Graduate Level Project and Journal

MSE 5201, Advanced Fire Administration 1

Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

4. Discuss the interorganizational component to the field of emergency management. 4.1 Describe the functions of human resources personnel and the legal issues that may arise when

hiring personnel. 4.2 Outline methods of motivation that can be used to retain personnel in emergency management. 4.3 Explain the importance of customer service to the community, especially in times of distress or

grief that may occur after a fire or other emergency incident resulting in loss of life or property.

5. Design incident documentation. 5.1 Determine effective actions that will be taken during Phase 2 of the IAP.

Course/Unit Learning Outcomes

Learning Activity

4.1 Unit IV Lesson Chapter 6 Reading (Fire and Emergency Services textbook) Unit IV Project

4.2 Unit IV Lesson Chapter 6 Reading (Fire and Emergency Services textbook) Unit IV Project

4.3 Unit IV Lesson Chapter 7 Reading (Fire and Emergency Services textbook) Unit IV Project

5.1 Unit IV Lesson IAP Guide Reading Unit IV Project

Reading Assignment Fire and Emergency Services Administration: Management and Leadership Practices Chapter 6: Human Resources Management Chapter 7: Customer Service National Incident Management System: Principles and Practice Chapter 5: Planning Chapter 6: Logistics FEMA Incident Action Planning (IAP) Guide Phase 2: Establish Incident Objectives, pp. 17-21

UNIT IV STUDY GUIDE

Logistics, Human Resources, and Societal Impacts

MSE 5201, Advanced Fire Administration 2

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Unit Lesson Customer Service Anyone who has been in emergency services or emergency management recognizes the importance of human resource responsibilities, such as training, staffing, recruitment, and compensation. In larger organizations, human resource management takes on an analytical or planned approach, combining many areas to enhance employee involvement and productivity through training and development. Many administrators in emergency services or even emergency management in larger organizations typically do not concentrate on issues concerning human resource management. However, in smaller organizations, administrators have to take on roles as human resource managers, overseeing compensation, training, discipline, and even recruitment, while developing a skilled and flexible workforce. Nonetheless, human resource management may go by different names in different jurisdictions or organizations. Even so, human resource management is responsible for hiring and recruitment, training, and evaluating employees. Additionally, they must be able to forecast and plan for staffing and recruitment needs of the organization as well as using merit rules, regulations, and union contracts to provide direction to personnel (Smeby, 2014). The initiative of hiring and recruitment is a critical area, whether handled by human resource management or by the administrator of the organization. An administrator needs to forecast the future needs of the organization regarding staffing, and then obtain approval of the new positions from the governing body. In addition, staffing can affect the morale of employees and their job satisfaction. Administrators must pay attention to position requirements and determine the most qualified candidates. Many organizations use an assessment process to determine knowledge, skill, ability, and other characteristics (KSAOs). The purpose of training and development is to improve job performance, facilitate job-related knowledge, and expand skills and behaviors to improve performance. From a human resource management viewpoint, there are two initiatives of training. First, training is to develop the skills of employees, and second, it is to prepare employees to meet the needs of the organization. In addition, training and development should include sensitivity training to acquire the skills in building relationships among individuals and organizations with diverse backgrounds based on gender, race, age, educational background, country of origin, and personal values, with the goal of working effectively together. Moreover, this ensures employees are aware of personal differences that could be offensive or intimidating, which could lead to a hostile work environment. Appraisal and compensation are handled by many administrators focusing on goal setting, job standards, and employee feedback. In emergency services or even emergency management, the administrator delegates many of the appraisals to other supervisors within the organization. In many organizations, all compensation is handled through union negotiations, with the pay structure being a step plan with various pay grades and levels. In addition, there are differential or monetary rewards beyond the base pay for special skills and education. In many organizations that are not under union contract, human resources is responsible for determining compensation. Specific starting pay levels, grade levels, and pay ranges are determined for each position. There are other aspects of compensation that focus on non-monetary and monetary rewards based on performance. Points to Ponder The fictitious Fire Rescue District is an independent, special taxing authority, which has limited resources and is not part of any governmental unit for administrative support. The main services provided by the Fire Rescue District are fire suppression, emergency medical services (EMS), life safety management, emergency management, public education, and administration. The Fire Rescue District employs eighty-five combat- uniformed firefighters and eight administrative and support personnel with an annual budget of $14 million. The Fire Rescue District does not have a human resource manager. The fire chief and staff members perform the various human resource functions, such as recruitment and selection, training, performance management, compensation, managing human capital, analyzing both the internal and external environment, and union negotiations. The administrative staff within the Fire Rescue District redesigned the District’s Policy Handbook as the first attempt to promote positive employee behavior, motivate employees, and provide job satisfaction through a set of standard operating guidelines for non-bargaining members. One of the concerns from non- bargaining members was that they felt they were not given the same benefits as union members. The new policy handbook covered the following topics:

 employment status and classification policies;

MSE 5201, Advanced Fire Administration 3

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 equal employment opportunity polices;

 pay policies;

 longevity pay;

 policies and procedures on performance, conduct, discipline and grievances;

 time off policies; and

 benefits. One change to motivate employees was providing a longevity bonus, which is paid to an employee based upon continuous employment with the District for terms of 10, 15, and 25 years. However, the collective bargaining unit took offense to the longevity bonus and filed an unfair labor practice against the District. They cited the refusal to bargain with the union regarding longevity pay, even though the union’s contract was still in effect for 2 or more years. In the scenario above, was the Fire Rescue District able to forecast and plan for staffing and recruitment needs of the organization without having a human resource manager? Did handing off this vital task to staff members regarding developing polices or making decisions regarding managing human resource activities by trial and error work? Did they successfully evaluate the strategies of implementing the longevity pay? Administrative staff were able to fill some of the areas of human resource management. However, the administrative staff was not completely able to analyze external or internal strengths, weaknesses, opportunities, and threats, which are important to the growth of the organization. In an effort to motivate non- union members, it led to major changes in the motivation of union members. The changing environment in today’s emergency services or even emergency management as well as the changing workforce, demonstrate the need for a human resource manager within the organization to guide administration in workforce productivity, performance, and societal values of the employees. The functions of acquisition, placement, and retention of employees are critical as well as the training and development of employees, which have long-term consequences to organizational strategic goals. Moreover, the success of an organization depends on the ability to attract and retain employees by focusing on behaviors that the organization values in order to achieve its goals.

Reference Smeby, L. C. (2014). Fire and emergency services administration: Management and leadership practices

(2nd ed.). Burlington, MA: Jones & Bartlett.

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. You are the Fire Chief, and you will be interviewing two candidates to fill a firefighter position at your station. One candidate is a recently graduated candidate from firefighting school who was top of his or her class, with honors, and is bright and energetic. The other candidate is a seasoned five-year firefighter who is looking to transfer from out-of-state for this position. Using the example of the firefighter requirements listed in your textbook, Fire and Emergency Services Administration: Management and Leadership Practices, Chapter 6, p. 73, create a list of potential interview questions that you want to ask each candidate.