quality, not quantity is the goal. Finding the right people takes time and is most successful when the needs are clear. Look at the needs now and in the future for both replacement and potential new programs; take into account numbers, types, special skills, etc. The functions and activities which need to be accomplished must be identified. That list should go beyond the traditional fire fighter and medical responder tasks to include such functions as:

administrative/clerical support bookkeeping/financial public education/inspections community relations phones/dispatching fund raising computer operations child care apparatus/facility maintenance public speaking maintaining training and other records, uniforms and other gear

That expanded list is valid for both volunteer and career personnel. Some people may not be interested in emergency response, but do want to contribute to the department and/or community. Along the same line, some emergency responders may have little or no interest in completing non-emergency tasks. With regard to the emergency responders, are there staffing gaps by time of day, day of week, and/or geographic area served? What specific qualifications should potential candidates have? We noted some possible character qualities earlier, but your list may also include such items as state/national certification, previous experience, a short response time to the station,



educational level, etc. Once the needs have been identified, reachable and measurable goals/objectives can be developed.

An important aspect of attracting the right people to the organization is defining the job(s) for which you are recruiting. A comprehensive job description should be available for each position. The Fire Chief's Handbook suggests that it include, as a minimum, the items below:

expected levels of activity, training, emergency response, etc. risks rewards general statement of duties minimum qualifications - knowledge, skills, and abilities special requirements - licenses, certifications, citizenship, etc. physical requirements and character requirements

The statement of duties for emergency responders might list such things as response to alarms, maintain equipment, attend meetings and training, and so forth. If possible, include information regarding the time commitment required for the position. Some indication of the topics which are part of training and the depth to which they are covered for emergency response positions may give candidates a better idea of whether or not they want to get involved.

With needs and position descriptions in mind, planning can move to identifying where to locate potential candidates. In reality, recruits can be found almost anywhere that there are people. Some sources may be better for your department than others. A partial list of possibilities includes:

high schools, colleges, technical schools - work with principals, guidance counselors, or career placement personnel

civic groups - especially service oriented groups shopping centers and businesses with a good customer flow large companies - especially those with shift workers places of worship fitness and recreation centers military installations community events like fairs, carnivals, shows

People who work at home and those who work, but do not live in the community, can also be considered for volunteer positions. Word of mouth is another way to identify potential recruits - make use of current members and community members who have influence (politicians, ministers, etc.). Consider people who have volunteered their assistance at an emergency or who have completed training - safety, baby sitting, CPR - at the department. Check the possibility that utility or road workers or others who are "on the road" in the community might be available. New residents are another potential source and we will discuss later some ways that they might be contacted.



The methods used to attract the right people are nearly as endless as the number of organizations which are looking. Again, keep in mind that any of the ideas discussed below will need to be tailored to your organization and community. You can borrow from others, but it is best to adapt ideas to your circumstances because no one knows your conditions better than the people in your department. Some of the standard methods for attracting potential recruits include:

signs outside of stations posters, flyers, brochures media advertising open houses neighborhood visits/door to door community displays workplace information sessions newsletters "recruit" day or night sessions colleges and universities personal contact by current members professional societies road signs/billboards video presentations movie trailers placemats posted/mailed job announcements work-study programs speakers bureau career fairs courses at fire station press conference apparatus displays at shopping centers - recruitment signs

Some departments advertise a telephone number which has an answering machine attached and is answered around the clock. The state of New Jersey established a statewide hotline - using an 800 number - which provided local numbers for more information. A county or region can pool the resources from a group of departments and potentially multiply the impact of dollars available for recruitment.

