1 |
Summary |
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1.1 |
To advise Members of progress made in relation to the progress of assessment and development centres within HFRS which are being developed in line with the Integrated Personal Development System (IPDS) and support the plans to reform the fire service nationally and include the task to, "reduce the current 12 ranks to 7 roles, bring in multi-tier entry, introduce accelerated development schemes - all designed to enhance skills and promote flexibility" (White Paper - Our Fire and Rescue Service, 2003). To report on Resourcing Team timelines for resourcing activities over this year. |
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2 |
Introduction |
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2.1 |
The Resourcing Team within the Personnel Department has made significant progress this year in developing the principles of IPDS by expanding the traditional interview process for promotion at all ranks, which was not an efficient use of our time and resources, to an integrated assessment process for role. Key to this are the IPDS role maps which identify the key competencies for each role. |
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2.2 |
SMT has agreed to assessment centres being organised on a planned basis, with the IPDS role maps forming the basis for selection criteria; the focus on demonstration of competence in those areas according to role; and development plans, where appropriate, to form the basis for defining learning points and evidence to be gained and verified. |
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2.3 |
This evolved process has challenged traditional ideas and culture, focusing on recognition and evidence of competence and potential. Although this has attracted some element of scepticism and criticism from some individuals at all levels of the Service, by taking this step forward, the Service is working towards complying with the requirement that IPDS is recognised and implemented at the corporate and strategic level of this fire authority. Our achievement to date also stands us in good stead for the standards and roles which need to be defined in readiness for the changes regarding modernisation post industrial action. It has also focused organisational attention on the need to provide coaching and mentoring of our employees in a very concrete way. |
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2.4 |
In moving towards an IPDS compliant system of assessing and developing our employees, we are aware that this is a huge step forward with significant developmental costs and impact on our own resources which have not increased to take on this additional workload. It is very labour-intensive and these demands will increase as the process is `rolled out' on a greater scale. It was felt necessary to introduce this change on a phased basis for a number of reasons. We had to communicate this change and raise awareness about the implications and benefits to our employees. We needed to develop the knowledge and expertise within the Personnel and Training functions, as well as that of all managers, as they will be key to the on-going development of their own teams. Robust support and recording systems are still being prepared and the issue of appropriate accommodation in which to run these centres is still being researched. |
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2.5 |
The implementation of assessment centres has been deliberately phased to ensure that each one is fully supported and professionally managed. It is important to us that the integrity of, and confidence in the process is maintained by all parties. The Group Manager programme is the first to offer all assessed candidates a comprehensive development plan and such plans will be phased in to further assessment centres as resources allow. This is also the first role-based assessment and incorporates the current ranks of Divisional Officer and Assistant Divisional Officer. The remaining assessments will still align to the existing rank structure until further work is carried out on the remaining roles. |
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2.6 |
The outcome of our work on assessment and development centres will incorporated into the Assessment and Development Centre policy, and ultimately the Service Order on Career Progression, to ensure fairness and consistency of application and good employment practice is established and maintained. |
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2.7 |
The Resourcing Manager continues to work closely with the SDO Training and SDO Operations Delivery to progress assessment and development centres for remaining roles, wholetime and retained, control and support staff. Our assessment centres for this year are planned for and advertised in advance to optimise the efficient use of all our resources. |
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3 |
The Assessment Centre `Package' |
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3.1 |
Operational Roles - Wholetime · Candidate pack with on-line guidance, application form and concise and evidence based line managers report against each element / competency mapped against the role map criteria. · Vector exercise to measure operational performance in commanding an incident. · Presentation. · Structured Interview - role map specific for each competency. |
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3.2 |
Operational Roles - Retained This will be as above, integration with wholetime to be arranged. |
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3.3 |
Control Room Similar to above but with control room specific exercises (currently being developed with SDO (Operations Delivery)). |
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3.4 |
Support Staff Similar to above but with relevant exercises according to role (to be developed at a later stage). |
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3.5 |
Where development plans are in place (currently for the Group Manager role), the performance needs identified and reflected in the development plans, will be the basis for the employee and their line manager setting outcomes and agreeing on the evidence to be provided at the appropriate level. This evidence will then be presented to the DCFO (TFS/Personnel) for final verification and sign off. At this point the individual will be substantiated in post and deemed competent in role. |
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4 |
Progress of Assessment Centres 2003/2004 |
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4.1 |
The Group Managers Assessment Centre was completed by April this year with constructive and detailed feedback being made available to all candidates who applied and development plans for all those who were assessed. Since the conclusion of this exercise, the senior managers responsible for developing and running the Centre have met to discuss all aspects of the process with the remit of identifying the positive aspects and areas where further work needs to be done, or modifications made. Feedback from candidates was also taken into account. |
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4.2 |
Overall, it was agreed that this process was considerably more effective than the previous interview process and post assessment research also revealed the majority of candidates were positive about the process and the view that this was an improvement on previous arrangements. |
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4.3 |
In July this year we commenced the assessment centres for Station Officers, Sub Officers and Leading firefighters and a further centre for Group Commander (ADO rank) will be run in October. |
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5 |
Resources to Support Assessment and Development Centres |
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5.1 |
The activities over this year has demonstrated the huge drain on resources, and in particular on administrative support and accommodation. If these centres are to be successfully developed and expanded to cover all roles in the future, serious consideration needs to be given to allocating additional administrative support to IPDS and a budget bid will be made to support this in due course. Given experience to date the additional cost in terms of materials and administrative support is calculated to be in the region of £45k. |
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6 |
European Convention on Human Rights and the Human Rights Act 1998 |
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6.1 |
The proposals within this report are compatible with the provisions of the European Convention on Human Rights and the Human Rights Act 1998 and considered in the light of the Race Relations (Amendment) Act 2000. |
