united states fire administration chief officer training curriculum module 8: encouraging the...

United States Fire Administration

Chief Officer Training Chief Officer Training CurriculumCurriculum

Module 8: Encouraging the Module 8: Encouraging the WorkforceWorkforce

HRD 8-2


ObjectivesObjectives

Explain the importance and methods of Explain the importance and methods of employee recruitment from the service employee recruitment from the service community;community;

Explain the importance of encouraging Explain the importance of encouraging employee retention;employee retention;

Explain the importance of employee Explain the importance of employee recognition;recognition;

Describe the chief officer’s role in Describe the chief officer’s role in encouraging the professional encouraging the professional development of the workforce through development of the workforce through diversitydiversity

HRD 8-3


ObjectivesObjectives(continued)(continued)

List methods for providing professional List methods for providing professional development opportunities for development opportunities for subordinatessubordinates

Describe stress management techniques Describe stress management techniques Identify intra- and inter-departmental Identify intra- and inter-departmental

systems of personnel supportsystems of personnel support Describe when and how to access support Describe when and how to access support

systemssystems Explain the importance of recognizing the Explain the importance of recognizing the

difference between one’s role as chief difference between one’s role as chief officer and one’s identity as a person officer and one’s identity as a person

HRD 8-4


Recruiting From the Service Recruiting From the Service CommunityCommunity

How does the fire department benefit from How does the fire department benefit from recruiting employees from the service recruiting employees from the service communitycommunity??

HRD 8-5


RetentionRetention

Why do people leave the fire service?Why do people leave the fire service?

HRD 8-6


Effective Retention Effective Retention MechanismsMechanisms

What are some examples of effective What are some examples of effective human resource management human resource management retention mechanisms?retention mechanisms?

HRD 8-7


Recognizing Employee Recognizing Employee ContributionContribution

How can employee recognition help How can employee recognition help with recruitment and retention?with recruitment and retention?

HRD 8-8


Program AwarenessProgram Awareness

Ensure everyone knows about the Ensure everyone knows about the recognition programrecognition program

Provide training on each Provide training on each recognition programrecognition program

HRD 8-9


Formal and Informal Formal and Informal RecognitionRecognition

Formal recognition is Formal recognition is highly publicized and highly publicized and is ceremonialis ceremonial

Informal recognition Informal recognition can happen can happen spontaneously and on spontaneously and on a very small scale a very small scale

HRD 8-10


Program Goal ExamplesProgram Goal Examples

Employee moraleEmployee morale Physical fitnessPhysical fitness Employee retentionEmployee retention Cleanliness of departmentCleanliness of department Scores on certification testsScores on certification tests

HRD 8-11


Provide Motivating AwardsProvide Motivating Awards

Determine appropriate and desirable awards:Determine appropriate and desirable awards:Review what has worked in the pastReview what has worked in the pastUse employee questionnairesUse employee questionnairesKnow your employee needs, wants, and Know your employee needs, wants, and motivationsmotivations

HRD 8-12


Measure and Document Measure and Document ResultsResults

Measure success Measure success through employee through employee surveys, performance surveys, performance statistics, and the statistics, and the turnover rateturnover rate

Save documentation Save documentation to justify keeping the to justify keeping the program program or or recommendations for recommendations for program changesprogram changes

HRD 8-13


Low or No Cost RecognitionLow or No Cost Recognition

Personal recognitionPersonal recognition– A sincere thank you in person, by A sincere thank you in person, by

telephone, written note, or email telephone, written note, or email Public recognitionPublic recognition

– Praise in front of peers Praise in front of peers – Display achievements in highly visible Display achievements in highly visible

areas areas

HRD 8-14


Professional Development as Professional Development as Reward OpportunitiesReward Opportunities

Learn and gain experience in Learn and gain experience in different areasdifferent areas

Attend conferences and seminarsAttend conferences and seminars Receive educational benefitsReceive educational benefits

HRD 8-15


Professional DevelopmentProfessional Development

What is professional development?What is professional development?

HRD 8-16


Professional Development Versus Professional Development Versus TrainingTraining

Training can be a Training can be a quick fix for small quick fix for small problems or needs problems or needs

Professional Professional development is part development is part of a long-term of a long-term training plantraining plan

HRD 8-17


Nontraditional OpportunitiesNontraditional Opportunities

What are examples of nontraditional What are examples of nontraditional professional development opportunities?professional development opportunities?

