FEU Calls for Proactive Recruitment and Retention Strategies to Address the ‘War for Talent’ in the Fire Service

The Federation of EUropean Fire Officers (FEU), a collective voice representing the interests of Fire Officers across Europe, gathered at the FEU Council meeting in Limassol, Cyprus, 7th November, 2024. Statement from FEU senior fire department officials following the seminar on Recruitment and Retention in the fire service ‘The War for Talent’.

The FEU recognizes the critical importance of recruitment and retention for the sustainability and effectiveness of the Fire Service. Considering the challenges outlined at the seminar ‘The War for Talent’, we must take a proactive and innovative approach to ensure that we attract, recruit and retain highly skilled and dedicated fire department professionals in a rapidly changing labour market. The seminar reinforced the understanding that our workforce is the foundation that enables the Fire Service to fulfil our critical role in public safety and community protection. Without the right people, the fire service cannot fulfil its mission. The reality of modern recruitment and retention challenges requires us to embrace new strategies that align with the wider labour market trends and the expectations of future talent.

Main results and action items:

1. Promote the image of the fire service:
   The Fire Service must be seen as an organisation that will provide inspiring and rewarding career opportunities. We will actively work to improve the image of the Fire Service profession in ways that will resonate with a new generation of recruits. By demonstrating the meaningful impact of our work, we can appeal to people who want to make a difference in their communities.
   
2. Effective Leadership: Leadership based on the principles of emotional and cultural intelligence. Effective leadership provides significant benefits to the recruitment and retention of firefighters and staff. The workforce increasingly span multiple generations and we aspire for a staff demographic that is increasingly diverse in terms of race and gender. People in organisations have an increasingly broad expectation of leaders, meaning the effective identification, development and application of leadership skills is becoming ever more important.
   
3. Clear career paths and training opportunities: Providing clearly defined career paths and ongoing training is essential to retaining talented Fire Service professionals. We will promote structured programs that provide opportunities for career growth, lateral entry and specialized training to ensure that our personnel feel valued and motivated to remain with the service for the long term.
   
4. Change the environment of fire stations: We aim to make firehouses more welcoming and supportive environments. Creating spaces that feel safe and comfortable will improve the well-being of our employees and contribute to higher retention rates. A positive work environment fosters a sense of belonging, which is crucial to retaining talent.
   
5. Focus on health, fitness and sustainability: The physical and mental well-being of our firefighters is a priority. We will continue to emphasize fitness, health programs and sustainability initiatives that support a healthy work-life balance throughout the whole career. A healthy and resilient workforce is essential for the sustained success of the Fire Service.
   
6. Generational preferences and staff engagement: We acknowledge that Generational diversity brings distinct experiences, values, communication styles, and work preferences. Some seek purpose and making meaningful contributions to society, while other generations may prioritize stability and tradition. By understanding these diverse preferences, we can create tailored recruitment and retention strategies that effectively engage workers from all generational backgrounds.
   
7. Diversity, Equality and Inclusion policy: To remain relevant and inclusive, we must embrace diversity in all its forms. Our efforts to recruit people from diverse backgrounds will enrich the fire department workforce and ensure that it reflects the diversity of the communities we serve. This also means creating an inclusive culture where all team members feel valued and supported.
   
8. Flexible and remote working: We recognize the growing need for flexibility in the modern workforce. While the nature of the fire department requires a physical presence, where possible we will explore opportunities for flexible work arrangements, such as remote administrative positions, to attract a wider range of talent.

The seminar highlighted that the “War for Talent” in the Fire Service is both a challenge and an opportunity. By implementing these actions, we can position our fire departments to attract and retain top talent while building a more resilient, diverse and future-oriented workforce. Together, we will ensure that our Fire Service remains a pillar of safety and reliability for our communities.

This statement is a call to action for Fire Service leaders across the region to engage in these strategies and commit to building a Fire Service that is dynamic, inclusive and capable of meeting the challenges of tomorrow.

For further inquiries, please contact the FEU Secretary, Mrs Anna Andersson Carlin at secretary@f-e-u.org