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USE OF THIS MATERIAL WITHIN YOUR DEPARTMENT AND COMMUNITY IS PERMITTED AND HIGHLY
ENCOURAGED AND REQUIRES ATTRIBUTION TO FIRE 20/20
DESIRED OUTCOMES
Participating in the Each One, Reach One Workshop creates the possibility for you
to achieve the following:
Identify the five key strategies for recruitment and retention and integrate
them into the department's mindset.
Build a model of the ideal recruit to gain increased and specific knowledge
about your current standards and their effectiveness.
Gain insight into the strengths and weaknesses of your team in regards to
its ability to execute on a recruitment and retention plan.
Create an overall one year strategy and plan that includes an inspiring
direction, an organized approach and clear next steps.
AGENDA
Day One
AM PM
Getting Started The Recruits Perspective:
>Opening Comments Panel Discussion
>Desired Outcomes The Five Key Strategies:
>Agenda > The Case for Change
>Roles Team Meeting:
The Recruiting Challenge Mapping Your Territory
Team Meeting: You Cannot Do It Alone
Whats Working and Whats Not > Working as a Team
Recruiting from the > Building Coalitions
Outside In
Day Two
AM PM
Opening: Insights and Team Meeting:
Questions Clear Next Steps
Team Meeting: The Critical Transition
Creating a 1 Year Vision From the Workshop to the
The Recruiting Campaign Firehouse to the Community
> The 9Ms Wrap-up
Team Meeting:
Creating the Plan
WHATS WORKING
Make a list of the activities and processes that have been most effective for
recruiting over the last 2 years.
12. Pro-active recruitment of women and people of color into the fire
department
Evaluate
Observe
Do Think & Feel Experience
Test
Most of us understand that our lives are filled with pleasant surprises and
disappointments, and all live with the boundaries of a particular Band of
Tolerance. This band forms within what is often referred to as the barand the
bar rises and falls as things change.
WOW
Experiences
Exceed
Meet
Fall
Short
Extreme
Rule of 7s: Disappointment
7 times more people
7 times longer
10
The purpose of the recruit panel discussion is to give you a chance to challenge your
own assumptions about why people join and stay with the Fire Service.
GUIDE TO MAPPING
Recruitment requires really knowing your departments communitywho, what,
and where. For that reason, were using the metaphor of creating a community
map. We are not prescribing any particular graphical layout or format. What we are
giving you is guidance on the categories of information youll want to gather.
Churches, schools, businesses, civic and social organizations, leaders, etc. need to be
identified. The people and organizations you identify are your departments link to
candidates.
1. Total Population: What is the total number of people within the community
you serve?
2. General Distribution: Consider how the population in your community is
distributed by percentage of: Urban, Suburban, Small Town and Rural.
3. % Firefighter Eligible: Of the total population, what percentage are actually
available to potentially become firefighters.
4. Pie Chart Distribution: Divide the four circles of the Firefighter Eligible
Population into proportional sectors using the following guidelines:
Red Flag - As you complete your chart, you will come to sections where
you will not have the information asked for. In those cases draw a Red Flag on the
chart indicating the information you need is missing and rate the Red Flag:
1. Critical Information
2. Nice to Have
3. Really not Important
NOTES
CLEAR ROLES
Everybody on the team understands what they and others are responsible for in
achieving the teams goals.
COLLABORATIVE APPROACH
Commonly understood plans and methods to accomplish the teams goals are set up
in a way to foster participation, cooperation and mutual support.
COMPLIMENTARY SKILLS
The team has the right combination of knowledge, ability and experience required to
get the job done.
{ { { { {
2. The work of the team is meaningful and important to me.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
3. The team has clear, specific and measurable goals.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
4. I am personally inspired by the teams goals.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
5. I clearly understand my role on the team.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
6. I clearly understand the roles of the other team members and the leader.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
7. Within my team are all the skills it needs to be successful
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
8. Team members respect and listen to each other.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
9. My team effectively deals with internal conflict and disagreements.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
10. I can rely on my team members to openly support the things they agree to.
Strongly Agree (5) Agree (4) Neutral (3) Disagree (2) Strongly Disagree (1)
{ { { { {
2. The Big Changes: Look at your vision and ask yourselves the question
What Big Changes do we have to make to make this vision real?
Capture this information on your chart.
Whats with all these Ms? As we identified the different elements, a lot of words
beginning with the letter m showed up. Learning is always easier when we can find
ways to make linkages and prod our brains into remembering. So we decided to find
a word that begins with the letter M for each element.
9 Ms of Recruitment
Mindset Mentor
Map Momentum
Measure
Messenger Medium
Meet Message
15
Though our representation of the 9 Ms is linear, its application is not. While some
elements may get more attention when youre planning, all of them should be
continually referenced as you make decisions and take actions. This is definitely the
case with Measure. You will set measures to evaluate your campaigns at their
beginning; should be making on-going evaluations during the process, and evaluate
more final results at some end point.
MINDSET
A mindset is a fixed mental attitude or disposition that predetermines a
persons responses to and interpretations of situations.*
*The American Heritage Dictionary of the English Language, Fourth Edition copyright 2000 by Houghton
Mifflin Company. Updated in 2003. Published by Houghton Mifflin Company.
