Reviews the Los Angeles Fire Department’s hiring practices as of June 2014 and outlines a recommended new firefighter hiring process that is intended to increase efficiency of the hiring process, bolster the evidence supporting the validity of it, and make it more transparent and inclusive.

In 2014, the City of Los Angeles Mayor’s Office sought assistance from the RAND Corporation to find ways to improve the process the city uses to hire firefighters into the Los Angeles Fire Department. RAND conducted a three-month review of Los Angeles’s firefighter hiring policies and practices, paying particular attention to their effectiveness and fairness. This report presents the results of that three-month effort. It reviews the city’s hiring practices used in the 2013 hiring cycle and in place at the time of the study and outlines a recommended new firefighter hiring process that is intended to increase efficiency of the hiring process, bolster the evidence supporting the validity of it, and make it more transparent and inclusive.

The number of active volunteer firefighters has been steadily dropping in the state of Connecticut for several years. At the same time, the number of public service calls for fire departments has been on the rise. This problem impacts fire protection and municipalities that rely on volunteer fire departments. The purpose of this narrative study was to explore why volunteer firefighter numbers have been declining, the extent to which recruitment and retention programs are used in volunteer fire departments, and how these programs contribute to a fire department's ability to recruit members. Perry's public service motivation model provided the theoretical framework for the study. Research questions focused on improving recruitment and retention programs. Data were collected from interviews with 5 current chief officers and 5 former firefighters in Connecticut and from organizational documents in local fire departments. Open, axial, and selective coding were used to identify 5 themes: lack of awareness of state policy on recruitment and retention, lack of recruitment, public service motivation, retention, and time. A key theme emerging from this study were that participating fire departments have limited effective recruitment and retention programs. The positive social change implications stemming from this study include recommendations to fire department leadership to consider a unified recruitment and retention strategy. This determination provides a foundation for volunteer fire departments to make informed decisions on how to increase recruitment and retention in their respective communities.

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"The purpose of this research project was to determine the gaps, if any, between existing recruitment and retention practices of volunteer fire departments in the Regional District of Fraser-Fort George and best practices as assessed through a review of the relevant research literature. I was particularly interested in determining the motivations of people to join and stay in volunteer fire fighting, and in whether there were age differences in these motivations. I first conducted a review of the relevant research literature to locate previous studies conducted on this topic. The results of these studies helped to inform the interview methodology used in this research. I then interviewed fire chiefs from volunteer departments in the Fraser-Fort George Regional District, British Columbia, to determine what practices they are presently using to recruit and retain their firefighters, and whether they are using different procedures to recruit from younger and older age groups. Based on the background review of research literature and interviews conducted in this project, I make recommendations for the improvement of recruitment and retention strategies for volunteer fire departments in the RDFFG."--Leaf iii.

The questionnaire was designed to identify effective hiring practices. The results indicated that most organizations are utilizing the same basic hiring practices. The effectiveness of the process is a direct result of understanding the specific qualities and skills needed in the position, effective applicant screening, the proficiency and training of the personnel designing and implementing the process, matching information desired with the appropriate hiring components, and utilization of specialized practices relevant to the individual organization. The recommendations for the LFD include evaluating the current job description for firefighters, training of personnel involved in selecting employees, development of a program requiring candidates to perform tasks related to the position, development of an applicant screening process, and implementing a process to evaluate the background of applicants.

Recruiting, Training, And Maintaining Volunteer Fire Fighters, Third Edition Looks At The Many Challenges Facing Today’S Volunteer Fire Fighter. Providing The History And Background Of Volunteer Fire Fighting, An Overview Of Why Individuals Volunteer, And Planning For The Future, This Is A Must-Have Resource. The Third Edition Also Provides An Extensive Review Of The Importance Of Customer Service And Detailed Coverage Of Fire Department Evaluations And Model Programs.