HRD 8-18


Mentoring Versus CoachingMentoring Versus Coaching

Mentoring focuses on the Mentoring focuses on the professional development and professional development and advancement of high achievers advancement of high achievers

Coaching focuses on performance Coaching focuses on performance improvementimprovement

HRD 8-19


Mentor Selection GuidelinesMentor Selection Guidelines

Should not be the protégé’s Should not be the protégé’s immediate managerimmediate manager

Should have many years of Should have many years of experience in the area in which they experience in the area in which they are mentoring are mentoring

Be observant, a good listener, able to Be observant, a good listener, able to empathize with others, and a good empathize with others, and a good communicator communicator

HRD 8-20


Mentoring ProcessMentoring Process

Choose a protégé that Choose a protégé that is a top performer, is a top performer, motivated, and desires motivated, and desires a higher positiona higher position

Create a personal Create a personal development action development action plan that reflects goals, plan that reflects goals, costs, resources, and costs, resources, and limitationslimitations

Put the plan in actionPut the plan in action

HRD 8-21


Mentoring ProcessMentoring Process(continued)(continued)

Hold the protégé responsible for Hold the protégé responsible for the outcomesthe outcomes

Review the plan periodically, Review the plan periodically, update and evaluate the plan’s update and evaluate the plan’s effectivenesseffectiveness

Give protégé recognition when he Give protégé recognition when he or she succeeds or she succeeds

HRD 8-22


Activity 8.1: Professional Activity 8.1: Professional Development GoalsDevelopment Goals

Time:Time: –Total Time: 35 minutesTotal Time: 35 minutes–Discussion Time: 10 minutesDiscussion Time: 10 minutes

Purpose:Purpose: –To define the chief officer’s role in the To define the chief officer’s role in the

professional development of subordinatesprofessional development of subordinates–To identify and list methods for providing To identify and list methods for providing

professional development opportunities professional development opportunities and recognition to subordinatesand recognition to subordinates

HRD 8-23


Activity 8.2: Create a Activity 8.2: Create a Professional Development PlanProfessional Development Plan


Purpose:Purpose: –To provide practice for creating To provide practice for creating

professional development plansprofessional development plans–To identify career/professional needs of To identify career/professional needs of

the chief officerthe chief officer

HRD 8-24


StressStress

What causes stress in the fire service?What causes stress in the fire service?

HRD 8-25


Consequences of Chronic Consequences of Chronic StressStress

IllnessIllness Accidents and injuryAccidents and injury Substance abuseSubstance abuse Family problems and Family problems and

divorcedivorce Poor job Poor job

performance/mistakesperformance/mistakes Damaged community Damaged community

relationsrelations AttritionAttrition

HRD 8-26


Everyday StressorsEveryday Stressors

There are many stressors from There are many stressors from everyday life that does not involve everyday life that does not involve work. work.

HRD 8-27


Work Related StressWork Related Stress

Fulfilling the many roles and responsibilities Fulfilling the many roles and responsibilities of a chief officer can create stress.of a chief officer can create stress.

HRD 8-28


Disaster Scene Stress FactorsDisaster Scene Stress Factors

Concern for their personnel’s well Concern for their personnel’s well being at a disaster scene being at a disaster scene

Activities are under the scrutiny of Activities are under the scrutiny of the public and community officials the public and community officials at disaster scenesat disaster scenes

Decisions under pressure while Decisions under pressure while knowing their careers may be on knowing their careers may be on the line the line

HRD 8-29


Stress SymptomsStress Symptoms

Stress can occur on three levels, Stress can occur on three levels, physical, cognitive, and emotional.physical, cognitive, and emotional.

HRD 8-30


Physical Stress SymptomsPhysical Stress Symptoms

NauseaNausea TremorsTremors Feeling Feeling

uncoordinateduncoordinated Profuse sweatingProfuse sweating ChillsChills DiarrheaDiarrhea DizzinessDizziness

Chest pains Chest pains Rapid heart beatRapid heart beat Rapid breathingRapid breathing Increased blood Increased blood

pressurepressure HeadachesHeadaches Muscle achesMuscle aches Sleep disturbance Sleep disturbance

HRD 8-31


Possible Cognitive SymptomsPossible Cognitive Symptoms

Slowed thinkingSlowed thinking Difficulty making Difficulty making

decisionsdecisions Difficulty problem Difficulty problem

solvingsolving DisorientationDisorientation ConfusionConfusion Difficulty Difficulty

concentratingconcentrating

Difficulty Difficulty calculatingcalculating

Memory problems Memory problems Difficulty naming Difficulty naming

common objectscommon objects Seeing disturbing Seeing disturbing

events over and events over and overover

Distressing dreams Distressing dreams Poor attention spanPoor attention span

HRD 8-32


Possible Emotional SymptomsPossible Emotional Symptoms

AnxietyAnxiety FearFear GuiltGuilt GriefGrief DepressionDepression SadnessSadness Feeling lostFeeling lost Feeling Feeling

abandonedabandoned Feeling isolatedFeeling isolated

Worrying about Worrying about othersothers

Wanting to hide Wanting to hide Wanting to limit Wanting to limit

contact with contact with othersothers

AngerAnger IrritabilityIrritability Feeling numbFeeling numb Being startledBeing startled Being shockedBeing shocked

HRD 8-33


Employee Stress PreventionEmployee Stress Prevention

How do you prevent workplace stress?How do you prevent workplace stress?

