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improve the process. With an improved process, the organizational goals of new

employee evaluations may be achieved.

1.

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.

2.

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.

2.

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

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