Marketing professionals will tell you that a message must be seen or heard an average of three times before an individual will be persuaded to act and that different people respond to different methods. It is a good idea to use a variety of methods and to focus on the ones which are most likely to reach your target audience. No matter which methods are used, certain themes should remain constant:

the need for their services the hard work and realities of the job the personal rewards, excitement, and fun involved



Attractive, imaginative, and current literature about the department and application forms should be available at all times. Distribute printed material widely - in such places as the following:

athletic clubs factories and union offices gyms and fitness centers military discharge centers other city departments civic group offices school counseling offices

Recruitment materials should provide information about the job of fire fighting, your department, and the testing process. They should describe what is involved in recruit training and how long it takes. Include information about the application, testing, and hiring processes. Explain the pay/benefits program, work hours (expectations for volunteers), and any other information thought to be important. Keep in mind that the general public probably knows very little about the work performed. Another outlet for printed materials is a new-resident awareness package which not only describes the department and its recruitment needs, but also provides fire safety tips. It can be distributed through Realtors or your local "welcome-wagon" type organization.

A great source for recruiting ideas, including sample printed materials, is the free kit of ready-to-use materials called The New Tools Kit available from the National Volunteer Fire Council. They can be contacted at 1319 F. Street NW, Suite 301, Washington, DC 20004.

The media can be used in several ways to disseminate your message. Public service announcements - 10, 20, or 30 seconds - can be developed and air on radio and/or television. The same two outlets can feature a public service program - maybe an interview or call-in show. For these types of programs, try and use both fire fighters and officers - especially those who are positive about the job, honest, and open to questions. Print media can be provided, or may choose to develop, a feature story or news article. Provide them fact sheets and access which helps them promote to the community a positive image of your organization, what it does, and what it needs.

A high school or college media class or the local television station may have resources to help your department develop videotapes. One could be an informational tape about the "real" jobs of a fire fighter and/or medical responder. Another might describe the entry-level physical test - with each element demonstrated using correct procedures. Such tapes can be made available for loan, used as part of presentations made to community groups, shown at career fairs or open houses, etc. They can also be provided to high school guidance counselors and/or career placement personnel in colleges and universities. Again, use fire fighters and officers who can project a positive image of themselves and the department.



In addition to using videotapes at open houses and some other types of presentations, use these venues to allow potential candidates to see and handle personal protective equipment and examine apparatus and facilities. Train all of your personnel to be recruiters. Give them the skills to answer questions and promote the department and its programs. Prepare them to be honest about the requirements of the positions involved and, at the same time, enthusiastic about the rewards. Signs, posters, and other recruiting methods only create awareness and potential interest in your pro-grams, the personal contact can make or break a candidate.

What should be your recruiting message? The military and other organizations have effectively used active, catchy, and descriptive slogans or themes. A short, memorable one liner - "You can make a difference." or "Volunteer. For life." - used through a variety of means and methods can attract your target audience. Back up that message as often as possible with positive, colorful visuals. Provide opportunities for potential candidates to empathize and identify with the images - be able (and want) to put themselves in the picture. Consider promoting the idea of husband/wife teams and other methods for family participation.

To make the most of the success of your recruiting efforts, follow up quickly and effectively with prospects. Value their interest by being sincere, not bureaucratic, with responses. Because this may be a potential recruit's first personal contact with the department, both friendliness and professionalism need to be communicated. Either in one-on-one sessions or with the recruit and his/her significant other (maybe even have child care available) explain the benefits and commitments involved with the position. Answer as many questions as possible and provide a phone number and/or contact person should additional questions arise. A recruitment/membership manual which provides information about the department and common questions can be given to the recruit to take home and review at his/her leisure. Such a manual can also be valuable to the recruit's spouse, parent, or other concerned person.

Once individuals have been identified who are interested in the positions avail-able, the screening process begins to find the person(s) most suitable for the tasks. Screening done based on a valid, written job description provides specific, quantifiable justification for acceptance or rejection of a candidate. Whether the positions are career or volunteer, the care taken should be the same. Maintain standards - you cannot afford people who are unqualified or unlikely to succeed. Creating high expectations attracts the best people. The "right" people will do a good job and are likely to remain with the department for a long time. A quality screening process has several elements:

an application form testing background/reference checks interview physical examination



If done correctly, each step in the process will eliminate applicants who, for one reason or another, are not suitable for the position and allow you to select the best person based on qualifications.

