Chapter 9 Evaluation and Discipline Fire Officer I

Chapter 9 Evaluation and Discipline

Fire Officer I Objectives • Discuss the purpose of regular fire fighter evaluations. • Describe methods of positive discipline. • Discuss the role of documentation and record keeping for evaluations and discipline.

Fire Officer II Objectives • List and describe the components of formal evaluation and discipline. • Discuss the purpose of employee assistance programs.

Introduction • Evaluation and discipline are essential components of a fire fighter’s development. – The fire officer conducts regular evaluations of job performance, behavior, and problem resolution.

Introduction • Discipline can be positive or negative. • Discipline should be progressive. • Some problems may lead to immediate suspension.

Evaluation • The fire officer conducts regular evaluations of fire fighter performance: – Helps ensure each fire fighter knows what is expected of him or her – Helps the fire fighter know where he or she stands relative to expectations

Evaluation • The evaluation process helps the fire fighter: – Set goals for professional development – Set goals for performance improvement – Have the motivation to perform at the highest possible level

Evaluation • Many career fire departments require an annual performance evaluation. – In volunteer departments, the procedure may be less structured, but is otherwise equivalent.

Starting the Evaluation Process • The fire officer has a special responsibility when starting the evaluation process with a probationary fire fighter. – Determine skills, knowledge, aptitudes, strengths, and weaknesses. – Set expectations.

Recruit Probationary Period • Most departments include in-station training as part of the probationary period. • Structured probationary programs require the fire officer to complete a monthly evaluation.

• Performance evaluation should be continuous. • Feedback is most effective when delivered as soon as possible after an incident. © Jones & Bartlett Learning. Photographed by Glen E. Ellman. Providing Feedback After an Incident or Activity

Discipline • Discipline is a moral, mental, and physical state in which all ranks respond to the will of the leader.

Discipline • Discipline may be positive or negative. • Positive discipline: Encouragement of appropriate behavior or performance • Negative discipline: Punishing inappropriate behavior or performance

Positive Discipline: Reinforcing Positive Performance • Directed toward motivating individuals to meet or exceed expectations – Establish a set of expectations. – Recognize improved performance and reward excellent performance.

Positive Discipline: Reinforcing Positive Performance – Commit to department goals and objectives – Participate in activities that are expected of fire fighters © Glen E. Ellman • A fire officer should “walk the talk. ”

Empowerment • One of the most effective strategies in positive discipline • The fire officer helps fire fighters learn how the department and local government work. • The fire officer identifies the tools that others have used to achieve success.

Oral Reprimand, Warning, or Admonishment • First level of negative discipline • Will often suffice to correct behavior – If not, the officer must determine whether the fire fighter is: • Unable to meet the required performance • Unwilling to perform

Informal Written Reprimand • Some fire departments require the fire officer to use a standard form. – Ensures that all of the requirements are covered – Allows the fire fighter to understand that this is a disciplinary issue

Documentation and Record Keeping • Rules usually require all of the official records of an employee’s work history to be in a secured central repository. • Some departments maintain a second personnel file at fire headquarters.

Formal Evaluation and Discipline • NFPA 1021 identifies Fire Officer II as the level of officer who issues formal evaluations and discipline.

Annual Evaluations • Become a formal part of work history • Four-step process: – The supervisor fills out the evaluation form. – The subordinate reviews the evaluation. – A feedback interview is conducted. – Goals are established.

Conducting the Annual Evaluation • The fire officer must keep track of every fire fighter’s activity. Sample notation in a performance log. – Maintains a list of these activities in a performance log or T -account Sample notation in a T-account.

Conducting the Annual Evaluation • Establishing annual fire fighter goals – The fire officer should require all fire fighters to identify three work-related goals. • Informal work performance reviews – During an informal review session, the officer can review the performance log or T -account with the fire fighter.

