Agenda item

Members were aware from previous papers that following an extended period of no wholetime recruitment, in light of the financial challenges and reductions in establishment, the Service had now embarked on a wholetime recruitment campaign for 2016/17 with a target of up to 30 individuals.  It was the intention to continue recruitment in future years to address future requirements; matching the leaver profile and organisational changes.  This report outlined the outcomes and lessons to be taken forward into future campaigns.

The Authority had endorsed considering expressions of interest from RDS staff first before full external recruitment providing that the individuals met the required Point of Entry Selection Test (POEST) standard as a one off. 

In view of the significant changes in the demands and role of a firefighter since the previous recruitment, the whole process needed to be refreshed.  The processes and criteria that have emerged meant that the ability of our existing RDS workforce to meet the criteria needed to be relaxed to recognise their current position, experience and commitment.

The process that was implemented resulted in 27 of the RDS individuals meeting the criteria and being offered positions in the wholetime duty system. A further 5, whilst meeting the POESTs, gave a degree of concern in respect of their ability to meet the immediate onerous demands of the initial training, so they have been advised in respect of addressing their stamina and strength issues and would be included in the next cohort of new entrants.  The other RDS candidates, that for various reasons have not met the wholetime standard, have been offered feedback and advice on where they need to improve their performance.  This outcome was a significant improvement on a similar exercise undertaken in 2008.

Having a single standard was understood within the Service and provided re-assurance to whole-time staff and the representative bodies that standards were not being compromised.  The approach taken for RDS staff was they would be assessed against the required criteria.  However in terms of the additional criteria identified, possible relaxation was allowed where they could demonstrate an ability to undertake that element in their existing role.  The single standard and person specification would now be used for future campaigns.

In response to a question raised by CC Terry Aldridge, the Director of People and Development confirmed that the training programme for new wholetime recruits was 12 weeks whilst RDS staff who had been successfully recruited had 2 weeks of training followed by further on the job training and training on breathing apparatus.  For this group transferring a 4 week conversion course had been devised to bridge the gaps in knowledge.

Adopting a transfer process for RDS had not had and would not have any impact on the need to have a representative workforce.  The catchment area for RDS appliances also limited the potential to become a more representative employer.  It was for this reason that the Service was embarking on positive action activity as part of the twin track approach prior to undertaking an open process when the full requirements would be measured.  Future recruitment would be undertaken on an open competitive basis with the Service expecting that the entry level standards would be met in full and all staff were clear on the standards required.  Entering open competition would also allow any interested Green Book employees and previous transferees to North West Fire Control to apply if they were interested.

An inevitable consequence of selecting from the RDS establishment was that RDS availability would be impacted and far more detachments would occur to keep appliances on the run.  Attempts had been made to mitigate this by encouraging successful applicants to continue to fulfil their previous RDS contract as a dual contract member of staff.  The recruitment of RDS staff had always been difficult as the motivation behind providing RDS cover was varied and the catchment area limited.  In order to address this, the Service had tried to combine local effort with a campaign approach and running 3 training courses a year.

The Service had made changes to the RDS remuneration and conditions of service via its salary scheme which alleviated some of these issues and LFRS had the best remunerated RDS staff in the country (and further changes were being developed to improve this position).

It was not possible to pre-plan for these transfers because until the process was completed it was not possible to determine which RDS stations would lose individuals to the wholetime grouping.  In future recruitment, the impact would not be as significant as the individuals would be in open competition, although they would clearly potentially be at an advantage due to internal knowledge.  It was further hoped that the significant numbers that had been successful would act as an incentive for individuals to join the RDS Service as a route to a full time fire service career.

A concern to the Service was the potential for individuals who worked the RDS system and who were de-selected would tender their resignation, but this to date has not occurred.

Although it was not possible to predict where the RDS impact would fall, the recruitment of individuals in advance of the requirement in respect of wholetime staff was being considered to alleviate any future issues.  In any event the requirement for workforce planning in a more robust manner had been identified and would form part of the budget setting process.

As a result of observations and experience gained, the various stages were being reviewed to ensure validity and objectiveness with clear instructions and assessment.

Members welcomed the new activity around apprenticeships, noting this required more detailed consideration and acknowledging this could be an effective vehicle to enhance improvements in our diversity agenda.

RESOLVED: - Members noted and endorsed the report.