1. Chapter 9 Evaluation and Discipline

2. 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.

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

4. 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.

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

6. 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

7. 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

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

9. 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.

10. 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.

11. Providing Feedback After an Incident or Activity
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.

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

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

14. 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.

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

16. 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.

17. 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

18. 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

19. 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.

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

21. 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.

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

23. 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.

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

25. 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.

26. 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.

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

28. 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.

29. 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.

30. 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

31. Formal Written Reprimand

32. 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

33. 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

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

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

36. 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

37. 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

38. 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.

39. 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.

40. 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.

41. 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.

42. 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.

43. 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.

44. 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.

45. 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.