BY CRAIG A. HAIGH
A week rarely goes by without someone considering a fire service career contacting me. Without question, it is one of the greatest jobs on earth but also one of the most challenging to obtain. Most candidates do not understand the new firefighter selection process and criteria, including how to best present themselves as a contender.
Talking with candidates, I almost always ask, “Why do you want to be a career firefighter?” Is it the job excitement, the call volume, the work schedule, the pay and benefits, or the family tradition? Or do you just need a job? Regardless, candidates must understand why they want this job. Why do they want to be a career firefighter?
Find the Right Department
This is the single most important decision a candidate makes and the one most often messed up. Candidates are so focused on getting a job as a career firefighter that they fail to consider that they will spend the next 30 years working for a department that may not be a good fit. Finding the right department is similar to finding a great life partner-the candidate must be a good fit for the department and vice versa. Matching your personal motivation with the department’s needs makes for a great long-term relationship.
First, determine what type of department you are looking for. Do your personality and motivation fit best in a combination system in which you are privileged to serve alongside dedicated volunteers? Or are you looking for a position within a fully career department? Neither choice is better in itself-they are simply different. Candidates must determine what model best fits their personality and preferred work environment.
Once you have determined the type of organization, you need to consider the preferred size. Departments can have as few as one or two full-time firefighters; others may literally have thousands. Do you fit best with a small organization or would you prefer one of the large metropolitan departments?
Why do I like working for the Hanover Park (IL) Fire Department? Size is a primary reason; I often say, “We are big enough that we can do some cool stuff while being small enough that we can do some cool stuff.” I also like knowing each of my employees personally; their families; their kids’ names; and, in some cases, even their parents. This fits my personality and is my preferred work environment.
Once you have a handle on these two questions, the next step is determining the geographical location-i.e., in what part of the country, state, or region would you prefer to work? Many departments have residency requirements, which may impact your overall decision process.
I typically recommend that candidates develop a spreadsheet/chart to use as a decision tool as they begin looking at departments and deciding where to test. I recommend that they list all of the “must-haves” and “would like to haves” on one axis with all of the names of the departments they might be interested in on the other. They can then place a mark in the columns for each department based on their “haves” and “like to haves” list. In the end, this process will develop a matrix that typically will yield a handful of departments that most closely resemble what the candidate is looking for. Table 1 shows a highly simplified example; you may adjust the fire departments and criteria as needed.
Finally, you need to assess the culture and services the department provides to ensure that a good match exists. You must do your homework and spend some significant time researching potential departments. Consider the following:
- Reputation. What do area firefighters say about the department?
- Services provided. What are its most frequent types of calls? What special teams (hazmat, rescue, swiftwater rescue, and so forth) does it have?
- Educational requirements. What are the department’s minimum requirements? What must you do to meet them, and are you willing to?
Look at the department’s leadership and how the department’s members and its neighboring departments consider it. Are the officers leaders who are well respected by the members of that department and their neighboring departments? What is the labor/management relationship-how often are grievances filed, and how often are they settled through arbitration? Finally, how supportive are elective officials? These are all huge issues when looking for a good, long-term career fit.
A ride-along is one of the best ways to get an internal feel for the department. Many departments have a ride-along policy and a protocol and will gladly allow potential candidates to spend some time with the department. Once inside, you can assess the firefighters’ overall pride and morale. The attitude of the blue shirts and company officers will give you a great perspective on the organization. Are they like a team who enjoys spending time together? Do they talk, break bread together, and watch TV together, or do they each slink off to their individual bunk rooms, only to be seen when the tones drop? Are the officers respected as the team leaders? Fancy stations and equipment do not indicate the internal health of the organization-you have to get inside so you can watch and talk with the players.
No Shotgun Testing!
Contrary to the advice of many of my peers, I do not recommend “shotgun testing,” signing up for and taking as many tests as possible just to gain experience in the testing process. The department for which you are testing assumes you are interested in working for it specifically and will take your candidacy seriously. If you test well, you will rank high on the hiring list. The real issue surfaces when your number is pulled and you are offered a job. Many candidates will take the job, fully planning to leave when called by a “better” department.
