Assessment and Development Centres

1. Assessment and Development Centres

2. Objectives By the end of this session you should; • Understand the PQA framework, what they are and how they work. • Be able measure yourself against the PQA framework. • Understand the ADC process.

3. Where did the ADC come from? • ADC project initiated in 2002 by ODPM (DCLG). • Personal Qualities and Attributes identified from National Occupational Standards. • A&DC LTD develop the process. • Implementation 2005 onwards. • Planned to be mandatory across the service.

4. Progression Through Management Levels • Firefighter. • ADC. • Supervisory Manager. • ADC. • Middle Management. • ADC. • Strategic Management.

5. Progression Between Roles • Firefighter. • Supervisory Management ADC. • Crew Manager. • PQA Interviews. • Watch Manager. • Middle Manager ADC. • Station Manager.

6. What does the ADC test? • The ADC measures only one thing, PQAs Personal Qualities and Attributes.

7. Why test PQAs? • The Fire and Rescue Service now selects managers for the type of person they are, not what they know. The PQAs describe this type of person. • Once the right type of person has been selected (through the ADC) then training and development inputs ensure they are competent in role.

8. What are PQAs? • PQAs are clearly defined behavioural standards ie the way we behave, the way we work and how we interact with other people • They define values and actions. • The PQA framework describes the ideal FRS.manager.

9. What are the PQAs? • There are 10 PQAs at Supervisory Level. • Each PQA is broken down into fine detail within the Behaviourally Anchored Rating Scales [BARS]

10. Supervisory Level PQAs • Commitment to Diversity and Integrity • Openness to change • Confidence and Resilience • Working with others • Effective communication • Commitment to Development • Problem solving • Situational awareness • Commitment to Excellence • Planning and Implementing

11. Constructs 4 3 2 1 Questions Proactively questions current ways of operating, being adaptable and resourceful in developing more efficient processes. Questions current ways of operating and is able to suggest some ways of making the current ways of operating more effective. Rarely sees problems with current ways of working unless prompted. Alternatively, may question existing practices but is unable to improve them. Is unable and/or unwilling to design new ways of working, maintaining out dated processes. Drive and Support Change Initiates, supports and drives change initiatives early on, focusing others on the benefits of the new ways of working. Positively supports and defends change initiatives and tends to be more responsive to change than a driver of change. Has some involvement in change initiatives but perceives them as a threat to the status quo, being less active in the implementation. Sees any change to the current ways of working as unnecessary, resisting the changes and/or allowing members of their team to. Explores Ideas Actively enters into consultation with a wide range of internal and external parties to explore the ideas of others, doing appropriate investigations to determine the viability and benefits. Explores the ideas of others being focused on the most obvious stakeholders before investigating the viability or benefits of the ideas. Listens to the ideas of others but fails to explore them or only explores ideas of others when directly approached. Does not approach others for their ideas and/or is dismissive of ideas presented to them. Keeps up to date Continuously seeks information on all aspects of future developments to ensure that behaviour and actions are in line with current requirements. Keeps up-to-date with changing circumstances and new information but is less proactive in finding this information. Has a basic awareness of changing circumstances or future developments but chooses not to use all the information at their disposal. Demonstrates complete ignorance of future developments and is unwilling to update him/herself with contemporary information. Adapts Plan Consistently demonstrates the ability to adapt entire plans and improvise on the spot. Can adapt the key elements of plans and improvise under most circumstances. Finds it difficult to adapt plans at very short notice but is more effective with less demanding timelines. Fails to adapt plans at very short notice, sticking to the original plan regardless of its ineffectiveness. Considers Alternatives Creates a wide range of considered plans or alternative approaches before commencing on the task. Has an alternative approach or contingency plan in place most of the time which has been considered at a basic level. Rarely has an alternative course of action or contingency plan or this plan may not have been thought through sufficiently. Never has an alternative course of action or contingency plan in place demonstrating inflexibility or an inability to predict alternative eventualities. Supervisory Level –Generic BARS Openness to Change Proactively supports change, adjusting approach to meet changing requirements

12. a Application Form Short Feedback Report r Assessment Development Centre (ADC) Short Feedback Report Feedback on ADC Decision Letter Unsuccessful Development Programme Allocation Decision Letter Successful The ADC Process. Performance Development Review Meeting (PDRM) ITOP

13. Phase 1 • A test of your understanding of the PQAs. • No exemptions for holders of FSEB LFFs Exam. • Two tests which measure 5 PQAs. • Situational Judgement Test. • Simulation Exercise.

14. Situational Judgement Test • 38 Multiple choice questions. • The questions are divided between WwO, CDvpt, CDI, EC. • Each question gives a scenario that you could meet as a supervisory manager. • You choose the best answer within the PQA framework.

15. Situational Judgement Test (untimed) • “You have recently taken on a new trainee in to your team. The trainee is very enthusiastic but finds it hard to remember key facts and pieces of information. You think about how you might manage the process of the new trainee” • Which oneof the following is likely to be the most effective? • A. Take the trainee to one side and stress the importance to them of remembering key facts and information. • B. Assume that any training for this trainee will take a little longer. However because of the trainee’s enthusiasm they will eventually get there. • C. Provide additional training for the trainee and formally check and record their progress in relation to this extra training. • D. Identify where the trainee is doing reasonably well and use this as a basis for providing positive feedback.

16. Situational Judgement Test (untimed ) • Yourteam has been joined by a new team member who is rather quiet and much prefers to read books in their quiet periods rather than socialise with the rest of the watch. The team member also refuses to join in with the after work activities and social events organised by the team. Although not initially a big issue some of the existing team are now getting irate about it and believe the new member is being deliberately aloof and superior. Which oneof the following actions is likely to be most effective? 1. Re state to the whole team the fire services position on having respect for individual differences. 2.Have a word with the new team member and try to persuade them to get more involved with the others. 3. Respond in a low key way and watch out for any inappropriate behaviour and take action if necessary. 4. Monitor the situation and take formal disciplinary action should anyone fail to show appreciation for the diversity of individuals.

17. Simulation Exercise This is a written exercise designed to simulate the type of problems and paperwork that a Supervisory Manager would have to deal with. The Participant is asked to complete three related tasks such as: • Allocating tasks to your team members • Securing resources within budget restraints • Writing a letter

18. Balloon Fiesta Ex

19. ADC Tools • This is a test of your demonstration of the PQAs. • 5 different tests at Supervisory Level • National usage. • Specifically designed for Fire Service use. • Not set in a Fire Service context. • Annual application. • Tools will change each year.

20. Multiple Assessment Process • A group of assessors. • A group of participants. • A variety of exercises. • Measured against job related behaviours [PQAs] • Shared data.

21. Supervisory Level Tools • Performance Review Meeting • Group Discussion • In Basket Exercise • Multi-Role Play Exercise • Briefing Exercise • Self Development Module

22. What does the ADC test? • The ADC measures only one thing, PQAs Personal Qualities and Attributes.