The application form provides the first formal opportunity to gather information from the prospect. It should ask for name, address, employment record, and references. Depending upon the position, you may need information regarding education, experience, certifications, etc. A section which addresses criminal convictions can be included. Questions regarding past emergency/community service experience, length of time in the community, interests and abilities, amount of time available (for volunteers), and/or why he/she is interested in the position may be helpful. As noted earlier, questions regarding prior medical history, use of drugs, and so forth are prohibited. The application can end with a statement certifying that the information is true and a place for the applicant's signature.

Intelligence, aptitude, and achievement tests given to applicants can be administered orally or in written form. Intelligence tests are basically tests of learning ability. If physical dexterity, mechanical, or clerical skills are important to a position, an aptitude test will determine what the candidate is able to do. An achievement test would be used to establish the degree of knowledge in a specific field. Physical agility tests for fire fighting positions should test specific fire-fighting type skills. When tests are developed, consideration must be given to whether the knowledge or skill is something which the applicant must bring to the job or will be learned on the job. For any test to be valid it must:

be job related - a regular task or knowledge level of the position not require applicant to perform at a higher level than persons who currently

hold the position use testing procedures which clearly demonstrate the applicant's ability to

perform

Candidates should be informed of all testing processes - the elements of tests, how they will be administered and scored, what constitutes a passing score, etc. With regard to physical agility tests, sponsoring practice sessions can have benefits for both the department and the candidates, i.e.:

candidates can measure fitness levels, gain experience in handling equipment, and be shown proper techniques

the department gets a chance to identify problems with test administration and establish skill checklists

If candidates must wear protective clothing during certain tests, let them know whether it will be provided or they must bring their own. When it is being provided, make sure that sizes are available to fit all candidates.

Background/reference checks should include driving and criminal records plus work, school, and personal references. You may need the applicant's permission (best if it is



in writing) - especially to check driving and criminal records. Checking these records - driving and criminal - is important as part of your responsibility to protect the public and also to reduce the chances that the department will be sued due to the actions of one of its employees. Before checking work, school, and personal references, know what information you want and be prepared with questions.

An interview (whether with the chief and/or a committee of department members) can serve several purposes. It is an opportunity not only to gather more information from the prospect, but also to provide him/her additional information about the department and the job. Know the skills and performance you want from a person and structure the interview around finding out if each candidate has them. Following are some guidelines for interviews:

ask specific questions - generalities beget general answers avoid questions which can be answered "yes" or "no" or follow up with "why"

or "how" what would he/she like to get out of the position? what makes the candidate feel successful/qualified? what aspects has he/she enjoyed about previous positions? what skills or strengths can he/she contribute to department? does he/she prefer working alone, with a group/partner? why?

give applicants time to think about your questions listen carefully - not only to what is said, but how it is said be informal - seat the applicant beside you, without a desk or table between

you close the interview when you have found out what you need to know whether

it takes five minutes or fifty

Review the job description with the applicant and provide more detail regarding the nature and responsibilities of the job. Communicate the department's expectations. Allow the person time to ask questions. The EMS Recruitment and Retention Manual suggests that interviewers be aware of and maybe address unasked questions from candidates:

what do I really have to do? can I manage it? do I have the skill? can I handle it emotionally?

how much time will it demand? is there enough to keep me interested? will it put pressure on my regular job (for volunteers) or family?

what danger will I be in? what are the risks? who benefits? why should I do this?

Develop a process to score the interview and write down your observations as soon as possible after it is completed.

After completing all of the foregoing steps in the screening process, select the best candidate(s) and offer him/her a position contingent upon successful completion of a comprehensive physical examination. If at all possible, have the physical done by a



physician of your choice. That way the department can establish specific guidelines, get consistent results, and minimize the potential of a personal physician "passing" someone who is not prepared to withstand the demands of the job.

