Objective 9 - To invest in our people.
Where are we now?
In March 2015, the Service achieved an Investors in People (IIP) Gold accreditation which was re-evaluated and endorsed by IIP at a Mid Term Review hosted in November 2016. In line with the range of guidance documents that outline how competence must be achieved and maintained, our current IIP accreditation recognises that employees have skills and qualifications aligned to National Occupational Standards across FRS professional frameworks. Through the work of the Human Resources, People Development and Training Delivery teams, the Service aims to maintain this level of IIP accreditation to ensure that the principles of high performance are managed and developed in accordance with people’s roles. On an annual basis, the Service promotes an Individual Development Review (IDR) which aims to check that employees at every level have the skills, competencies and qualifications needed to undertake their roles effectively. The Service endeavours to apply the best technological advancements that support the learning and development needs of its employees and it is notable that Service wide, these advancements have been embraced by employees.
What are we planning to do and why?
How and when are we going to deliver this?
- Continue to take account of current and emerging legislation which impacts on the services we provide, in particular the Equality Act 2010 and the Well-being of Future Generations (Wales) Act 2015.
- Support the principles and processes linked to the Apprenticeship Levy 2017 so that new entrants and newly promoted employees receive the best learning and development opportunities available to them.
- Aim to improve our current IIP accreditation by adopting the new IIP Generation Six Standards, utilising these in our bid to achieve IIP Platinum accreditation in April 2018.
- Continue to support our managers to achieve high performing teams and embrace collaboration to ensure that all of our staff have the correct skills and knowledge to deliver the best possible outcomes for the communities they serve.
- Provide our staff with the best equipment and development opportunities to ensure the safety of our employees and the communities they serve.
- Continue to work towards creating a workforce that reflects the communities in which we operate and deliver on our commitment to an inclusive working environment.
- Support operational employees to maintain their fitness levels and overall health and well-being to meet the physical demands of the role.
- Maintain and improve on our IIP success to ensure that internal and external stakeholders recognise the commitment we are making to people and organisational development.
- Maintain risk critical skills training in line with Nationally recognised standards to minimise risk to our staff and ensure they can perform effectively.
How will we measure success?
- Embed a learning culture that meets the current and future needs of our Service by carrying out periodic reviews of our Strategic Development Pathways. This demand will be undertaken in accordance with the requirements of our IDR process during 2018/2019.
- Embed a Talent Management framework which will identify the most talented individuals in our organisation, either in view of their high potential for the future or their business-critical roles. The link that exists between talent, talent management, and succession planning will support the way in which MAWWFRS identifies, integrates, develops, motivates and retains the most talented individuals.
- Ensure that the concepts of talent management and succession planning will include performance management and development planning. These concepts will support workforce planning and effective recruitment and on-boarding, together with career development.
- Develop coaching and mentoring models which will underpin all aspects of career progression. These models will be embedded at every level within the organisation to ensure that new managers are upskilled internally and have the necessary competencies to deliver high performance in their roles.
- Explore all opportunities to learn from and collaborate with partners through the National Issues Committee (NIC), Public Service Boards (PSB’s) and Local Resilience Forums (LRF), as well as other stakeholders during 2018/2019.
- Ensure our employees work in an environment which protects them from discrimination during the course of their duties.
- Ensure our research and development functions look beyond the UK Fire Sector for future innovative solutions; a continuous process over the next 5 years.
- Ensure that Risk Critical skills and competencies accurately reflect the risk profiles of our Communities as part of Station and Department risk profiles and the subsequent Training Plans that emanate.
- Engage with North Wales and South Wales FRS to procure and develop the Learn Pro electronic learning platform so that the most up-to-date learning materials are available to personnel across the Service.
What will this mean to you?
- Audit PDR Pro and the Risk Critical Skills Matrix to ensure compliance with requirements including links with the organisational pathways.
- Use the IIP Framework to evaluate the impact coaching and mentoring has had within the Service.
- Use evaluation to demonstrate how we used innovation to deliver better outcomes for our communities.
- Use business intelligence to inform improvement in Emergency Response and Community Safety.
- Increased job satisfaction and morale among employees;
- More motivated workers which in turn will increase productivity;
- Employees who know they are competent and therefore feel more confident, self-assured and valued;
- Lower overall employee turnover and less absenteeism;
- Employees that require less supervision and who need less detailed instructions;
- Employees who are better equipped to adapt to changes and challenges;
- Enhanced Service image as employees will feel that this is a good place to work.
Which Well-being goals does this objective align to?