Hampshire Fire and Rescue Authority

Human Resources Committee Item 7

1 February 2008

15/03/2005Assessment and Development Centres

Report of the Chief Officer

Contact: [email protected] Tel: 023 644000 ext 5352

1

Summary

1.1

The scheme to introduce Assessment and Development Centres (ADC's) was part of the National Strategy for Fire and Rescue Services (FRS's). The National Framework Document 2004/5 stated that as part of the implementation of the Integrated Personal Development System ( IPDS) each FRS had a clear responsibility to use the Personal Qualities and Attributes (PQA's) Framework and Assessment and Development Centres for the basis of future promotions. Hampshire Fire and Rescue Service (HFRS) was a key player in the early implementation of the scheme and as such has worked closely with stakeholders to provide evaluative feedback that has lead to some tangible improvements in the process. The new draft National Framework document, which is currently out for consultation, also has a stated requirement for FRS's to utilise ADC's.

1.2

This report summarises the recent activities completed during 2007 in relation to the ADC's for supervisory, middle and strategic managers. The report considers the arrangements that were made and highlights the future requirements in relation to the Service's workforce planning needs at these levels of management.

1.3

For reference purposes, the HR Committee endorsed the recommendations contained in the following HR Committee Reports referring to this subject matter:

29 November 2005 - Workforce Plan and People Strategy

1 February 2005 - Medium Term Plans - Safety and Risk Management, Training and Human Resources

1 December 2004 - Integrated Personal Development System ( IPDS) - Progress Report

8 September 2004 - Three year business plan for Human Resources, Training and Risk Management

7 January 2004 - Training strategy for Crew and Watch Manager IPDS Development Programmes

12 September 2003 - IPDS and Assessment Centres

2

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2.1

The Human Resources (HR) Committee note the work that has been completed to date to implement the ADC scheme.

2.2

Agree that the Service continues to implement these arrangements to ensure skilled managers are available at all levels of the organisation to meet future Service needs.

3

Introduction Error! Bookmark not defined.and Background

3.1

3.1.1

3.1.2

3.1.3

3.1.4

3.1.5

3.1.6

3.1.7

3.1.8

Use of an ADC as a promotion tool

The ADC process is part of an integrated approach to organisational, team and individual development, providing a scenario based assessment of competence for role. It replaced the previous statutory examination process that was in place to enable progression for Leading Firefighters, Sub Officers and Station Managers. Please note, that the former 2 ranks no longer exist and were abolished under the `Rank to Role' conversion process.

The objective of the ADC is the selection of the most suitable individual(s) for admission onto the development programme underpinning the next level of management. This is depicted in the Integrated Personal Development System ( IPDS) helix (see Appendix A).

The process is based on the Personal Qualities and Attributes (PQA's) required for each role.

The process that would normally be followed is outlined below:

· Business need identified by the Workforce Planning Strategy

· Application process

· Initial Test of Potential (ITOP)

· Formal ADC assessment or

· Interview for Stage 1 (In Band Interview) followed by

· Interview Stage 2 (In Band Interview)

· Appointment to substantive position

· Development programme

· Workplace assessment

· Competent in role

The `In Band' interview process is part of the National ADC toolkit and is applied for candidates wishing to move to a higher level role within the Supervisory and Middle Manager bands e.g. Crew to Watch Manager or Station to Group Manager. The ADC process is used to facilitate entry to each of the management tiers and is the initial test of potential for candidates, whereas the `In Band' interview process is designed for existing competent supervisory or middle managers that wish to move to the next management role within their existing management level. The `In Band' process is an objective and standardised set of interview questions focusing on future potential, by measuring applicants against the Supervisory or Middle Management Level PQAs for the Watch or Group Manager Role. The focus of the interview is on the underlying behaviours that a Supervisory or Middle Management Level Manager needs to display rather than the technical skills and knowledge. Candidates must score sufficient marks from the first set of PQA questions to be invited to undertake the second stage interview. These underlying behaviours are what underpin the evolving culture of the modern UK Fire & Rescue Service and ensure continuous improvement.

Substantive promotion is based upon organisational need and is determined within the Service as part of the workforce management process. This is managed via two formal Boards who will consider the service and post requirements at Supervisory Manager (SM) and Middle Manager (MM) level respectively. These consider `Appointments, Transfers and Promotions' (ATP).

The ADC is a competitive process in that the number of vacancies will be directly linked to the predicted establishment requirements at a given level of management.

ADCs have four common characteristics:

· Candidates are observed by a team of trained and qualified assessors.

· Combinations of assessment techniques are employed. These may include group discussions, presentations and Occupational Assessment Tests. Using multiple techniques ensure the fullest and clearest indication of competence and predicted future performance (predictive validity). Candidates therefore undertake a series of job related work simulations and job sample tests. For example, problem solving and decision making tests.

· Candidates performance during the simulations is recorded and assessed accurately against the PQA's required for the next level of management. Accurate assessment enables the making of more valid decisions.

· Several candidates take part in the centre at the same time.