When new employees (volunteers) are brought on board, make them feel part of the team right away - find meaningful things for them to do. The chief should make personal contact with each recruit quarterly (as a minimum) to show interest and concern. Assign each recruit a mentor who will pay particular attention to him/her for, at least, the first year. Develop an orientation program which can address the following issues (among others):

a history of the department house and running rules:

parking smoking payday

list of current officers and their duties when and where they are expected to report who will be giving them instructions list of all apparatus and equipment carried on each standard operating procedures list of department reference materials and their location station floor plan and a tour of the facilities calendar or department activities summary of individual member responsibilities

An orientation checklist can be developed and used for each recruit to minimize the chances of important information being missed. Another part of orientation can be used to explain the probationary period. The probationary period is a time to train and periodically evaluate a new recruit to make sure he/she will be able to do the job. Keep training records which certify that the person is competent to do certain things. Successful completion of recruit training is a requirement for permanent status. It is a good idea to regularly update new employees on how they are doing and to allow them to ask questions. Sending the spouse, parents, or significant others a short note as the person reaches milestones can be a motivator and an excellent public relations tactic. If someone in particular (minister, principal, politician, etc.) was involved in sending the recruit to the department, keep him/her updated for the first year. Invite them to any ceremony which celebrates the recruit's full membership in the department.

Once all of the processes for recruiting and selecting the people who have the potential to be successful has been completed, retaining those people takes on a primary importance. Retention is the name given to the processes used to keep the personnel who have been hired or enlisted. Retaining people is important because it reduces recruiting and training needs, lowers costs, and increases the experience level on the department. Again, we will discuss several strategies which have been successfully used by fire departments to retain personnel - they will probably need to be adapted to fit your situation. Understanding the attitudes and motivations of personnel is essential



to maintaining their satisfaction and keeping them with the department. Surveys, informal discussions, annual performance ratings, and exit interviews can all provide valuable information. During a performance rating, an employee has an opportunity to express any dissatisfaction with job assignments, training, management, etc. - they should be conducted as an exchange of information. A questionnaire used at an exit interview can help determine the:

most and least satisfying experiences with the agency quality and appropriateness of training programs suggestions for improving the organization and meeting needs

Just as important as retaining committed people is dismissing inactive people or poor performers. Keeping the "wrong" people will demoralize others and may drive them off of the department.

Motivation is defined in Effective Supervisory Practices as the "amount of physical and mental energy that an individual is willing to invest in his/her job". That same definition can apply to a person's involvement with almost any endeavor. Knowing how to release the motivation which already exists within the individual is important to meeting his/her needs. Abraham Maslow5 lists the following needs:

physiological food shelter clothing

security absence of threats to:

life health safety

social sense of belonging group membership acceptance by others love

esteem self-respect respect of others

self-actualization fulfilled personal life full development of abilities creativity

Needs higher on the ladder are not more important than those lower on the ladder. If a need lower on the ladder is not satisfied, a person will be motivated to satisfy that need before releasing higher level motives. Once a need has been satisfied, it is less likely to 5 Abraham Maslow 1908-1970 - Psychologist who developed "Hierarchy of Needs" 1943



motivate a person. Leadership and Administration discusses three categories of personal motivation which might keep people in an organization:

achievement - desire to do his/her personal best withstand pressure and hard work complete something solve problems and take responsibility for same

affiliation need to be accepted and liked focus on relationships need for interaction deep concern for keeping people happy

power desire to affect and influence positively willing to take high-risk assignments concern for his/her reputation and position strong feelings about status and prestige desire to advise and be heard

Many people work harder at volunteer "jobs" than at their real job because it provides more interesting work or challenge, real responsibility, and personal fulfillment. When workers and supervisors were surveyed regarding what they considered to be the most important motivators, workers ranked appreciation for their work, being in on things, and sympathy for personal problems as highest. Supervisors expected employees to give highest rank to good wages, job security, and promotion. How well do you know the people in your department and what motivates them?

