Setting aplan of how to reach your promotional goals can be a very intimidating process.There is a multitude of information and it can be overwhelming. I encouragepromotional candidates to look at their future exam through a different set ofglasses, those of the person creating the exam.
Becomethe Test Maker
One of my favorite sayings is, Become the test maker, not the test taker. It isimportant to understand that when an exam is created the designers meet withfire administration and ask what they would like to see in an exam. The firechief meets with the exam developer and expresses his or her wishes.
If youwere writing the exam, what would see as important information (become the testmaker)? As a general rule, exams are very predictable. How often have youwalked out of an exam and said, That wasn’t that hard, I should have donebetter, or, I wished I would have studied the right stuff.
Learn thePositionWhile it is not necessary to become a subject matter expert ineach of the following areas, serious candidates should have a thorough workingknowledge of each one. Remember that you are NOT studying tobeat the exam, rather to learn the position. A candidate who has covered all of his or her bases during the study period will usually performwell once awarded the position. Nobody aspires to be appointed to a position and not be competent to function in the role.
Candidates should use the following as a check list to monitor their progress.All types of fires:
•Residential
• High rise
• Strip malls
• Center hallway and garden style apartments
•Commercial (NFPA 704 Diamond)
• Tanker and refineries
• Wildland
Tactical Considerations
• Develop templates for every major size up potential
• Develop a system of tracking resources
• Think big lines, multiple supply lines, (save a spot for the truck)
• Have a plan for RIC deployment(including tactical frequencies and a leader)
• Have a plan for what to do when you locate a victim
• Don’t be afraid to call for multiple alarms
• Don’t forget outside agencies
• Have a plan for getting things back to normal
Candidates should have a plan to handle:
1. Weapons of Mass Destruction
2. Hazardous Materials spills
3. Multi-casualty incidents
4. Aircraft emergencies
5. Marine firefighting
6. Refineries
Administrative
• Knowthe department’s policies and procedures
•Understand the departments progressive discipline system (know how to conduct acounseling session using the 8 step process)
• Have aplan to:
o Address your new crew (conduct a meeting)
o Train a probationary firefighter
o Coach, mentor, and train your crew
o Document a substandard employee
• Whatwould you do IF:
o Firefighter stuck with a needle
o Firefighter under the influence
o Firefighters involved in a fight in thestation
o Unmotivated firefighter
o Firefighter habitually late
o Firefighter with a poor attitude
•Understand the injury on duty policy and how a firefighter returns to dutyfollowing injury
Oral Interview
• Knowthe job for which you are applying
• Find a role model who can teach you the idiosyncrasies of the position
• Develop thoughts and ideas about current events
• Understand the daylight positions
The term “Assessment Center” often sends promotional candidatesinto frenzy. It is unfamiliar to many people and as a result their alreadyincreased anxiety over the promotional process is heightened. The purpose ofthis article is to shed some light on the process. No department wants to havequality candidates get lost in the testing process, rather it’s an opportunityfor those who have prepared for the position be rewarded for their efforts. I don’t believe in “having a bad day.” Ibelieve that those who have not prepared for the position are identified duringthe testing process. I do not advocate studying for the exam, I believe instudying for the position.
“AssessmentCenter” is a fancy way to refer to a series of examinations. Some commoncomponents of an assessment center are:
• Tactical Scenario (often called a job simulation exercise)
• Oral Interview
• Employee Counseling Session
• Oral Presentation (more information in Step 3)
• In-Basket Exercise
Ofcourse, your promotional examination may include all, or some, of the eventslisted above. Each fire agency has the choice of what they want to include intheir testing process.
Five Great Ways to Prepare
• Read fire department publications and internet chat boards to stay up on current events
• Become involved in the department committees
• Be familiar with the problems facing your department and the fire service
• Understand the rules to the testing process
• Prepare for EACH part of the process early, NOTafter the previous phase is complete
THE INTERVIEW
Once the qualifiedcandidates have been identified and the selection committee has been chosen,interview dates are set. The committee chair sets candidates’ interview times.Although candidates may reschedule individual interview times, the candidate isresponsible for making the necessary arrangements and for alerting the chair toany changes. Although this can be difficult, it also may demonstrate thefirefighter’s organizational skills and willingness to invest his time in theprocess.
The interviews areconducted in four sections, which may or may not be held at the same time.
Background. The first partof the interview process focuses on the candidate’s background, which is hisopportunity to highlight his training, education, and experience and is thecandidate’s best chance to explain why he should be promoted. Conversely, theinterviewers will try to explore, and even exploit, the candidate’s historicalweaknesses. Examples of typical background questions include the following:
• Why should you getthe job?
