Leading and Developing People

A fire and rescue service must:

1. carry out robust workforce planning to:
   1. deliver its strategic planning objectives to manage risks and respond to incidents within its community and regional and national emergencies;
   2. develop, nurture and manage talent at all levels in line with its strategic objectives and current and future needs;
   3. understand and build its capabilities, considering internal and external options in order to utilise its resources effectively and flexibly; and
   4. have in place necessary succession plans and processes to maintain a sustainable, competent workforce.
2. have in place systems, policies and processes in regard to:
   1. employment legislation;
   2. effective recruitment, induction, ongoing development and training of their employees and volunteers;
   3. the monitoring and management of employee and volunteer performance and competence;
   4. open and regular communications between leaders, employees, partners and stakeholders;
   5. fair, transparent and inclusive people and performance management practices;
   6. employees or volunteers exiting the organisation;
   7. the evaluation of workforce delivery; and
   8. positive employment relations.
3. attract and maintain a competent and diverse workforce that can meet community and organisational needs
4. develop and implement a variety of entry routes into the service to attract and recruit a diverse and professional workforce to meet its identified workforce requirements
5. have in place:
   1. transparent, consistent and agreed selection processes and criteria for recruitment, promotion and transfers;
   2. standardised job descriptions and competencies;
   3. standardised contracts and terms of employment; and
   4. induction programmes for all those entering the service.
   5. arrangements to complete relevant background and employability checks on each employee, applicant, or candidate.
6. train and develop employees, including leaders, so they are competent in their respective roles.
7. provide continual professional development to employees, including leaders, so competency is maintained and developed.
8. monitor and manage employee performance and competency.
9. identify, encourage and nurture talent, providing career pathways for all.
10. nurture, develop and prepare leaders as they progress within the organisation.
11. identify support in an inclusive way to meet the diverse needs of individuals, including coaching and mentoring, employee assistance programs and occupational health.
12. have a defined approach to organisational learning so that the service continually evaluates its own performance to improve its internal ways of working and the service it provides to the public.
13. have robust and transparent performance management processes in place to effectively manage and learn from:
    1. appraisals,
    2. grievances, complaints and disciplinary procedures
    3. competence achievement and maintenance.
14. embed the principles of inclusivity, belonging and equality of access within all formal and informal people processes.
15. ensure all those who work for and on behalf of the service embody and actively promote the behaviours set out in the Core Code of Ethics, ensuring the principles are embedded into its decision-making processes, local policies, and procedures.
16.  have leaders that:
    1. role model behaviours set out in the NFCC Leadership Framework and other professional behavioural frameworks;
    2. challenge and act upon inappropriate behaviour;
    3. consistently use a communication style that is inclusive and meets the needs of their differing audiences;
    4. are able to adapt their leadership style; are authentic and recognise and value the differences in people and circumstances in order to build trust;
    5. invest in their own development, and that of others, to keep up with changing horizons and priorities;
    6. recognise the impact of change and support employees through the change process, managing those people to achieve the required outcome;
    7. demonstrate high levels of emotional intelligence, particularly self-awareness;
    8. value contributions made by their people; and
    9. empower employees to operate flexibly within their role, to make decisions and deliver objectives in their own leadership styles.
17. have in place or access to mechanisms which enable feedback from employees to be captured, actioned and responded to.
18. review continuous improvement processes to ensure objectives are being achieved.
19.  have in place:
    1. health and wellbeing policies and support which are inclusive, actively and widely promoted and embedded;
    2. health and safety policies and processes to ensure a safe working environment, in line with relevant legislation;
    3. provide clear support and advice for employees in relation to employment, leaving the service and welfare matters;
    4. employee engagement policies and procedures, providing a clear and transparent route in highlighting organisational concerns, improvements and ideas in an open and inclusive environment. Leaders will then act appropriately and proportionately with the items raised and share any learning, changes or actions back into the service; and
    5. recognition scheme that motivates, engages and encourages positive behaviours amongst employees.

A fire and rescue service should:

20. deliver training and provide peer support through working collaboratively with others, where appropriate.
21. utilise centrally developed tools to support local workforce management and development.
22. contribute to NFCC networks and support national campaigns and initiatives, where appropriate and where resources are available.

1. improved safety and wellbeing of the public, employees, and volunteers
2. continuously improves the quality of service provided to the public
3. a positive working culture which is inclusive, has the trust and confidence of its people and community
4. improved retention and more successful recruitment campaigns because it is an employer of choice
5. a sustainable and diverse workforce that is engaged, motivated, well trained and competent

This Fire Standard reflects only the most appropriate legislation to this topic. We recognise that fire and rescue services must comply with a broader list of legislation to undertake their duties, which would be applicable to all standards. View the legislation which applies to all Fire Standards.

For legislation specific to this Fire Standard, please see below:

• Employment Rights Act
• The Equality Act
• The Rehabilitation of Offenders Act 1974 (Exceptions) (Amendment) (England and Wales) Order 2023 (legislation.gov.uk)
• Rehabilitation of Offenders Act 1974 (legislation.gov.uk)

Fire Standards:

• Code of Ethics
• Community Risk Management Planning
• Data Management
• Emergency Preparedness and Resilience
• Emergency Response Driving
• Fire Investigation
• Leading the Service
• Operational Learning
• Operational Competence
• Operational Preparedness
• Prevention
• Protection
• Safeguarding

Leadership programmes:

• NFCC Supervisory Leadership Development Programme
• NFCC Executive Leadership Programme

• NFCC Leadership Framework
• Core Code of Ethics
• NFCC Talent Management Toolkit
• NFCC Coaching and Mentoring Toolkit
• NFCC Core Learning Pathways
• ACAS guidance
• NFCC Maturity Models
• NFCC Recruitment Hub
• Managing Allegations Guidance
• Positive Disclosure Risk Assessment Guidance
• Joint DBS Eligibility Checks for Fire and Rescue Authority Roles

NFCC Equality, Diversity and Inclusion Hub

• NFCC Equality, Diversity and Inclusion Strategic Plan
• NFCC Equality, Diversity and Inclusion Toolkits
• NFCC Equality of Access
• NFCC Equality, Diversity and Inclusion Data Toolkit
• NFCC Equality Impact Assessment Toolkit

NFCC Model Policies

• Talent Management
• NFCC People Policy Panel Workforce Planning
• NFCC Personal Performance Policy
• NFCC Recruitment Policy
• NFCC People Policy Wellbeing
• NFCC People Policy Absence Management

The Fire Standards Board are aware there are multiple frameworks from other professional bodies which may also be relevant to this standard.