Value seems like a simple enough term, yet defining it for individuals or organizations is actually quite complex. In today’s world, where both volunteer and career fire departments face challenges in recruiting and retaining members, the concept of value gains added significance.
Historically, the fire service has overlooked value as a defined and measured factor because of the large number of individuals eager to join their local departments. It simply wasn’t a critical discussion point. However, as so many departments are now grappling with recruitment and retention issues, we must pause to consider the power of value and its profound influence on an organization and its members.
Defining value
Let’s explore the meaning of the word value and how it applies to fire service organizational culture.
When used as a noun, value is defined as “the regard that something is held to deserve; the importance, worth, or usefulness of something.” For example, “Your support is of great value.” It can also be defined as “a person’s principles or standards of behavior; one’s judgment of what is important in life.” For example, “They internalize their parents’ rules and values.”
When used as a verb, value is defined this way: “Consider (someone or something) to be important or beneficial; have a high opinion of.” For example, “She had come to value her privacy and independence.”
Of course, value also refers to monetary value, but that’s not our primary focus here, although it is a secondary benefit.
Three versions of value
So, what does this have to do with firefighter recruitment and retention?
Fire departments typically offer significant value to their communities. When a citizen makes a call, the fire department responds with a service that holds value for the individual. This perceived value can grow based on the quality, efficiency, expertise and compassion of the service provided. As the perceived value increases, so does the appreciation for the fire department. This enhanced appreciation positively affects recruitment efforts and the pursuit of greater financial backing.
In addition to the citizens’ value, we must consider the members’ perceived value. The members’ value is the emotional and physical impact of being part of the organization. Member value goes far beyond monetary rewards or swag. It includes the emotional connection of being part of the team and the feelings members receive from providing service. This emotional response comes from the act of giving service, as well as from the respect and appreciation provided by the leadership team – the company and chief officers.
Many organizations try to find solutions to recruitment and retention by offering spiffs, pay-per-point, on-call pay or other incentives. While providing financial incentives is easy to implement, from my experience, these incentives are only marginally impactful. The emotional value provided by the leadership team and the members has a much greater impact on recruitment and retention.
Lastly, there is personal value, as in how to make yourself valuable to your team and the community. Whether you are in a paid or volunteer position, how do you make yourself a valuable member? Some hints:
- Be the first in and last out.
- Engage and participate.
- Stay positive.
- Don’t wait to be told, act and do.
- Be humble and servant-minded.
When you make yourself valuable, you foster a sense of being valued. This feeling contributes to the formation of a positive culture that can then influence both recruitment and retention.
Final thoughts
Creating healthy organizational culture comes back to one core concept – value. For organizations facing challenges in recruitment and retention, it’s crucial to clarify what value signifies for both your members and the broader community. Losing sight of delivering value and being a valuable resource can hinder progress and will directly impact every portion of your organization, especially recruitment and retention.