Several sources listed in the Bibliography indicate that retaining members is directly related to a department's ability to manage people. As we have discussed in other Modules, there are several aspects to management. The management styles of the "people in charge" can have a significant impact on the retention of people. Inflexible dictators and lackadaisical managers negatively affect the desire to stay. When participatory management is practiced, people perceive respect and the opportunity to be involved in decision-making. They have a feeling of responsibility for the organization and its actions - a feeling of worth. At the same time, employees want someone to take charge and offer guidelines - in the form of written rules and regulations, policies, procedures - for what is expected. The guidelines need to be based on a clear, realistic mission statement, goals and objectives, and the overall plans for the organization.

Managers also need to promote an environment of cooperation and cohesiveness. Allowing cliques, demonstrations of lack of respect, personal conflicts and disagreements among members, and so forth will contribute to some members deciding to leave. Assemble people in changing groups so that they get a chance to know each other better and respect and appreciate various talents and skills. Efforts must also be made to provide emotional support for members. Such programs as chaplains,



substance abuse counseling, and stress debriefings can demonstrate concern for the "whole" employee. Also administering fair and consistent discipline is good for both the organization and its members.

Leadership is another aspect of management. Individuals are motivated to "work" for leaders who:

are effective in the station and on the fireground have knowledge of the job, members, and themselves recognize each member as an individual - respect distinct talents and

knowledge are honest - give their word and keep it maintain discipline and carry out department regulations fairly and

consistently are willing to share hardships/good times, seek and give feedback exhibit enthusiasm for the position use good judgment and make good decisions are loyal to the members and the organization know what needs to be done and get it completed develop and enforce clear, measurable standards of performance and

conduct are professional at all times and control their temper give credit for accomplishments - keeps people informed maintain physical and mental fitness and exhibit physical and moral courage

Some people are simply unsuitable to be leaders/officers due to lack of technical or management skills or an inability to work effectively with people. Others can be trained as long as the training is recognized as important and is affordable, accessible, focused on needs, and scheduled and conducted in time spans that work for the people involved.

Successful management also recognizes the importance of developing effective supervisors. Effective Supervisory Practices suggests that "good" supervisors:

enlist the help of workers in setting goals set rules and conditions that help, not hinder, people getting the job done regularly talk with and listen to employees involve team members in decision making look at things from the "worker's" point of view praise good work rather than taking it for granted

An effective supervisor also learns what "fuels" each person's behavior and reinforces that. The more a result is rewarded, the more likely you are to see that result.

Communication is another key to successful management and retaining people. Make sure that policies and other requirements are written, distributed, and under-stood. Copies of policies and procedures should also be readily available for reference. Keep



all members in touch - through meetings, newsletters, bulletin boards, and so forth - to dispel rumors and confusion. The chief and other officers should be visible and available to answer questions as often as possible. Also, keep in mind that listening is an important part of communication.

The image of the organization is also a part of management and can play a role in both recruiting and retaining personnel. Recruitment and Retention in the Volunteer Fire Service suggests the following methods to enhance the department image:

conduct training in places visible to the public - lets the public know that the department exists and is working for them; attracts potential recruits; gives members positive exposure to the public

promote prevention - displays at malls, fairs, and other public places; conduct safety lessons; bring apparatus to school grounds

chaplains for post-fire assistance - at scene to help victims and firefighters use the media - get department news and accomplishments to the public well maintained apparatus and equipment - demonstrates pride in quality and

appearance have dress standards; wear uniforms at all public meetings and affairs when

representing the fire department; allow only members to wear insignia compute approximate value of property saved as well as losses; note

connection between improved ISO rating and reduction in insurance rates participate in the community - parades, open houses, street dances,

breakfasts, dinners, holiday events, political events organize a local fallen firefighter memorial service

Members are likely to join and will stay with an organization that has a good reputation and a positive image. Encourage all members of the department to take advantage of every opportunity to enhance that reputation and image.

