IPDS: Career Development FAQ

Q How will the ADC process accommodate people with Dyslexia? [show]: ADVICE ON PARTICIPANTS WITH DYSLEXIA
People with Dyslexia do not have communication problems they have issues with reading / processing information quickly. Our policy is to allow extra time (based on their official diagnosis) of a certain percentage (which it says in their statement/letter of diagnosis) for preparation time only. With Analysis Exercises this extends the writing and pre-presentation/briefing preparation time, with the InBasket exercise this extends the overall time too. But with the Group Discussion, Roleplays and Multiple Roleplays we only extend the reading and preparation time. It is vital in that extended time that the Administrator still reads aloud the instructions.

The key is still 'reasonable adjustments' and candidates are not required to make any special requirements known to the employer in advance - they can just pitch up on the day and tell you there and then. Therefore the FRS needs to make sure that they communicate that it is in the individual's best interested to make this known in advance so that the necessary support and adjustments can be made to help them through the process.

ADDITIONAL INFORMATION (taken from the British Dyslexia Association website)
Difficulties experienced by people with Dyslexia include:

*Erratic spelling.
*Misreading, leading to comprehension difficulties.
*Poor handwriting inaccurate number work.
*Difficulties with sequences e.g. date order.
*Ability to solve problems but inability to show process.
*Poor organisation or time management.
*Inaccurate number work.

The best practice advice for how to handle candidates with Dyslexia in aptitude and other tests is as follows:

*Discuss with dyslexic applicants in advance so that necessary adjustments can be made.
*Ensure that test instructions are clearly read aloud.
*Allow more time for dyslexic candidates.
*If adjustments are unsuitable be prepared to waive the test. There are often equally satisfactory ways of getting the information.
Q Why does the speed of the news scroll on the IPDS website vary from computer to computer? [show]: The scroll speed which you see on your computer screen is governed by the processor speed of your computer and not by the IPDS central server. The speed at which the code leaves the IPDS server is set to enable the greatest proportion of the computers within the Service to view the information comfortably. As with any averaging system however, those above or below the average will find differences in speed.The Hub team is attempting to slow the scroll even further.

Could I suggest in the meantime, that if the scroll speed is too quick, you view it on another computer or alternatively open the main news page or latest news page on the IPDS website to view the stories?
Q When will the assessment centres begin? [show]: Some Fire and Rescue Services already run Assessment Centres for selection of staff. The National Framework Document makes very clear that the FRS should use assessment development centres (ADCs) to promote individuals with the potential to progress to new roles.

National Framework:

Para 6.7: In adopting and implementing IPDS, Fire and Rescue Authorities should:

* Use the nationally developed personal qualities and attributes for assessing the potential of candidates for a new operational or control role

* Put in place systems and train managers to ensure that staff are assessed fairly against national standards and that workplace assessments are recorded consistently

* Consider how collaborative working may maximise the benefit from available resources for IPDS

* Fire and Rescue Authorities, through Regional Management Boards, should concentrate on identifying the efficiencies to be achieved through greater regional collaboration, for example in the use of assessment development centre processes and the delivery of core modules.

It is likely that the FRS will find it cost effective to work collaboratively in setting up and running ADCs. The National ADC Project is working on a Toolkit which will be issued to the FRS at the end of May 2005.
Q What can we do to prepare ourselves? [show]: The basis for assessment will be the Personal Qualities and Attributes which have been developed nationally (you can access these on this site under the "information bank"). These are supported by a set of behavioural statements which set out what is required of people at each of the managerial levels. Individuals will be expected to have demonstrated competence in their current role before progressing to a new one.