3.2

Following the Middle Managers Review (MMR) and movement from `Rank to Role' in April 2006, the Service, via the ATP arrangements, identified an immediate need to run a Supervisory Manager ADC. A small number of candidates were successful. It was established that this pool of people would be expended by November 2006 and therefore a further ADC would be required.

3.2.1

As part of the review process it was established that in moving to the revised Service Delivery structure in September 2007 there were likely to be additional vacancies for Area, Group and Station Managers as well as the ongoing requirement for Watch and Crew Managers.

Based on these workforce planning predictions, a decision was made to complete a full suite of pre-emptive succession planning measures as follows prior to the end of June 2007:

- Strategic ADC

- Supervisory ADC

- Watch Manager `In Band' interviews

- Middle Managers ADC

- Group Manager `In Band' interviews

In addition the Senior Management Team (SMT) agreed that the Middle Managers ADC process should be opened up to non operational candidates both within and external to FRS's. This potentially had the impact of producing opportunities for fast track entry to the Service.

3.3

Outsourcing Supervisory ADC's

The resources required to complete an ADC are significant. Each ADC can accommodate a maximum of six candidates. It requires a Centre Manager, Centre Administrator, six assessors and six role players to deliver each ADC.

HRFS had recently completed a full Supervisory ADC process. It therefore had trained an appropriate number of assessors, centre administrators and centre managers to locally implement these arrangements. However, much of this resource was drawn from the Station Managers. Given the short time frames involved, alternative solutions were explored.

One of the project aims of the South East HR Partnership was to research and assess the feasibility of outsourcing the ADC process to suitable external suppliers.

The HR Policy Group (HRPG) had approved a proposal to consider outsourcing a Supervisory ADC to South East Employers (SEE) at the beginning of 2007. The advantages and disadvantages to HFRS of following this route were identified as follows:

Advantages to HFRS

· The ability to run the promised ADC with current capacity.

· Reduction in resource requirements especially operational staff who currently consider this to be an issue.

· The opportunity to assess the outsourcing option.

· Partnership working.

Disadvantages to HFRS

· Direct costs of the ADC provision.

· Some start up costs.

· The need for a liaison officer who is fully conversant with the ADC process.

· SEE lack of expertise in this process.

Consequently a decision was taken that HFRS would outsource the supervisory ADC's to SEE, but with the following caveats:

a) HFRS would deliver the assessor training for SEE.

b) HFRS would use 50% of its own assessors.

3.4

Outsourcing Strategic and Middle Managers ADC's

The resourcing requirements to run Strategic and Middle Managers ADC's were considered. It was quickly apparent that the Service would have insufficient trained managers at the required level to run ADC's for these levels. After investigation of all the available options, it was decided to outsource the ADC's at this level.

Quotations were obtained from a number of suppliers. Capita were selected on a number of grounds including their experience with other Fire and Rescue Services and the fact that they had an appropriately trained assessor pool.

3.5

Regional Collaboration

A national toolkit for each stage of the ADC process for supervisory, middle and strategic managers has been produced. This has been adopted by HFRS.

A meeting of the regional ADC Group held in September 2006 (chaired by the Regional Co-ordinator at this time AM A Bowers) sought to obtain Memoranda of Understanding from each service for ADCs and National Firefighter Selection (NFS). The aim was to formalise the arrangements for regional collaboration and co-operation and to ensure buy in from all members for the implementation of a regional policy on these aspects.

HFRS did explore the option of regional working for all these ADC's, but our timescales did not fit in with other FRS's requirements. The Isle of Wight did subsequently utilise two ADC's for middle managers that HFRS had established with Capita.

At the time of drafting, Regional Strategic ADC's are running, utilising HFRS facilities and are being conducted by Capita.

3.6

Development Programmes

For successful ADC candidates that are substantively promoted a formal development programme is implemented. Candidates then work towards a formal assessment of competency within their new role. The development programme covers both the requirements under the role map and the operational expectations attached to each role. This coupled with workplace assessment determines when an individual is deemed competent in role.

A formal development programme has been devised and implemented for substantive Supervisory, Middle and Strategic Managers within HFRS that have been cross mapped to the National Occupational Standards for each role.

4

Completion of the ADC's

4.1

Strategic ADC

Due to the requirements to change the structure for the Service Delivery Directorate, it was felt that completion of the Strategic ADC was a top priority. This process commenced in January 2007. Applicants were invited from competent group managers from all FRS's. Four candidates were substantively promoted on 1 April 2007 and the remaining two candidates are on the promotion list for any future vacancies.

4.2

Supervisory Manager ADC and `In Band' Interviews

The arrangements were finalised with SEE for a minimum of 8 Supervisory ADC's to ensure sufficient Crew Manager candidates to meet future Service needs in 2007.

At the time of drafting, 15 candidates have been substantively promoted and there remains 6 candidates on the waiting list who have either completed or are currently undertaking temporary promotion. It is predicted that all will be promoted by April 2008. HFRS is therefore in the process of planning a Supervisory ADC for the first quarter of 2008.

Of those successfully completing the `IN Band' Interviews, 10 have been substantively promoted at the time of drafting. It is predicted that the remaining 6 will be promoted by April 2008. HFRS is currently in the process of planning further `In Band' Interviews for the first quarter of 2008.