In addition to running a well-managed agency, fire chiefs have employed a number of other strategies to motivate and retain personnel. Criteria for selecting ones to be used by your department should include demonstrated effectiveness, implementation at a reasonable cost, and ability to meet the needs of the organization. To focus your thinking strategies can be grouped into several categories - benefits, awards, training, social, and other .

Benefits can come in a variety of forms - pay (even for volunteers), pensions, medical/disability/death insurance, tax incentives, and so forth. Pay for volunteers can be considered as reimbursement for expenses or time spent. A few departments even pay a housing allowance so that an individual can afford to live in the area - especially in resort areas.

More and more volunteer departments are making retirement/pension benefits available in the form of Length of Service Award Programs (LOSAP). In 1997 an estimated 150,000 volunteer fire fighters and other emergency service personnel in 37 states currently receive, a specified award per year from their fire district. In August of 1996,



President Clinton signed a bill which provides a tax deferral for LOSAPs until they are actually paid. The new law applies as long as the award is less than an annual stipulated amount, subject to the whims of the legislature. For more information on the law, you can contact the National Volunteer Fire Council or your congressional representative. Be sure to examine creative benefits to ensure that they are legal and ethical. Seek the advice of competent legal counsel.

Some departments offer health insurance, at least for injuries sustained while on duty and/or have workers' compensation benefits available. There is a national program which pays survivors for line-of-duty deaths and certain departments also have local programs. Other programs in the health-benefit area include free or reduced-cost memberships in health or fitness clubs, annual physicals, inoculations (flu, hepatitis B) for members, wellness/employee assistance programs, etc.

Award programs are a way of showing appreciation and can be both formal and informal. At the formal end, John Hennessey6 suggests in his article an official certificate, medal, ribbon can be given in the following categories:

medal of valor - for risking life or limb life saving citation distinguished service - special service for the department chief's citation - for outstanding service commissioner's citation - from board of commissioners special unit citation - extraordinary service or action at an incident public service citation - nominated by the community fire fighter of the year safety award - for an outstanding safety record

Plaques or gifts or certificates can also be given for safe driving records, perfect attendance, achieving certification above that required, and so forth. Such awards can be announced and distributed at an annual dinner hosted by the community and/or the department for members and spouses. For some of the awards noted above, the individual or unit may also be nominated for county, state, or national awards. Just being nominated can be an honor in itself. These awards or nominations should also be publicized in the agency newsletter and local newspaper. If there is an opportunity to get recognition via the radio or television, that may reach even more people. Winners of awards can be featured in a group portrait or with individual pictures in the newspaper or on calendars which are distributed to local businesses and made avail-able to members and their families. At the more informal level are:

thank you notes or greeting cards simply saying thank you or patting someone on the back involving the person in decision making inquiring about the welfare of the person's family

6 John M. Hennessey - Fire Marshal, Turn of the River FD, Stamford, CT. - Sept. 1991 Fire Chief



The thank you or appreciation notes can be sent to department personnel themselves or members of their family. Cards can be sent to remember birthdays, the anniversary date with the department, and so forth.

Risks - fires and other emergencies - make no distinction between paid and volunteer responders. One way to minimize the risks involved and at the same time retain personnel is through quality, organized training. Set standards regarding how much training must be attended and how and when competency must be demonstrated and stick to them. Below are listed several suggestions for making training offered by the department more appealing:

train in context - combine skills into a mock scenario, make it a practical exercise

hands-on training is usually more interesting than a lecture use competent instructors - get feedback from students and have a regular

system for department monitoring target drills for various experience levels and use experienced firefighters as

crew leaders during drills provide remedial help - preparing for exams, etc. have a regular schedule for training so that people can plan and, for

volunteers, make sure it fits their time availability - time of day, length of training sessions. etc. - consider offering child care

It is good for both the department and retention of individual members to encourage and support training outside the department. Especially useful is to send people for specialized training on apparatus and equipment, but exposing members to various concepts, approaches, techniques, and people can also be positive. Pay expenses for attendance at conventions and conferences. Find a way to offer scholarships or reimbursement for college courses. Develop or obtain certificates which acknowledge achievement.