In preparing you could :

* make a self assessment against these PQAs and the role maps - you will need to provide evidence of current competence - give examples of things you are doing or have done which demonstrate your competence

* discuss with your current line manager your hopes and aspirations and seek guidance on what you need to do - this should happen anyway as part of your Personal Development Review process from which you will have a Personal Development Plan

* Look after your continuous personal development (CPD) - take opportunities to develop yourself and others, read, listen, take part in discussions, volunteer for projects - it's experience you need and opportunities to demonstrate competence

* Talk to people in different roles - find out what they do and what skills they have

When you have successfully been "sifted" into an ADC - usually by evidence-based application form - you will be given in information about the process in your area. The ADC is not an exam or a memory test - you cannot "swat up" or cheat - that's why they are fair. They offer you an opportunity to demonstrate your potential to work in a new role - this depends on how you apply knowledge and skills - for example thinking ahead and working under pressure. You will be asked to undertake some tests which may be scenario based judgement tests, in-tray or role play exercises. There are no "right answers" and no secret codes - it's about how you respond to situations. It's about how you use your experience and knowledge to deal with realistic situations you are likely to meet in the new role.

Remember the ADC is assessing your potential - your likely performance - in a new role so it is different from workplace assessment. The tests will have been devised by experts in Occupational Psychology along with experienced development professionals who have worked in the field for a long time and people from all levels in the FRS who understand the requirements of each of the roles.
Q What qualifies someone to attend? [show]: Access to the ADC will be by evidence based Assessment of Potential - anyone can apply if they can meet the agreed criteria for the level.
Q Do statutory qualifications count towards being put forward for an ADC? [show]: Anyone holding qualifications may be given direct access to an ADC at sift stage but this is subject to local variation. Clearly, the statutory exams provide no basis for assessment of competence - and since some holders may have taken these exams very many years ago, certainly not current competence! There may still be a requirement to complete an application form to provide evidence of current competence. Where people have these qualifications, and have used them to develop their competence, this will shine through in an ADC process so they will be recognised within the context of current competent performance.
Q When do firefighters get the opportunity to go on courses to develop their skills? [show]: All development is intended to be personal and role specific and will be identified through the Personal Development Review Process. Everyone has responsibility to look after their own CPD and at every level in the FRS skills like leadership and communication are important and should be developed within the workplace. It is important that we move away from the "Sheep Dip" approach to development and ensure that people get the development they need, in the right way and at the right time - there is no clear answer as to "when" is right for everyone.
Q Will the assessors be uniformed people? [show]: Ideally there will be a mix of assessors - some uniformed and some HR professionals from within and outside the FRS. The most important thing is that they will all have been trained to a national standard and the whole process is monitored and quality assured.
Q What are the benefits of using National Occupational Standards? [show]: When you commit to using NOS to develop some aspect of excellence within your organisation, it will be easier to make your case and to persuade others if you can identify the potential benefits of going down this route.

Here are some of the benefits you may expect from working with NOS:

NOS can benefit organisations by:

* Providing an integrated structure for human resource development
* Aligning individual and team effort with organisational goals and targets
* Helping to develop and retain a highly skilled, motivated, confident and flexible workforce
* Providing a common language and standards of quality with partners and stakeholders
* Enhancing public confidence and understanding of the organisation within the community

NOS can benefit managers by:

* Ensuring that staff are clear about their responsibilities and work activities
* Providing a ready-made, relevant and flexible framework for performance management and review
* Ensuring that assessment becomes an integral part of their work
* Helping them to provide specific, focussed constructive feedback to staff
* Allowing them to delegate responsibility to staff with confidence
* Ensuring that staff comply with legal and organisational requirements

NOS can benefit individuals by:

* Supporting their professional development
* Opening up a wider range of career opportunities (including moving from one group of workers to another)
* Helping to transfer their competence to other work situations
* Giving them confidence that they are capable of working to best practice standards
* Helping them to present a professional and credible image
* Providing the route to a nationally recognised qualification

Additionally the Fire and Rescue Services have:

* Signposted the 'Key Skills'
* Produced development objectives within a modular framework
* Developed indicators for personal qualities and attributes (PQAs).