HRD 8-34


Workplace Stress MitigationWorkplace Stress Mitigation

Look for signs of Look for signs of stress stress

Provide access to Provide access to counseling services counseling services

Provide stress Provide stress awareness and awareness and management management trainingtraining

HRD 8-35


Tips For Coping with StressTips For Coping with Stress

Try to view stressful situations as Try to view stressful situations as challenges to overcomechallenges to overcome

Reduce workload and obligations if Reduce workload and obligations if possiblepossible

Get plenty of restGet plenty of rest Eat good nutritious mealsEat good nutritious meals Get plenty of physical exerciseGet plenty of physical exercise

HRD 8-36


Tips For Coping with StressTips For Coping with Stress(continued)(continued)

Avoid sugar, caffeine, alcohol, and Avoid sugar, caffeine, alcohol, and nicotinenicotine

Spend time with loved ones Spend time with loved ones After a stressful work day, work on After a stressful work day, work on

a hobby or do things that feel gooda hobby or do things that feel good Talk to people – talk is a very Talk to people – talk is a very

healing medicine healing medicine

HRD 8-37


Activity 8.3: Techniques for Activity 8.3: Techniques for Managing StressManaging Stress


Purpose:Purpose: To identify and describe stressors and To identify and describe stressors and stress management techniquesstress management techniques

HRD 8-38


Support SystemsSupport Systems

Support systems provide assistance for Support systems provide assistance for work-related and personal problems. work-related and personal problems.

HRD 8-39


Employee Assistance Programs Employee Assistance Programs

Provides employees help with coping Provides employees help with coping or resolving their personal or work or resolving their personal or work related problems. related problems.

HRD 8-40


EAP Referral GuidelinesEAP Referral Guidelines

Warnings, admonishments, or Warnings, admonishments, or reprimandsreprimands

Employee suspensionEmployee suspension Verified positive drug testsVerified positive drug tests Admittance of mental or alcohol Admittance of mental or alcohol

illness illness

HRD 8-41


EAP Referral StepsEAP Referral Steps

Document work performance or Document work performance or misconduct and practice good record misconduct and practice good record keepingkeeping

Consult an EAP counselor and schedule Consult an EAP counselor and schedule employee’s appointment employee’s appointment

Explain and recommend the EAP to the Explain and recommend the EAP to the employeeemployee

Inform employee of the appointmentInform employee of the appointment Explain consequences if no Explain consequences if no

improvement improvement

HRD 8-42


Critical Incident Stress Critical Incident Stress Debriefing/ManagementDebriefing/Management

The purpose of CISD/CISM is to The purpose of CISD/CISM is to mitigate the psychological effects mitigate the psychological effects associated with trauma exposure. associated with trauma exposure.

HRD 8-43


Health and Wellness ProgramsHealth and Wellness Programs

Health and wellness programs Health and wellness programs usually consist of health screenings, usually consist of health screenings, health and wellness education, and health and wellness education, and physical fitness programs. physical fitness programs.

HRD 8-44


Peer Counseling and MediationPeer Counseling and Mediation

During stressful or crisis situations, it During stressful or crisis situations, it is often easier to talk to someone is often easier to talk to someone who is also a firefighter and can who is also a firefighter and can relate to your situation.relate to your situation.

HRD 8-45


Activity 8.4: Support SystemsActivity 8.4: Support Systems


Purpose:Purpose: –To identify systems of support for To identify systems of support for personnel personnel –To describe when and how to access To describe when and how to access support systemssupport systems

HRD 8-46


Distinguishing Yourself from Distinguishing Yourself from Your RoleYour Role

Being a chief officer is not who you are; it Being a chief officer is not who you are; it is your job description, the title you wear, is your job description, the title you wear, and the role you play while at work. and the role you play while at work.

HRD 8-47


Receiving PraiseReceiving Praise

When you receive complements and praise, When you receive complements and praise, remember the distinction between yourself remember the distinction between yourself and your role. and your role.

HRD 8-48


Receiving CriticismReceiving Criticism

While you now have greater power While you now have greater power and authority, you may also be and authority, you may also be doubted, second-guessed, criticized, doubted, second-guessed, criticized, and challenged.and challenged.

HRD 8-49


Dangers of Confusing Role Dangers of Confusing Role With SelfWith Self

People will appear to like or dislike People will appear to like or dislike you, depending upon your position you, depending upon your position on issues important to them. on issues important to them.

HRD 8-50


Activity 8.5: Role ConflictsActivity 8.5: Role Conflicts


Purpose:Purpose: To identify potential conflict between To identify potential conflict between roles. roles.

HRD 8-51


SummarySummary

Formal systems of supportFormal systems of support– Employee assistance programsEmployee assistance programs– Critical incident stress debriefingsCritical incident stress debriefings– Health and wellness programsHealth and wellness programs– Peer counseling and mediationPeer counseling and mediation– Physical fitness programsPhysical fitness programs– MentoringMentoring

HRD 8-52


SummarySummary(continued)(continued)

Informal systems of supportInformal systems of support– Employee recognitionEmployee recognition– Recruitment and retentionRecruitment and retention– Professional developmentProfessional development– Stress managementStress management– Recognizing the difference between Recognizing the difference between

your role and selfyour role and self

united states fire administration chief officer training curriculum module 8: encouraging the...

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