The social side of activities - especially for volunteers - can be one of the main attractions with regard to retention. You might even consider appointing a social committee or director. Some possible social activities are:

food events - monthly potluck dinners, holiday parties, picnics, etc. group trips to the theater or sporting events renting a skating rink for an evening organize members into softball, basketball, volleyball, bowling, or other teams

and compete in leagues arrange for free use of local recreational facilities invite lecturers to speak on health concerns, dietary programs, etc. sponsor fund raising events like "dunk the chief" provide opportunities to work with other stations/departments form teams for competitive gatherings like musters



It will be to the department's advantage to arrange and encourage activities which involve family participation.

Not all of the strategies which have been successfully used to retain people fit neatly into categories. Following are some of those methods:

provide part-time administrative help for officers have personal car maintenance area and tools available in stations consider a dependent scholarship program provide videos, cable TV, and movie channels at the stations occasionally excuse good performers from work details have physical fitness facilities available in the stations arrange for credit union membership provide flexibility in the tasks performed - rotate assignments allow personal use of washer and dryer available in stations promote pride through jackets, hats, shirts, etc. have a reserved parking spot for top volunteer responder negotiate local business and entertainment discounts minimize nuisance alarms - shows respect for people's time

Decreasing risks is another good way to not only retain personnel, but also keep the ones you have ready and able to perform. Provide good equipment, organized training, and effective leadership. Assign a safety officer, require wearing of proper protective equipment, implement an accountability system, and do everything else possible to prevent injuries. Also make sure to address liability issues.

Because time demands can be such a significant factor in the retention of volunteers, find ways to reduce them. One way is to eliminate unnecessary meetings and to use an agenda to focus the meetings which are held. If there are sufficient volunteers available, consider selective - a certain station or crew - paging for some calls. It might even be possible to establish shifts for volunteers - one to three nights a month when they are expected to respond. For those volunteers who are allowed to respond from work, remember recognize those employers on a regular basis. At the same time, point out to those employers the advantages of having trained emergency responders on their premises.

We want to mention one last topic with regard to the recruitment and retention of personnel and it affects those people who are leaving your department. If the person is a volunteer, encourage him/her to offer their services in the new location. Consider advising the department chief in the community to which the volunteer is moving that he/she is coming. Write a letter of recommendation for volunteers who have done a good job. Standardized state and national training standards will assist personnel who move from one location to another.

It would be hard to find a position in the emergency services which would not be considered critical at one time or another. For your agency to be successful, methods must be found and implemented to find and keep the "right" person for each position.



This Module has given you some suggestions regarding how that can be done. The next Module - "Managing People" - will provide information about how to work with and through those people to meet the needs in your community.



SUGGESTED LEARNING ENHANCEMENTS

1. Describe the processes used in your department to recruit personnel.

explain when and by whom recruitment is done list the types of positions for which people are recruited brainstorm a list of other positions for which you could recruit and explain the

advantages and disadvantages of doing so analyze the existing position descriptions, describe how useful each on is for

recruiting, and what could be done to improve each one describe where and how efforts are made to recruit people list ways the recruitment processes could be improved

2. Review the steps which are part of selecting personnel for your department and to the following:

describe the positive and negative aspects of the application form list the various tests which applicants complete and explain the purpose of each -

also describe how effective each test is as part of the process of selecting the "right" people

explain which and why background and reference checks are done describe the interview process

who is involved? what types of questions are asked? what is the purpose of the interview? how is the interview scored?

identify the elements of the physical exam and who performs them explain what you think could be done to improve the selection process

3. Retention of the "right" people can play a key role in the health of an agency. Analyze what your department does:

describe the orientation procedures identify the programs and activities used by your department to retain personnel

brainstorm a list other programs and activities which could be used



BIBLIOGRAPHY

BOOKS

A Handbook on Women in Firefighting - The Changing Face of the Fire Service. Emmitsburg, MD: U.S. Fire Administration, 1993.