MAP
Recruitment requires really knowing your departments communitieswho, what,
and where. For that reason, were using the metaphor of creating community maps.
We are not prescribing any particular graphical layout or format. What we are giving
you is guidance on the categories of information youll want to gather. Churches,
schools, businesses, civic and social organizations, leaders, etc. need to be identified.
The people and organizations you identify are your departments link to candidates.
MEET
The mantra of recruiting is: Relationships, relationships, relationships!
When you have mapped your departments communities, you should know who the
formal leaders are and those people without a title who are looked up to and
respectedor what you can call informal leaders. You make the mantra
operational by meeting with them!
Who in your department already has connections to your communities formal and
informal leaders? Who dont know someone personally, but have friends or
acquaintances in their networks that do and would be able to make introductions?
If you come up empty handed and cant find someone to make an introduction,
then the next step is to identify those in your department who have a knack for
making friends and acquaintances.
Types of meetings
Leader to leader: Set up meetings with the fire chief and/or a
command staff officer and individual community leaders.
Focus groups: Arranged through the formal and informal
leaders, representative members can be invited to participate in
a focus group where you talk about recruitment. The
department can also use some of the time to inform the group
about prevention and life safety programs.
Breaking Bread: The department and community
organizations have meals together. Cook together at the station
or eat at a community center where the department and your
guests bring dishes.
All the ways youre meeting people today: Your everyday
interactions with peoplewhether at church on Sunday to
your childrens sports teamsare opportunities to engage in
conversations about recruitment. Conversations get passed on.
Six months from the time you spent talking to other shoppers
while waiting in line at the supermarket can lead to a new
recruit.
MENTOR
The classic mentor/mentee relationship is where an experienced, older person
singles out a younger, less experienced person to develop and in many cases
champion.
We also believe its important that the entire department has a mentoring
mentalityfeelings of confidence, supportive energy and commitment from others
are tangible.
MEASURE
Recruitment campaigns have to be evaluated. We need to know what worked and
what didnt work. So we set outcomes and ways to measure their achievement.
Quantitative measures are volume (how many), time (how long), money (how
much). Examples of quantitative measures for an Each One, Reach One campaign
are:
What if you dont have quantitative data to use for comparison from previous
recruitment efforts? Then your baseline data starts with your first Each One, Reach
One campaign.
When evaluating any endeavor its always important to balance the time spent on
counting metrics and doing the real work. So with that in mind, were focused on
measures that are both meaningful and practical.
Identify all the organizations that are a part of and/or serve your community
along with their informal and formal leaders:
Military: Media:
Returning military Neighborhood
National Guard Radio stations targeted at women and
men of color
College media and communication
programs
THE CAMPAIGN
The purpose of this worksheet is to identify whats most important for structuring a
recruitment campaign. It should help keep everyone involved working together
within the same framework.
Identify one of the groups/organizations that you will target in your recruitment
campaign. Make this group/organization the focus of the questions that follow.
2. What else is going on in the community that can help you build momentum for the
campaign?
Momentum: Be aware of the timing of your campaign; the other events that are
going on, and how these can positively accelerate interest.
The messenger(s) can come from the department, from the media, from sports
teams; be religious leaders, business leaders, or someone from outside of the
community who can be enrolled as a messenger.
4. Whats the best medium to use to communicate about the campaign? Why?
5. Whats the message you want to pitch? How does it incorporate what youve
learnedneeds, concerns, and motivationabout the target audience? Why will it
be effective with the medium youve chosen?
S M A R T G O A L S
Specific - A specific goal has a much greater chance of being accomplished than a
general goal. To set a specific goal you must answer the six "W" questions:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
Which: Identify requirements and constraints.
Why: Specific reasons, purpose or benefits of accomplishing the goal.
Attainable - When you identify goals that are most important to you, you begin to
figure out ways you can make them come true. You develop the attitudes, abilities, skills,
and financial capacity to reach them. You begin seeing previously overlooked
opportunities to bring yourself closer to the achievement of your goals.
Realistic - To be realistic, a goal must represent an objective toward which you are
both willing and able to work. A goal can be both high and realistic; you are the only one
who can decide just how high your goal should be. But be sure that every goal represents
substantial progress. A high goal is frequently easier to reach than a low one because a
low goal exerts low motivational force. Additional ways to know if your goal is realistic
is to determine if you have accomplished anything similar in the past or ask yourself what
conditions would have to exist to accomplish this goal.
Timely - A goal should be grounded within a time frame. With no time frame tied to it
there's no sense of urgency. See the example on the next page
EXAMPLE:
General (Weak) SMART (Strong)
Lose some weight as soon as possible. Lose 15 pounds at a steady rate over the
next 8 weeks.
Assign a GOAL NUMBER to each action you take. Its important that there is
a clearly understood path between each action and the goal it supports.
ACTIONS are clearly defined. Use the same principles you used to develop
your SMART goals to define the actions. Include a completion date and, if
ongoing, how you will know it is on track.
Each action needs a POINT PERSON who is ultimately accountable for its
accomplishment. Though the Point Person is not always the Doer they are
always the Driver.