• What is your worstor weakest characteristic?
• How does thisnegative characteristic affect your performance?
• How are youperceived by your fellow firefighters?
• Are there anynegative perceptions? If so, what are they?
• What is your weakestarea-education or experience?
• Which trait is moreimportant for success as a lieutenant in this department?
Safety. Thesecond oral interview section focuses on safety issues; questions are typicallytaken from fire service textbooks.1Candidates are informed in advance of whichtextbooks will be used, so that they can read and review the material. Usingbooks as a reference/resource for the oral questioning also provides someobjectivity in rating the quality of the interviewee’s answers.
Issues discussedinclude rollover, flashover, backdraft, building collapse causes andindicators, utility hazards and control, and residential/commercial heating andelectrical system hazards. Many times, this is an area in which a detailedquestion relating to a seemingly remote point will be asked. Although thecandidate may consider the question trivial, such questions are asked becauseknowledge of the answer and subject matter demonstrates the firefighter’sawareness of facts that may keep the entire crew safe on the fireground.Specific examples of such questions include the following:
• Should a collapsedanger zone extend all the way around a Type 5 constructed building? Explainyour answer or reasoning.
• Under whatcircumstance is it permissible for a fire crew to stop a natural gas leak in aplastic pipe? (Note: This tactic should be avoided, since it may result in anexplosion.)
Operations. The third examsection concerns operational issues. The candidate is often kept under constantpressure in this part of the interview to see how well he performs underadverse conditions. Originally, my department used scenarios that we read tothe candidate. In the last promotional exam, we used computer-generated models,complete with moving fire and smoke, to test the candidate’s ability to providea size-up, to discuss particular fireground strategies, and to initiatetactics. A wide variety of buildings with different fire and smoke scenarioscan be used; with the proper computer training program, buildings in your owntown can be used for this part of the interview. Response ratings are based oninformation contained within fire service textbooks relating to strategy andtactics, which again lends objectivity to the grading process.
In addition to thescenario-based questions, short tactical questions are appropriate during thissection. Although these questions require short responses, they test thefirefighter’s knowledge of operational issues that a company officer may face.Such questions include the following:
• What are theappropriate strategy and tactics when encountering a cloud of vaporized oil andair, heated above flash point, within a residence (known as “the white ghost”)?
• What are theappropriate strategy and tactics for a natural gas leak occurring on theinterior of a residential structure?
• Explain thedifference between venting for life and venting for fire.
• Why should a secondhoseline follow the path of the first hoseline?
Questions regarding the candidate’s knowledge of the department’sSOPs are also asked. They relate to many different subject areas, includingEMS, hazardous materials, motor vehicle accidents, and structural fireresponses. Some departments may also want to add a component to the examthat uses actual field efficiencies. Some departments have simulated Maydayexams or low-air scenarios to determine the candidate’s ability to operate inthe field under pressure.
Human relations. The promotional exam’s final section teststhe candidate’s ability to handle personnel issues. More recently, this sectionhas received greater emphasis and weight; most problems occurring within thefirehouse relate to human relations, not operational issues. Often, if thecompany officer is a good problem solver, he will resolve issues early and notallow them to detract from the company’s efficiency. If the company officer isa good motivator, he will be able to lead members toward training and operationalgoals. It is also much easier for a lieutenant or captain to educate himselfabout firefighting operations than it is to learn how to deal with otherpeople. After all, the officer has been interacting with other people usuallyfor more than 20 years of his life. Old habits are not broken easily, and it isoften easier to train or retrain the officer with respect to operationalissues.
Personnel issuequestions can vary greatly; real world examples are used often. Examples ofpersonnel questions candidates are asked include the following:
• If you disagree with a chief officer’s decision regarding anadministrative personnel matter, how would you handle that disagreement?
• You have justdirected a member of your station/company to complete a work assignment at thestation. In front of other firefighters, this firefighter refuses to complywith your directive. This is not the first time that this person has refused tocomply with a directive. The other station firefighters are watching you to seewhat action you will take. What do you do?
• A firefighter in the stationreports that another member of your crew, outside your presence, made asexist/discriminatory comment directly to a member of an independent ambulancecrew. How do you handle this situation?
In the finalpromotional exam section, one panel member chose to ask questions regarding thecandidate’s knowledge of the department’s history and tradition. The belief wasthat each candidate should be familiar with these issues, and, if not, the candidatewas pushed to see how well he would function under pressure regarding subjectareas not anticipated as part of the exam.
