Why watches won't work for a diverse workforce: when FIRE spoke to Equal Opportunities Commission Chair Julie Mellor last month, she was adamant that changes were needed to the shift system if the Fire Service is to recruit and retain a diverse range of people - Equality

Following the Equal Opportunities Comission submission to the Bain review, FIRE spoke to Chair Julie Mellor to ask for elaboration on the EOC's view of the watch system, recruitment and selection tests, single-tier entry, retention, the Inspectorate, and Bain.

While challenging the traditional structure of the Service, Julie asserted that there are many trying to progress these concerns, as stated in the EOC's submission to the review. `We have been impressed with the enthusiasm and sincerity of individuals and leaders within the Service who are striving to make progress'.

"We do welcome some of the things brigades have done and some of the things the union has been pushing for," she told us. "But it's about identifying the issues that both are going to have to tackle together, that's the sentiment behind what we're saying."

FIRE: You recommend a change to family-friendly working practices. What about women who say they prefer the current shift system as the structure ensures they can plan child-care etc?

JM: I agree that the current system will work for some and also that teamwork is vital.

If the Fire Service wants to recruit a broad range of people, you need to look at some of the problems: that the watch system itself is about being attached to a particular team and staying with that team for years, plus the one quite rigid shift pattern.

Peoples' needs change over their working life. What might work at 20 might not work when they settle down and have children in their late 20s, 30s. There is very little space in the system for people to change their hours because of that combination of the watch system and the shift system.

So if the Fire Service wants to recruit and keep a more diverse range of people, it can look at other services where you have similar requirements in terms of teamwork and similar requirements in terms of operating round the clock.

Look at hospitals, where they have been able to have a variety of shift patterns that both enable them to meet their operational requirements and attract a broad range of people.

FIRE: The EOC states that the recruitment and selection tests should reflect `the wider role and skills base'. Surely there needs to be stringent minimum standards for those undertaking operational duties?

JM: Absolutely, tests ensure people meet the requirements of the job and should be rigorous in doing that. The question we're raising is that as the job of the firefighter changes and the technology to do that changes, have the requirements changed? Also, the debate going on at the moment: what is the role of the firefighter in the twenty-first century?

Some brigades have changed height requirements. Similarly there's the introduction of lighter equipment which might make some of the physical requirements change. We're saying basically, yes the tests are vital but they have got to be related to the requirements of the job.

FIRE: How satisfied are you with the opportunities presented through IPDS and can there only be real opportunity through the introduction of multi-tier entry?

JM: It comes back to that core: is it a requirement to have a certain number of years' experience in order to progress, which the single tier entry system does. Or is it based on the skills really needed in the job? That has to be the core, the critical issue. Any job, any requirement at any level in the organisation has to be met by the skills to do the job. What we're raising is, is `x' years experience as an operational firefighter required to be effective in more senior positions?

FIRE: It's about competence.

JM: Yes. And the concerns for us over single tier entry are that it's going to prevent uniformed, non-operational staff moving forward and deter those considering having a family, taking time out of work and not having `x' years of experience.

FIRE: So what can be done by the brigades to retain women?

JM: Part of it comes back to the watch system and the shift system, because for women and men who have children, if there is scope to change watch and there is a variety of shift patterns available, then more people are going to be able to stay.

It's actually about culture. I understand that the watch system can create strong, positive bonds but it can also create the kind of culture that can exclude individuals because it's so tight-knit. It's changing the culture to make sexual harassment less acceptable. That could in part be done by changes to the watch system, and the basics like toilet facilities--that can help.

FIRE: You state that the Inspectorate should take `stronger remedial action if the Fire Service, as expected, fails to meet its equality targets'. What action do you suggest? Is Bain the right vehicle?

JM: It goes back to all the things we've discussed. If those changes were made then I would expect much more significant progress to be made. I think that the issues identified in Bain are ones that the Fire Service will need to tackle to get the best people for the job and a more diverse workforce that is representative of the communities they serve. These are things that the Fire Service is going to have to tackle.

FIRE: How does the Fire Service compare to other public sector organisations?

JM: I think it has a lot to tackle, which is why we said what we did to the Bain review team. Also, there are public services that have got a wider variety of working arrangements that are able to provide 24 hour cover, unlike what the watch and shift system provide, so it is possible to do.

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