Chief Officer. First Edition. Stillwater, OK: Fire Protection Publications - Oklahoma State University, 1984.

Effective Supervisory Practices. Third Edition. Washington, DC: International City/County Management Association, 1995.

Emergency Medical Services (EMS) Recruitment and Retention Manual. Emmitsburg, MD: U.S. Fire Administration, 1995.

Leadership and Administration. Emmitsburg, MD: FEMA - National Fire Academy, 1994.

Merrill, Lawrence G. On-Call Fire Departments. Lansing, MI: Michigan Townships Association, 1993.

Olsen, Dan / Snook, Jack. Training and Maintaining Volunteer Firefighters

Retention & Recruitment in the Volunteer Fire Service - Problems and Solutions. Emmitsburg, MD: National Volunteer Fire Council & U.S. Fire Administration, 1996.

The Fire Chief's Handbook. Fifth Edition. Edited by Joseph R. Bachtler and Thomas F. Brennan. Saddle Brook, NJ: Fire Engineering Books & Videos, 1995.

MAGAZINES

Bentivoglio, John T. "Legal Limbo: Volunteer Fire Departments and Federal Discrimination Laws." Fire Engineering, (April, 1996), pp 12+.

Buckman, John M. "Recruit Interview." Fire Engineering, (May, 1994), pp 12-14.

Buckman, John M. "Tips for Recruiting Volunteers." The Voice, (June, 1991), pp 10+.

Cimino, Carl N., Jr. "Officer's Role in Retaining Volunteers." Firehouse, (April, 1983), p 12.

Colella, Brian. "Volunteer Motivation: Problems and Solutions." Michigan Municipal Review, (April, 1993), pp 96-98+.



Goldfeder, William. "Retaining and Recruiting Members." Fire Engineering, (May, 1992), pp 10-13.

Graham, Robert B. "NOT for Members Only. Fire Chief, (October, 1996), pp 39-43.

Hennessey, John M. "Motivating Firefighters With Incentives." Fire Chief, (September, 1991), pp 95-96.

Mabra, Russell. "The American Volunteer: Unpaid Professional." Firehouse, (March, 1992), pp 32-33.

Marinucci, Richard A. "Attracting Recruits: A Matter of Image." Fire Engineering, (July, 1991), p 10.

Marinucci, Richard A. "Setting Recruitment Standards." Fire Engineering, (December, 1989), pp 8-10.

Meyer, Steve. "Recruiting and Retaining Volunteers." Fire Chief, (November, 1990), pp 70-73.

Olsen, Daniel C. "Nine Lessons for Improving Volunteer Recruitment." Fire Chief, (October, 1996), pp 44-47.

Saly, Alan. "Volunteer Pension = Retention?" Firehouse, (July, 1983), pp 53-59.

Schneid, Thomas D. "New Rules For Job Interviews." Fire Engineering, (January, 1995), p 125.

Stittleberg, Philip C. "Keeping Volunteerism Alive: Maybe It's Time to Pay." NFPA Journal, (March/April, 1995), p 21.

Stittleberg, Philip C. "Recruiting and Retaining Volunteers." NFPA Journal, (March/ April, 1994), pp 20+.

Stribling, Dees. "There's More to Volunteering Than Fighting Fires." Fire Chief, (October, 1996), pp 34-38.

White, Clarence. "Recruiting Volunteers" and "Keeping the Members You've Worked So Hard To Recruit." Firehouse, (March, 1990), pp 32+.

Windisch, F.C. "A Volunteer Incentive Program." Fire Engineering, (May, 1991), p 10.

Zikmund, Nyle. "Recruitment and Retention: Profiling for Success." Minnesota Fire Chief, (March/April, 1996), p 44.


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