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> Talent Management

Talent management is the systematic attraction, identification, development, engagement, retention and deployment of individuals who are of value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.

Talent consists of those individuals who can make a difference to organisational performance either through their immediate contribution, by developing their strengths or, in the longer-term, by demonstrating the highest levels of potential.

– Chartered Institute of Personnel and Development, 2015

Over the next five years we will develop and implement a Talent Management Strategy, enabling us to:

Effectively analyse Service requirements

It is important that there are no critical skill gaps and we maintain optimal resilience across the Service. It is also important that we are well-equipped to identify those who have the desire and ability to take on various new skills and responsibilities needed to take us forward and then develop and prepare these people for the future.

It is our ethos to develop people from within the Service wherever we can, because we believe that many of the best people to improve the Service already work here.

 

Examples of what we are doing:

Further develop the performance appraisal system

Having an effective appraisal structure is vital in ensuring we fully recognise staff achievement, identify individual needs in terms of development and provide clarity when setting objectives in each area of the Service. The number of completed appraisals has improved greatly over recent years. It is now time to work towards a 100 percent return and focus on improving the quality of each appraisal experience.

 

Programme robust, fair and timely development centres

Our ethos is to look within our own Service first to identify people who can take on the challenge of being excellent leaders. This means if you have the desire to move into new roles you can see there is an opportunity to do so. Alongside the performance appraisal process, our development centres are the perfect environment for identifying potential and are the arena where employees can show off their knowledge, skills and behaviours to the exceptional standard required to be a manager in a modern fire and rescue service.

Good succession planning will ensure there are no critical skill gaps and we are well equipped to identify and develop the right people who have the desire and ability to move to new levels of leadership and management.

 

Examples of what we are doing:

Develop acceleration programmes

Feeling challenged and giving opportunities for personal growth is an important factor of any workplace. By giving people the opportunities to maximise their potential, we ensure that development can be tailored to an individual’s potential. Our best people, who show that they can move quickly into leadership and management roles, should be given the opportunity to do this through an accelerated scheme.

Develop cross mentor and knowledge transfer schemes

One of the great benefits of having a multi-generational workforce is that each generation brings along a slightly different set of skills. Research shows older workers have a great deal of organisational knowledge, subject matter expertise, institutional memory and procedural expertise and they are more than willing to pass these skills on to younger employees. By having an excellent scheme that harnesses this knowledge, we will ensure these valuable skills are passed on to future generations.

 

Examples of what we are doing:

Develop a blended “menu driven” approach to learning

It is important to have an excellent variety of learning opportunities for employees. This is why we invest so much time and resources to analyse our training needs. This means we can provide the people, skills, technology and facilities to deliver. People learn in different ways, so by providing this blend we can ensure everyone gets the most out of each learning experience.

 

Examples of what we are doing:

Enhance the skills of our staff

Having highly skilled employees optimises the contribution of our people and builds resilience. This is why we are committed to taking a new look at how we enhance the skills of each employee. By recognising, developing and utilising individual qualities, and tailoring them to Service needs, we can see skills flourish for the benefit of the Service and our employees.

 

Examples of what we are doing:

Facilitate effective evaluation of learning

Planning for effective future learning, whether it be individual, departmental or organisational should be informed by various evaluation processes. This necessary component of the Training Cycle is the fundamental basis for measuring success and formulating decisions that will ensure future resources are best placed to gain maximum benefit for the Organisation and employees.

 

Examples of what we are doing:

> Talent Management latest news

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2017 Service Awards For Excellence (SAFE) launched

Every year Buckinghamshire Fire & Rescue Service presents Service Awards for Excellence (SAFE Awards).   Staff, along with the communities of Buckinghamshire and Milton Keynes, have the opportunity to nominate firefighters, staff members, stations, departments or initiatives for recognition which have made the greatest contribution to improve the...

Work experience placement pays Beaconsfield White watch a visit.

White Watch Beaconsfield led by Crew Commander Andrew Holtzhausen, showed a new work experience placement student (Ashley), the water rescue unit. The duty crew talked through the water rescue equipment, procedures and gave Ashley a practical demonstration of its capabilities which Ashley thoroughly enjoyed. This was a great insight for...

Operational collaboration training

  The 2016 -17 cycle of operational validation exercises has now been completed with approximately 250 members of staff undertaking breathing apparatus and incident command assessments. Utilising the fantastic facilities at the Fire Service College our operational training department In order to improve the realism of scenarios...

HEAT and training design team

HEAT (Hub of Education and Training) We have enjoyed the benefit of blending an understanding of fire service operations with modern web design by utilising the graphic, marketing, and IT skills of one particular operational employee. By simply harnessing the interests of our staff, we can...

Learning outside the classroom award

Buckinghamshire Fire & Rescue Service has shown itself to be at the top of the class for educational visits by being awarded a Learning Outside the Classroom Quality Badge from the Council for Learning Outside the Classroom (CLOtC). Our Community Safety Officer, Oliver Franklin said “Being awarded...

Chairmans award 2016

Terry has given outstanding service to our communities since the early seventies, in numerous operational roles across the county, before retiring a couple of years ago from his operational career as Group Commander to continue in a non-operational role, supporting his colleagues as the services...

UKRO Rescue Challenge 2016

From 8th - 10th September, Hampshire Fire and Rescue Service hosted the United Kingdom Rescue Organisation (UKRO) 2016 Rescue Challenge. The UKRO Rescue Challenge is an annual UK-wide event where more than 50 teams of professional firefighters from fire and rescue services across the UK compete against one another in...

Learningpool Live Awards 2016

Buckinghamshire Fire & Rescue Service walked away from the Learningpool Live Awards 2016 with two awards!   Most Innovative eLearning Sean Brannon and Paul Whidborne were instrumental in winning this award for BFRS. Their dedication and commitment to innovation of the LMS has lead to increased efficiency, better...

Leadership and management

The leadership and management programmes continue to provide an enhanced knowledge of managerial processes, techniques and skills for our future managers. Additionally, this year a commitment from Senior Management Board (SMB) is to open every programme, with discussion around the importance of a shared organisational direction...

Acceleration programmes for our best performing staff

The Buckinghamshire & Milton Keynes Fire Authority (BMFKA) is committed to offering internal staff the first opportunity for development and progression. We are in the process of looking into acceleration programmes for those members of staff who are demonstrating the potential to develop themselves further and...

Development centres for support services staff

Following feedback from the consultation of the People Strategy, a decision was taken to implement a development centre for support services staff. The technical element applied for operational staff will not apply, however the managerial sections do cross over and there is also an opportunity...

Development opportunities through temporary promotions

A number of employees have been given opportunities for further development through temporary positions. Once an employee has demonstrated their potential and has committed to the whole development process, they can be considered for a temporary position, if available. This gives an opportunity to stretch...

Development centres

It important that we are well equipped to identify those who have the desire and ability to take on new skills and responsibilities. This is needed to take us forward for the future. Our revised development centre process, introduced in 2013, follows a modular approach as...

Further develop the performance appraisal system

Promotion of the performance management process and the importance of completing appraisals was undertaken via communications with the Leadership Group, the Director of People and Organisational Development Blogs and during the engagement programme rolled out to all managers within the organisation. Appraisals were also covered during...

Training, learning and development framework

The Training, Learning & Development Framework details how to prepare all employees to carry out their roles effectively and safely. It has been designed to address core skills in line with station and departmental skills profiles, as well as issues identified from station risk profiles, to meet...