Conducting the Annual Evaluation • Mid-year review – The fire fighter should write a selfevaluation. – The fire officer and the fire fighter review this evaluation together. – Personal goals can be adjusted during this review.

Conducting the Annual Evaluation • Give advance notice of a substandard employee evaluation. – The fire fighter should know there is a problem before the annual evaluation. – A work improvement plan may be required. – Advance notice provides time to change the behavior or improve skills before formal evaluation.

Conducting the Annual Evaluation • Six weeks before the end of the annual evaluation period – The fire fighter conducts a self-evaluation. – The fire officer reviews this evaluation and provides feedback. – Together, they develop the formal evaluation report.

Evaluation Errors • Leniency or severity • Personal bias • Recency • Central tendency • Frame of reference • Halo and horn effect • Contrast effect

Negative Discipline: Correcting Unacceptable Behavior • Discourages unacceptable behavior • Typical steps: – Counsel the fire fighter. – Verbally reprimand the fire fighter. – Issue a written reprimand. – Suspend the fire fighter from work. – Terminate the fire fighter.

Negative Discipline: Correcting Unacceptable Behavior • Some employee behaviors require immediate negative discipline. – Personnel regulations usually provide a list of such behaviors. • As the penalty increases, participation of higher-level supervisors is required.

Formal Written Reprimand • Represents an official supervisory action at the lowest level of the process • Should include: – Statement of charges – Statement that it is a letter of reprimand – List of previous offenses, if applicable – Statement that similar occurrences could result in more severe disciplinary action

Formal Written Reprimand

Suspension • Disciplinary action that removes a fire fighter from work and prohibits him or her from performing duties • Usually results from a violation of policy or procedure or an act of misconduct

Suspension • For a career fire fighter, results in: – Leave without pay – Suspension with pay – Restrictive duty during administrative investigation • For a volunteer fire fighter, results in: – Prohibited from responding to emergencies – Prohibited from entering the station or participating in department activities

Termination • The organization determines that the employee is unsuitable for employment. • In general, only the top municipal official can terminate an employee.

Predetermined Disciplinary Policies • For some common issues, a predetermined policy may already have been developed.

Alternative Disciplinary Actions • • • Extension of a probationary period Establishment of an evaluation period Involuntary transfer or involuntary detail Requirement of financial restitution Loss of leave Demotion

Predisciplinary Conference • Conducted before suspension, demotion, or involuntary termination • Known as a Loudermill hearing • Ensures the employee has an opportunity to present his or her side of the case

Predisciplinary Conference • Typical process: – The fire officer investigates the alleged offenses. – The fire officer submits a detailed report. – A fire department representative consults with the human resources director.

Predisciplinary Conference • Typical process (cont’d): – A disciplinary board hearing is scheduled, and an advance notice letter is prepared. – The disciplinary board considers the charges. – The disciplinary board makes its recommendation to the fire chief, who issues the final decision.

Employee Assistance Program • Designed to deal with personal issues that affect job performance • To be successful, the fire officer must be able to recognize stress in an employee.

Employee Assistance Program • The goal is to provide counseling and rehabilitation services to get the employee back to full productive duty. • The process is confidential.

Summary • Supervision of fire fighters requires conducting regular evaluations. • Fire fighter evaluations should be an ongoing process. The annual evaluation is a formal written documentation. • The fire officer must set specific expectations for each new fire fighter.

Summary • Regular feedback should be given. • The fire officer builds discipline by training, using rewards/punishments, instilling confidence in team leaders, and creating a collective will. • Positive discipline is directed toward motivating individuals and groups.

Summary • Rules usually require the official records of an employee’s work history to be stored in a secured central repository. • Fire Officer II is the level of officer who issues formal evaluation and discipline. • In career departments, every employee receives an annual evaluation.

Summary • The fire officer should provide continual feedback throughout the year. • Evaluation is vulnerable to errors. • Negative discipline discourages unacceptable behavior/performance. • An employee assistance program deals with issues that affect job performance.