improve the process. With an improved process, the organizational goals of new
employee evaluations may be achieved.
Orientation vs Training. Segregate the two fields. Keep the “Township”
information as that, information. Let the rookie know where to find the information and
that there is information on these subjects. However, do not hold up their schedule or
development into their chosen profession of fire fighting for some non-specific job
function. Take the training area and use it in the evaluation and testing process. Take
training out of the orientation program. The rookie shall receive their training on unit as
apposed to in the orientation process.
The testing process. Keep the testing to specific job function. Duties and skills
that are important for becoming a professional fire fighter are appropriate. Our current
tests need to be updated. Bring the test to current levels of standards used in the
department. Revise questions on equipment no longer used within the department.
Furthermore, keep the testing schedule on track at the proper three, six and twelve
month intervals. Tests must be given. Furnish the new recruit the ability to take their
exam in a quite classroom setting. Keep other peer fire fighters away from the test
area, so that the new recruit can concentrate.
Daily evaluation books. Revise the current format of the book. The recruit needs
specific goals to reach. Job orientated tasks to achieve. List the tasks and have the
new recruit seek out these tasks within an expected time frame. For the first six-month
document on a daily form the progress of the employee. Documentation on the activity
around the station, training sessions, abilities and attitude of the new recruit. After six