Although this may seem to be in the candidate’s best interest, it is incredibly selfish and does not consider the impact on the hiring department, which will likely proceed as if the new employee will work within the community for his whole career. So the department spends tax dollars for the candidate’s uniform, equipment, and costly training, only to have him jump ship and leave for a higher bidder. Some unscrupulous candidates repeat this process over and over, jumping from department to department until they ultimately get to their dream job. Such a shortsighted approach does not reflect the high level of integrity and financial stewardship expected of someone who wears a badge. Do your research first, and take tests only for the departments that meet your specific selection criteria.
The Application and Testing Process
Typically, the application and testing process is broken down into preoffer and postoffer testing. Initially, interested applicants complete a written application including contact information, education, past employment history, an initial reference list, and possibly information related to criminal convictions and driving history. This is the candidate’s first opportunity to formally interact with the organization; therefore, put your best foot forward. Follow all instructions, and ensure that the form is complete, accurate, and neat. Unless otherwise directed, attach copies of all diplomas, professional licenses, and certifications. Also provide complete contact information including an e-mail address. The application says a great deal about the applicant, so make sure that you get it right.
Only use professional addresses that include your name such as johndoe@sbcglobal.net or something similar. Don’t do cute things with your name or your position, and avoid addresses that send the wrong message or have sexual connotations.
Many departments hold an applicant orientation session before formalized testing. This is a fantastic opportunity to gain some additional insight into your potential employer. Does it make you feel welcome? Who are the presenters? Do they seem excited, well prepared, and proud of their department? What information is presented, and what is its overall focus? How do they handle questions? Who is representing the department? Are the department chief and senior staff in attendance? Of the firefighters present, are there women and minorities and both young and seasoned firefighters? All of these aspects can give you a read into the department and how important department leadership considers the process of new candidate selection.
Any time you interact with the organization, be sure to look and dress professionally. Coming to the orientation or testing process looking like you just rolled out of bed or are half hungover from the night before is unacceptable. The fire service is a trusted profession in which our customers routinely trust their possessions, their lives, and the lives of family members to our care. When a department has a couple hundred applicants for only one or two positions over the life of a hiring list, you must avoid giving the organization’s leadership an opportunity to cut you because of a stupid mistake.
As part of the preoffer testing, many departments use a written exam to assess a candidate’s general aptitude in reading, literacy, mathematics, and mechanical reasoning. Written exams can vary widely and are challenging to prepare for. Some departments make study guides available for their specific test. If so, take the time to practice. Many candidates find that the study guides available through various fire service bookstores are very helpful. The key is to maximize your points, so preparation is essential for ultimate success.
The Interview
Remember, each step of the testing process is typically designed to eliminate candidates, so you should feel encouraged if you make it to the interview. But don’t rest on your laurels-more candidates are cut during this step than any other. The overall object of any employment interview is to identify who you are! You are a complex product with a unique blend of abilities, skills, and personal qualities, shaped by your personal and professional history. Interviewers want to know why you want to be a firefighter in their fire department, how you have prepared for the position, and why they should hire you. They are also interested in your future goals, how you plan to achieve them, and your leadership potential within their organization.
When answering questions, be open, honest, and engaging. Don’t try to bluff you way through a question, and don’t suck up to the interviewers. Answer the questions completely, but don’t ramble-sometimes, more is less.
Don’t ever bluff! The fire service is a small world-you never know how the interviewers will connect the dots. A favorite story about candidates who implode during interviews concerns an applicant who put on his application that he worked as a part-time firefighter in an out-of-state department. When I reviewed his application, I was excited to see that he had experience with this department since I am friends with the fire chief and served as an evaluator years before on one of its officer promotional processes. The organization is a high-quality combination department, and I felt lucky to have the chance to potentially grab one of its part-timers looking for a full-time career position.
During the interview, the team asked our standard list of questions, but as the time drew to a close, I decided to throw one more question on the table. I asked, “If I contact Chief Smith (not his real name), what will he tell me about you?” Without hesitation, the candidate launched into a dissertation on how much the chief liked him, how close they were, and what an asset he was to the department.
