People
Strategic Priority 13
We will develop leadership and management capability at all levels in the service.
Actions:
- Deliver challenging behaviour training to the workforce and ensure mechanism for new starters to access this training.
- Develop and deliver checklists and management resources to support and develop competence of managers in dealing with employment relations and HR case work.
- Create and embed clear development pathways for roles within the service, including qualifications, apprenticeships, and leadership programmes, to support career progression and build a strong talent pipeline.
- Create and launch career development support resources.
- Deliver action learning sets based on example scenarios and organisational learning.
- Embed and deliver against Incident Command strategy, including mandatory command hours, L1 maintenance day, effective command e-learning, combined L1 assessment, SFJ L7 training for strategic leaders, outsourced L2 training and assessment, and the extension of L1 initial training from 4-6 days.
LFR is committed to strengthening our ability to provide an excellent service by diversifying our staff, promoting inclusion and creating a fair and equal workplace.
To thrive in a constantly changing environment, we rely on having people with the capabilities and behaviours needed for current and future organisational success. This not only means having the right people in the right roles but also that these people have access to opportunities to help them progress and reach their potential, whether this is in their current role or for a future position.
We must also make sure our workforce is 100% competent in their core skills to ensure we continue to keep our communities safer. Fundamental to this goal is the development and provision of high-quality training, opportunities and talent management processes aligned to national guidance.
Strategic Priority 14
We will use innovative practices to attract, select and champion talented people, enabling diversity and embracing difference.
Actions:
- Review all talent, resourcing and learning policies and processes to identify gaps and improvement opportunities.
- Implement ORH OARS software to support optimisation of on-call availability, recruitment and skills utilisation.
- Implement local recruitment and succession plans for divisions and departments.
- Optimise strategic workforce planning by enhancing strategic resourcing, data-driven reporting and talent management.
- Pilot innovative approaches to increase representation and supporting the development and retention of women and ethnic minority groups.
- Integrate a structured EDI training plan by developing and delivering mandatory and role-specific training sessions.
- Pilot a new appraisal template to include a focus on talent development, ensuring improved reporting mechanism for PDRs.
- Review existing ODP and associated guidance, identifying process improvements and efficiencies where suitable.
- Implement OneFile to digitalise phase 2 development firefighter folders.
LFR is committed to strengthening our ability to provide an excellent service by diversifying our staff, promoting inclusion and creating a fair and equal workplace.
To thrive in a constantly changing environment, we rely on having people with the capabilities and behaviours needed for current and future organisational success. This not only means having the right people in the right roles but also that these people have access to opportunities to help them progress and reach their potential, whether this is in their current role or for a future position.
We must also make sure our workforce is 100% competent in their core skills to ensure we continue to keep our communities safer. Fundamental to this goal is the development and provision of high-quality training, opportunities and talent management processes aligned to national guidance.
Strategic Priority 15
We will develop the diverse skillsets of our people to build an agile, professional and competent workforce.
Actions:
- Develop data literacy capabilities across the workforce.
- Review and enhance the existing 'Train the Trainer' programme to ensure it is effective, engaging and aligned with best practices, providing an excellent learning experience for all participants across the organisation.
- Ensure timely and accurate reporting on employee competence and mandatory training for both operational and non-operational employees.
- Create guidance documents and training packages for workforce and managers on LEADS (leadership, evaluation, assessment, development, succession cycle).
- Launch and pilot LEADS panels for SM and above roles.
- Embed a robust competency framework underpinning the operational training plan, and a robust quality assurance process, ensuring our training delivery and content is aligned to national operational guidance, fire standards and sector best practice.
It is important that all our staff are suitably trained to allow them to carry out required tasks effectively and competently.
Future needs of service delivery must be considered, allowing us to meet the needs of the rapidly changing environment and communities.
Our people are at the centre of all our development programmes, building on the strengths of individuals and maximising the diverse range of qualities and attributes.
Strategic Priority 16
We will continue to develop a happy, healthy and resilient workforce.
Actions:
- Review and enhance the LFR induction programme for the entire workforce to ensure it is comprehensive, inclusive and aligned with organisational needs.
- Implement an enhanced and resilient welfare support provision.
- Review impact of communications strategy and develop a range of platforms to provide timely service level updates.
LFR is a workplace where all staff are valued, supported and feel they belong, in an environment free from bullying, harassment, discrimination, abuse and harm. We want our employees to bring their authentic selves to work every day so they can thrive and continue to help keep our communities safer by delivering services that are professional, inclusive, safe and inspire public confidence and trust.
Our vision is to have a ‘healthy, happy and resilient workforce.’ We are committed to ensuring a healthy and safe working environment which supports all staff in maintaining and enhancing their personal health and wellbeing at work. We do this by prioritising preventative health initiatives and providing the tools and support to encourage managers and staff to stay fit, happy and healthy.
We also want to ensure all staff have access to a whole health and wellbeing offering, enabling them to access the support needed to keep and enhance their physical, mental, social, and financial wellbeing. This intrinsically aligns with Lincolnshire County Council’s Health and Wellbeing Strategy.