All of these frameworks underpin the NOS.
Q What are National Occupational Standards used for? [show]: While NOS have been used primarily in the development of National and Scottish Vocational Qualifications (S/NVQs), it has always been recognised that occupational standards are a valuable resource that can be used in an integrated way by organisations and individuals to improve their performance

Organisations can use NOS to:

* Identify and plan personnel requirements
* Develop job descriptions and person specifications for staff
* Design and implement recruitment and selection processes
* Design, deliver and evaluate training
* Quality assure staff performance across the organisation
* Meet the indicators for external accreditation, such as Investor in People or PQASSO
* Use common standards of performance and quality in partnerships with other organisations and agencies
* Demonstrate the competence of the organisation when applying for funding, or tendering for projects
* Provide links to the requirements of professional bodies (such as National Governing Bodies)

Managers can use NOS to:

* Provide induction of staff
* Identify an individual's development needs
* Plan appropriate development and training
* Provide individuals with necessary coaching and mentoring support
* Delegate responsibilities to staff
* Ensure that individuals and teams achieve their objectives
* Use nationally agreed criteria to carry out performance reviews fairly and consistently

Individuals can use NOS to:

* Develop their self confidence and enhance their personal effectiveness
* Track their skills against the requirements of a specific occupational area
* Ensure best practice at work
* Comply with statutory requirements
* Receive constructive and objective feedback from their manager and others
* Build a bridge from part time to wholetime work
* Gain a nationally recognised qualification (eg S/NVQ)
Q What are the key features of National Occupational Standards? [show]: There are many different National Occupational Standards (NOS) in existence, with new ones being developed and older ones being revised all the time. Whatever the occupational area covered by a set of Standards, they must all conform to the criteria set by the Regulatory Bodies. All NOS must:

* Identify the main roles and responsibilities within a defined occupational area

* Reflect best employment practice - describing both existing and emerging practice

* Describe what is essential for successful performance

* Specify what an individual needs to know and understand to do their job

* Describe what an individual should achieve, not how they should do it

* Include relevant technical, planning and problem solving skills, the ability to work with others and use information technology (Key Skills) http://www.qca.org.uk/qualifications/types/6507.html

* Include any statutory or legal obligations

* Include any health and safety requirements

* Include any relevant environmental aspects which are critical to the competence

* Capture defining occupational characteristics such as ethics, values and creativity

* Be written in plain language and in a format that makes sense to the people who will use them

* Be free from any overt or covert discrimination against any sector of the community

* Provide a satisfactory basis for the design of assessment

* Meet the needs and have the support of all significant groups of employers and potential users

* Distinguish clearly between occupational standards and qualifications
Q What is happening to the fire service training manual and the Manuals of Firemanship? [show]: The status of the Manuals of Firemanship is that they are still current, but in the wake of IPDS implementation they are subject to ongoing review as and when the opportunity arises. This is so that they will be compliant with the spirit and ethos of the vocational development process that is embedded into the IPDS.

By the very name of this series of publications they indicate that a revision is somewhat overdue and this underlines the need for all of the publications that are provided for the Fire and Rescue Service to provide only what is needed to support and develop our people against the requirements of the roles that they occupy.

There is no intention to discontinue the manuals but only a desire to ensure that they actually provide what is needed to support the development of a competent workforce in terms of satisfying the knowledge requirements of the National Occupational Standards and role maps. HMFSI are currently exploring options that will ensure that all interested stakeholder groups are able to contribute to this process. Once this work has been completed, the manuals or their successor documents will provide a valuable resource for the UK's Fire and Rescue Services for many years to come.
Q Can crew managers undertake 'hands on' task activities? [show]: If Crew Managers are engaged with Firefighters in the practices found within the function 'Save and Preserve Endangered Life', they can exercise their supervisory responsibility either within a task-responsive, 'hands-on' approach doing this work with firefighters or through a 'hands-off' approach, through the function 'lead and support people to resolve incidents'.

This does not infer that Crew Managers will never perform operational tasks. The task and equipment skills required are used within the context of their own role maps to allow them to support, lead and develop their work colleagues. The role maps support this approach by providing a non-prescriptive statement both for Firefighters and for Crew Managers, 'How to apply practices that maximise the health, safety and welfare of yourself and others in the workplace'. They do not specify any tasks that either role group undertakes.