I still am not sure why I did this, but because I know Chief Smith well, I grabbed my cell phone, hit the speaker button, and dialed the chief’s personal cell phone. When he answered, I quickly told him that I was interviewing one of his part-time firefighters and that I wanted to get his take on whether the candidate would be a good fit for Hanover Park. I gave the chief the candidate’s name and waited for what promised to be a glowing recommendation. What came next shocked all of us-except the candidate. Chief Smith asked for me to repeat the candidate’s name and then, without hesitation, advised that he did not have an employee by that name. As I turned to look at the candidate, I noticed that all the color had drained from his face. As the interview team began to realize what had just taken place, our village’s seasoned and astute human resource director told the candidate, “I think we are done here” (Table 2).
Although the process varies by department, candidates who successfully complete all steps up to this point usually make the overall eligibility list. When an opening occurs, candidates are drawn from the list and receive a conditional offer of employment. “Conditional” means that if you pass all of the postoffer testing, you will attain a position with the department.
Postoffer Testing
Postoffer testing occurs when a candidate has been offered employment. Should a candidate fail any part of the postoffer process, the offer is typically withdrawn and the department moves to the next candidate on the list. Typically, postoffer testing will include professional evaluations such as a polygraph exam, a psychological analysis, and a medical exam that complies with National Fire Protection Association 1582, Standard on Comprehensive Occupational Medical Program for Fire Departments.
The postoffer process may also include additional background work that may include neighborhood canvasses, credit checks, and an in-depth check into any criminal and driving history. A problem or red flag in any of these areas will likely result in the offer being withdrawn.
A survey of 36 metropolitan Chicago fire departments provides insight into the variety of testing components and at what point in the process each aspect is conducted1 (Figure 1).
Because of the sensitivity of a fire service job, most departments will not proceed with a candidate who has postoffer testing problems. In the past several years, departments in the metropolitan Chicago, Illinois, area have had postoffer process failure rates of 20 to 40 percent. (1) This is significant; it reflects the need to hire the best candidates with above-reproach histories and tendencies.
Why do we lose candidates? Often, it’s because they did something stupid during their high school or college years that ends up haunting them during the postoffer process. Many departments are forgiving of mistakes if the candidate has a track record of being on the straight and narrow for a number of years following the incident or problematic lifestyle. However, some background issues are significant enough that the candidate will likely never be hired by any public safety agency. Bottom line: If you want to wear a badge, you need to have a pretty clean background (Table 3).
The psychological exam is probably the most telling component and is designed to determine if a candidate has a personality profile consistent with the needs of the job as well as the department. For example, in Hanover Park, the opinion of our psychological testing firm is a huge factor. Having used this same group for many years, we have found that its opinion and projection as to how well the candidate will fit into our organization have been incredibly accurate. Because the firm has worked with our department assessing entry-level and promotional candidates for more than 15 years, it has a tremendous understanding of our culture and expectations. Its analysis predicts not only how well a candidate will function as a recruit but also that person’s capability for promotion and future leadership. If the psychologist tells us a candidate is not recommended, the conditional offer is revoked.
A 2007 United Press International survey in Canada found that firefighters are reportedly the most trusted of all professionals. According to the survey, 93 percent of respondents considered firefighters to be the most trustworthy; 87 percent said nurses were.3 Quality employers recognize the significance of this trust factor-it is the underlying driving force of the challenging and costly new candidate testing process. The fire service is a tremendous profession where only a select few earn the right to wear a badge and be called a firefighter. Prepare well as you climb your ladder of success.
REFERENCES
1. Haigh, CA. (2009). Disqualifying Backgrounds for Fire Department Employment [Applied Research Paper-National Fire Academy Executive Fire Officer Program]. Emmitsburg, MD: National Emergency Training Center, National Fire Academy.
2. Haigh, CA, and Vincent, Richard S. (2007). Climbing the Ladder of Success (Winter Fire College). Urbana, Illinois: University of Illinois Fire Service Institute.
3. United Press International. (2007). “Most Trusted Professionals: Firefighters, not the CEO.” Retrieved from http://www.firefightingnews.com/article.cfm?articleID=24716.
CRAIG A. HAIGH, a 31-year veteran of the fire service, is chief of the Hanover Park (IL) Fire Department and a field staff instructor with the University of Illinois Fire Service Institute. He has managed volunteer, combination, and career departments; implemented intermediate and paramedic services; and developed a variety of courses for the fire service and is an FDIC International H.O.T. instructor. He has a BS in fire and safety engineering and an MS in executive fire service leadership and is a graduate of the Executive Fire Officer Program.