4.3

Middle Manager ADC and `In Band' Interviews

The arrangements were finalised with Capita to run a minimum of 6 Middle Manager ADC's to meet HFRS future needs in 2007/8. This resulted in 12 candidates successfully completing the ADC process. At the time of drafting, 1 candidate has been substantively promoted. We anticipate that the remaining number of candidates eligible for promotion will be sufficient to meet the future requirements of HFRS throughout 2008. From the `IN Band' Interviews, 12 applicants were successful and 6 have been substantively promoted.

4.4

Time limits for candidates

The national toolkit provides guidance on the frequency that candidates should undertake an Assessment and Development Centre or `In Band' interview and the maximum time period that a `successful result' remains valid.

Candidates are only eligible to undertake an ADC once every 12 months and the maximum period for which a successful result is valid is 18 months ( although at the time of writing the National Assessment Unit are considering extending this to 24 months). This places additional pressures on each FRS to run all levels of ADC and `In Band' interviews on an annual basis to enable the continuing development of its employees and ensure that appropriate numbers are available for any future career development opportunities that arise.

5

Future ADC'S

5.1

HR have completed a post implementation review of this activity and have provided initial indications of the required ADC workload for 2008

6

Contribution to Corporate Aims and Objectives

6.1

HFRS remains committed to the continued implementation of the IPDS and the use of ADCs as a key part of a systematic and objective method of identifying individuals with potential for development and promotion within the region. Appointments, transfers and promotions forms a significant part in the management of our human resources in relation to Integrated Risk Management Plan (IRMP) objectives and the Service's Workforce Strategy.

7

Risk Analysis

7.1

The national ADC toolkits have been designed to improve FRS selection process predictive validity, this is a requirement in the national framework. HFRS has signed up to this approach on a regional basis and has been the key driver behind its implementation. To deviate from this approach would present a number of `challenges' both from the workforce and other FRS's.

7.2

Failure to complete appropriate ADC's during 2008 would leave HFRS short of managers eligible to fill predicted vacancies.

8

Resource Implications

8.1

Human Resources

The resource requirements for the Workforce Planning Team within HR are considerable to both arrange, participant in the activities and facilitate the notification of results and feedback to candidates. These commitments will be factored into the Medium Term Planning (MTP) considerations for Financial Year (FY) 2008/09.

8.2

Physical Resources

The physical facilities to undertake each of the ADC's is considerable. Currently, a portion of the prefabricated offices (previously the commercial training/driver training offices) at Eastleigh Fire Station have been taken over for this purpose. The aim is to utilise these as the ADC Suite in the short to medium term and they have recently been redecorated accordingly. Some additional furniture has been ordered. The region is currently utilising these facilities for Strategic ADC's at nil cost to themselves.

Purchase of ADC documentation will be required for each candidate on an annual basis, as the toolkits are changed annually.

8.3

Information and Communications Technology Resources

Currently, HFRS use staff from the HR Team to co-ordinate applications and communicate current arrangements for the ADC processes and to provide advice or guidance as appropriate. These same staff are required to produce the written feedback reports for candidates.

8.4

Financial Implications

Assessment centres are run on the basis of day 1 requirements being: 6 role players; 6 assessors; 6 candidates; 2 administrators; 1 centre manager. Day 2 requires 6 Assessors, 1 x centre manager; 2 administrators , no candidates or role players. Please note the costings for the supervisory assessment centres are based on HFRS providing 50% of the assessors for each event. Whilst there is nil financial cost for the Station Managers undertaking this assessor work, this will impact on their availability for other activities.

The financial costs of an ADC are based on 6 candidates over a two day period as outlined above.

Expenditure for outsourced resources:

2007/08 2008/09 2009/10

Strategic 32,000 32,000 32,000

Supervisory 39,000 39,000 39,000

Middle Managers 61,000 61,000 61,000

Total 132,000

These figures are based on current costings and allow for the following number of candidates to take part in the process:

2007/8 2008/9 2009/10

Strategic 17 18 18

Supervisory 85 85 85

Middle Managers 73 73 73

Any variation in the number of candidates would have a direct impact on the costs.

Not included are costs for the work undertaken by HR to plan and implement the arrangements; facilitate IToP's or for HR/Station/Group/Area Managers to undertake Assessor duties and the `In Band' interview processes.

Due to other budget considerations and prioritised growth bids, the financial implications outlined above will be met from within existing budgets.

9

Equality Impact Assessment

9.1

An Initial Equality Impact Assessments (EIAs) for both the tools and national toolkit have been undertaken by the National Assessment Unit (NAU) at the Fire Service College (FSC).

10

Conclusion

10.1

The future use of ADC's will continue to be a key plank in the national organisational development strategy for FRS's. During the early development stages HFRS has been proactive in their use and has learned significantly by doing so. By using that learning, HFRS will continue to develop the way we use and deliver ADC's to meet our future staffing needs. This will be both as a development tool for staff and as a way to help succession plan to meet HFRS staffing needs in the future. It is likely that this will become an annual requirement for which appropriate funding and resource will be required.

Background Information (Section 100D of Local Government Act 1972)

The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report:

None

Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act.