There is nothing to prevent the Crew Manager or Watch Manager from assisting within incident activities as long as overall supervision, health, safety and welfare of those people they are responsible for is not compromised. What people must be aware of is that they will be doing so in the context of their role map - 'lead and support people to resolve operational incidents'. Leadership has been identified as being of paramount importance within the role of managers and should not be compromised. If it is identified that managers may be required to do hands on tasks to enable them to meet any reasonably foreseeable risk they may encounter these managers must demonstrate and maintain competence in those skills.
Q What is the relationship between IPDS and IRMP? [show]: IRMP's are a significant component within the modernisation agenda - but they are only one component. The relationship between IPDS and IRMP is inextricable. For example, the IPDS provides a means to select and develop people to meet the functional requirements and responses of the IRMP.
Q I've heard people talking about Training for Competence and some sort of framework but don't really understand it all. Could you explain it? [show]: Numerous national groups within the UK Fire Industry have been working on an integrated system whereby the development of organisations and people at all levels can be structured in a cohesive framework.

The system is complete and it's called IPDS (Integrated Personal Development System). It meets local and national needs, the needs of organisations and their people as well as the community they serve and it will lead to the reduction of risk for all.

IPDS provides a clear career path for everyone from the point of entry, opportunities for gaining specialist skills and the development needed for progression throughout the various roles and levels of the service.
Q I'm not a uniformed officer, but I do work for the Fire Service, what about me? [show]: This project was originally commissioned following the Recommendations of the Training Strategy Group in 1994. These recommendations were aimed principally at uniformed staff, however we recognise the importance of making this project inclusive of all staff. The Integrated Personal Development System can and will be moulded to incorporate all staff.
Q Will I be given a training syllabus at the end of this project? [show]: The Integrated Personal Development System is not intended to provide organisations with a prescriptive training syllabus.

The objectives in this area are to provide;

A comprehensive set of national standards that should be applied to local risk and community needs
An emphasis on the individual's needs
A solution to issues that uses a broad framework to Influence rather than direct development.
Q This is all about training, but I work in Operations, how does it affect me? [show]: A common misconception is that the Integrated Personal Development System is only concerned with training. Nothing could be further from the truth. In reality, it is much more far-reaching than that and affects everyone and every aspect of our service. It is concerned with the continuous development of people and organisations to deal with local risks and community needs.

It provides a set of national standards against which performance can be reviewed. It looks at what we achieve when performing activities and should be applied to everything we do. It is not a reference that sits with any one department in isolation and is equally applicable to all departments and individuals across the organisation. It is vital to the future successful management of our overall performance, whether at a personal or organisational level.
Q What is the difference between Role Maps and National Vocational Qualifications/Scottish Vocational Qualifications (NVQs/SVQs)? [show]: Both NVQs and Role Maps are based on National Occupational Standards that detail the requirements of an Individual's job, and as such reflect the full range of activities that he or she may be called upon to perform. In short an NVQ is a qualification whereas a Role Map is a tool for maintaining competence.

NVQs have been designed for individuals newly appointed into a role and will allow them to demonstrate their competence as they develop in that role.

The Role Maps are to be used by those who have gained an NVQ and are still operating in that same role or those who have, via transitional arrangements, been deemed to be already competent by their organisation.

NVQs require individuals to demonstrate their competence across the full range of their role and provide evidence of this. Once sufficient evidence has been gathered, and assessed as satisfactory, an organisation may claim the qualification certificate on that persons behalf. This will prove that the individual has demonstrated competence in his or her role to a recognised National Standard.

However, like all qualifications, its currency will expire with time and it is important that individuals continue to maintain this level of competence for as long as they remain in that role. It is for this reason that we need Role Maps.

Role Maps have been written for every role, or level, in the Fire Industry. In a sense they are extended job descriptions, and detail what individuals must do in order to demonstrate that they are continuously maintaining their competence across the full range of their particular role.

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