IntroductionAll economic resources are scarce and are bound to be depleted if not managed well; this is why management of resources is vital course of concern. All resources ranging from material, financial, mineral, and human in any field, department or service providing organization are usually managed by well stipulated organs within the organization. For example, financial resources are managed by the finance department and human or labour resources are managed by human resource management departments in an organization. The fire rescue service is not an exception in this arrangement and thus its resources management organs are up and running.
The resource management in the fire rescue service department in the UK is far short of the expectations and standards that it is otherwise supposed to comply. This study seeks to explore the resource management strategies employed by the fire and rescue service department. Human resource management in the fire rescue serviceHuman resource management in the fire rescue service follows some laid down principles that are meant to comply with the national standards. However, from the point of view of a critical analyser, the management of human resources in this department is not satisfactory.
First, during the recruitment process, the vacancies are first advertised in the newspapers, magazines, internal notice boards and vacancy lists, with the potential employees expected to forward their application letters and resumes either through E-mail, post office mail, courier, or by physical delivery to the relevant office before a set deadline. The minimum qualifications expected from the applicants and the duties of the new employee are well laid down in the advertisements. However, in some instances, though not always, some qualifications are way beyond board deliberately put to lock out certain people.
This happens in a situation where there is a predetermined or preferred person or persons by the management or the leadership of the recruiting team or the whole recruiting team in unison. Though the recruitment process is supposed to be regulated by the employment law which urges the potential employers to be equal opportunity employers, this kind of fault in most cases could not be easily avoided. The selection process follows the recruitment process where the suitable candidates are shortlisted for interviews and communications are thereof made to the short listed candidates.
Here again the faults cannot be neglected, this happens where the selecting committee lays down tough regulations to govern the selection process either with good intentions or to manage the number of applications which at some point might be too high and unmanageable and reducing it to a small number that can be easily and efficiently worked with. Interviews are then conducted to the applicants by a team of interviewers appointed by the recruitment team.
This interview process takes different forms depending on the post and the type of skill and fitness required in a given vacant position. This may include psychometric testing involving the assessment of the applicant’s personality, aptitude testing which involves assessing specific skills of the applicant, in-tray exercise which includes testing the applicant on the field that he is expected to be doing after employment and finally taking an interviewee through a presentation session where he or she is supposed to show or portray some specific skills as per the job’s requirements.
Some of these process may not be intended to choose the best from the rest but meant to lock out certain people who are seen to be a threat to the preferred candidates. This happens in a situation where two interviewees being interviewed for the same Job are taken through two separate interview processes. A person is finally chosen and is given an appointment letter and the date of commencement of his assignment, the rules and terms of service that will govern the working of the new employee.