Assessment Centers

ASSESSMENT CENTERS

Just a little in review before getting into the subject of assessment centers. In an earlier commentary we discussed the limitations of the written exam; the fact that it is a single dimensional measurement of what someone can remember, We also discussed that what we really need to measure is "Command Presence", which consists of things like reasoning ability, decision making, communications, stress tolerance, common sense, and so many others.that cannot be accomplished through a written test. The assessment center, which can vary in its complexity and intensity from an hour for each candidate to more than a day or two, provides the tool to evaluate the readiness and performance level of each candidate. Before leaving the written exam we do not want to overlook what is perhaps its principle role in the process. Most departments require a passing mark on the written to qualify for the oral portion. A passing mark on the written is your ticket to the dance – you don’t get to the main event unless you pass the written.

The biggest fear, and perhaps suspicion about assessment centers (often referred to as oral boards), is that they can be too subjective. With any testing device, scoring has to be compared against some standard. If part of the process requires you to score my Attitude on a scale of 1 to 5, with 1 being the lowest, and you give me a 1, I’m going to ask you what standard you used to arrive at that score. On the other hand, if you ask me to share with you what I know about NFPA 1500, I can be scored objectively based on the number of topics I mention. So, two things must be established in order to provide validity to the assessment center. First, the process should allow for the minimizing of subjectivity, and the maximizing of objectivity. Second, the personnel that make up the evaluation panel must have the utmost credibility.

Now let’s look at what we what to measure and how we’re going to measure it.

Technical ability. Although this is not the most important quality I want to measure, it might be the easiest. The purpose of this exercise is to evaluate the ability of the candidate to stand in front of a fire building, given a written and visual scenario (fire simulator), and either put it out or burn the damn thing down (and it happens). Evaluators are looking for the thinking and reasoning process that every officer must use to bring the incident to a successful outcome – it involves an orderly approach to sizing up the incident, assigning tasks to resources, and considering all the possibilities that have to be addressed. Granted, there is no absolute method to strategy and tactics, but there are certain issues that every command officer must recognize

Here in Massachusetts we use the acronym SSLEEVES in our training, and it provides an excellent format for evaluating. The candidate, based on the incident, must address Size-up, Sufficient help, Life hazard, Exposures, Entry, Ventilation, Extinguishment, Salvage/Overhaul.

Human skills. Every supervisor soon realizes that the biggest problem will be people. Although the fire service is made up of a nucleus of excellent people, we have a few that need close supervision, even a few that many be trouble from time to time. The fact is, a new first line supervisor may be eaten by the sharks if he/she doesn’t have some skill in human engineering. How many times have you seen a weak officer overwhelmed and overpowered by subordinates? The testing process should give an accurate indication of how each candidate uses power, can influence others, and basically gets along with others.

The Counseling Session consists of a scenario describing a troubled firefighter. The problem can range from tardiness and sloppy dress, to alcoholism, or starting a fist fight on the apparatus floor. Each candidate is given the scenario a day or so ahead of the interview and told he has an appointment with the firefighter, and will be expected to spend 20 minutes in the counseling mode.

Note: Some departments hire a professional actor to play the role of the firefighter. There have been times when the role player breaks down and cries uncontrollably, or stands up belligerently and starts cursing the candidate. The intensity of this segment depends on how involved the role player wants to get.

The Evaluators are looking for the following:

Oral communication. Effectiveness in presenting and expressing ideas persuasively
Influencing. Effectiveness in persuading the interviewee
Listening/Sensibility. Effectiveness in listening to others and reacting to their needs
in a tactful and understanding manner

Counseling ability. Effectiveness in identifying a problem and suggesting corrective
action

Stress tolerance. Effectiveness in dealing with stress and pressure. Maintaining
Composure

Another option, closely associated with the counseling session is the "Presentation", which simulates an in-service training session. The difference is that the evaluation form, besides measuring communication skills, is centered around teaching skills.

Questions. Every oral board has a segment for general questions. Each question is designed to bring out a quality, or lack thereof, necessary for handling the role of supervisor. Why do you want to be promoted to Lieutenant? The answer to that question will reveal some characteristics, attitude and/or feelings of the candidate. However, there are many more questions that are asked that reveal more about the candidate.

During Desert Storm, Gen. Norman Schwartzkoff asked his people this three-part question: If you could start something – anything – what would it be?

If you could stop something – anything – what would it be?

What of the present operations would you like to see continue?

Ask a firefighter this three-part question about his organization and a number of things can happen. You may be surprised at the answers you hear, but you most assuredly will learn something about the firefighter.

Put a candidate in this position: You have been promoted to lieutenant and have been assigned to a different group. You are about to meet with your new subordinates for the first time. Tell us what message you want to convey at this meeting. Some candidates can’t offer more than a couple of sentences in reply, while others could go on for hours.

The point here is that questions can be designed to bring out certain characteristics of each candidate, and the question segment is an important part of the process.

There are a couple of other options that should be mentioned briefly. One is the Leaderless Group. My first introduction to this method was at the National Fire Academy when an instructor, with six students sitting around a table, dumped a box of tinker toy part on the center of the table and said "Build a windmill". With no assigned leader, or structure to the group, think about the group dynamics that takes place.

We have the self appointed leader who takes over, but can’t get things done.

We have the quiet, don’t get involved type who lets everyone else do the work

We have the one who gets impatient after a few minutes and takes over

It goes on and on with the types of behavior that can be identified in this kind of setting.

One more interesting measuring tool is the In-basket/Out-basket Exercise.