BY RICHARD MARINUCCI
In almost all cases, the best way to fix a problem is to get to the root cause and look for the solution there. Although this may not always be possible, you get the added value of not only resolving one of your problems but also greatly reducing the likelihood of a reoccurrence. Often, when a case is reviewed and the base cause investigated, it is found that the problem existed from day one, when the employee started. It didn’t surface right away; it waited until an “opportunity” arose. More frequently than we would like to think, the root of our problem was a hiring mistake. We don’t like to admit it, but we do err in our selections, and there are reasons that we do. This column will explore the reasons for poor selections and suggest ways to minimize the risks for a “bad” hire. The next column will discuss issues and possible solutions for when you are “stuck” with a bad hire.
There are many reasons we don’t get the people we want during the selection process. If you understand these reasons, it will help you find solutions for your future hires. I can speak from experience. When I think of many of the problems I have faced in nearly 24 years as chief, I realize that many could have been avoided or eliminated with a good hiring process. Through the years, we have continued to change our hiring process with hopes of better predicting the performance of the individuals selected. We have not found a foolproof way of selection, but we can hire a quality individual when we become more “picky” when we add staff.
TAKE YOUR TIME
When a vacancy occurs or you are authorized to add staff, your first tendency often is to do so as quickly as possible. You know that a new “probie” will not be an instant contributor, so you want to get the ball rolling so that you get the help you need as soon as you are able. You need to resist this temptation so that you follow the steps needed to help you get the individual you desire. There are pressures to speed up the process. You are understaffed and have increasing overtime coverage required. You may be concerned about revenue and the need to “spend it while you have it!” You may have experienced other pressures. Regardless, always take the necessary time.
Some fire departments do not have the input they should have in the hiring process because of local policies or laws. Others opt out of the process, turning it over to the Human Resources Department, because of a lack of internal resources or because it is easier. Occasionally, resources are lacking to make the selection properly. Don’t fall into these traps. A hiring mistake will last your organization 25 years. It will also create many future challenges for you and your staff.
What is the best process to use to help get the best possible candidate? There are many options, and you will need to figure out which is best for you based on your local needs, policies, and resources. Hiring can be expensive, but remember a mistake is much more so. (As a side note, you should consider going through a process even if you have no openings. This can be used to establish a list so that if a vacancy occurs, you can move quicker.) Whether or not you like this part of the job, you need to be actively involved. All of the issues that later develop with a poor hire always end up on the desk of the chief. If local policies do not allow or require your input, do what you can to change this.
BEGIN WITH KSAs
Begin with a review of the knowledge, skills, and abilities (KSAs) required of the job. In addition to the usual requirements of mechanical aptitude and physical ability, consider the “soft” skills needed to be successful. Interpersonal skills are critical in building a cohesive team (and minimizing conflict). Often, this is not an easy skill to teach compared with some of the more basic fire and EMS skills needed to do the job. You probably can teach someone to wear an SCBA. It is not as easy to teach someone to “get along.” If loyalty is a trait that is important, you may wish to have a component in your process that provides insight into the background of the individuals you are considering.
In addition to the KSAs, consider any prerequisites needed for the job. Will you require any prior training, or do you provide your own? What is the expense of the training? For example, many departments today provide paramedic services. Training and licensing to this level require much time and money. There is great savings in selecting those who already possess this licensure. However, be aware that this prerequisite will reduce your selection pool. You need to determine how important this is to your department.
PROMOTE THE VACANCIES
Once you know the KSAs and prerequisites, you are ready to receive the applications. Remember to advertise in as many places as practical and affordable. The more applications you receive, the better choices you will have. Realize that there are financial restrictions in most cases, but promote your vacancies as much as you can. Also recognize the way most people get their information todaythrough the Internet! Post on your Web site. Also, always take an application even if you are not hiring. Keep it on file for a minimum of one year. Notify the applicant when you are hiring and when you plan to purge your files.
TESTING AND INTERVIEWING
The next step is to determine the steps in your process. Consider written exams, interviews, and agility tests. In most cases, it is not practical to develop your own written test. Do some research to see who has what best fits your circumstances. Take a look at the review copies that the reputable companies provide. Pick the one that is most likely to address the issues of importance to you. If you are looking for general knowledge, there are tests for that. If you are concerned about mechanical aptitude, make sure that is measured. Also, check out the validity of the test. This reduces the risk of a challengea challenge that can be expensive and time consuming.
With respect to interviews, some organizations prefer an independent panel to provide a score. Although I would not argue the value of this, I would suggest that you not eliminate participation from you or your department. Whether or not you have an independent panel, consider a separate panel made up of your members. Your officers and firefighters want the best people, too. They know their job and what it takes to be successful. If you use people in your organization, provide them with training. There are learned skills that are needed to become an effective interviewer. With that said, do not abdicate your responsibility. You most likely have good instincts and need to play a major part in the selection.
Agility testing can be the most controversial step of the process. Yet, it is extremely important in seeking candidates who have the necessary physical abilities to do all parts of the job. Even though many departments have become EMS driven, there is still the need to perform on the fireground, even if infrequent. You also need to consider the long-term benefit of having candidates who are physically fit when they begin the job. Agility testing can be challenged, so do your homework and seek the opinion of legal counsel and human resource experts.
BACKGROUND CHECK
One of the most important, if not the most important, parts of a selection process is the background check. This can get expensive and time consuming, so often shortcuts are taken. From personal experience, I would recommend not taking any shortcuts. There is so much that you can discover about a candidate. One of the most significant things is that past performance is a great indicator of future performance. People who create problems on their present job probably were doing so on their previous one as well. For example, people who are late to work in their current employment will most likely continue that pattern when you hire them. If it is important in your organization to show up on time, then this would be something to investigate during the background check. You can learn a great deal about an individualinterpersonal skill, loyalty, dedication, ability to be part of a team, work ethic, and a whole host of other “soft” skills needed to do the job and keep from creating problems for your organization. Now is not the time to skimp on the background check.
CONDITIONAL JOB OFFER
After you have gone through your process, you are ready to make a conditional job offer. The requirements of the Americans with Disabilities Act (ADA) state that you cannot submit a candidate to a medical or psychological exam prior to an offer of employment. This is not to be interpreted to mean that such tests can’t be used and a failure can’t be used to deselect an individual. Make sure you use specialists in these areas, people who know what the job requires. Quality exams are vital to a successful process.
This has been a brief discussion of things you can do to help predict successful candidates. Nothing is foolproof, but you can minimize the risks. Good selections reduce the potential for future problems that you will need to address. Many individuals who cause these problems could have been identified with a comprehensive selection process. A review of their past performance would have provided clues for you. Take the time, and make the necessary investment. It will pay off.
RICHARD MARINUCCI has been chief of the Farmington Hills (MI) Fire Department since 1984. He was president of the International Association of Fire Chiefs in 1997-98 and chair of the Commission on Chief Fire Officer Designation. In 1999, he served as senior advisor to Director James Lee Witt of FEMA and acting chief operating officer of the United States Fire Administration for seven months as part of a loan program between the City of Farmington Hills and FEMA. He received the Outstanding Public Service Award from the director for his efforts. Marinucci has three B.S. degrees: in secondary education from Western Michigan University, in fire science from Madonna College, and in fire administration from the University of Cincinnati. He was the first graduate of the Open Learning Fire Service Program at the University of Cincinnati (summa cum laude) and was named a Distinguished Alumnus in 1995.
