By Kevin Tiscareno
As risk management expert Gordon Graham says, “If it’s predictable, it’s preventable.” Most of us think of this mantra in relation to emergency operations, but it can easily apply to other critical issues facing public safety, like recruitment and retention. This a particularly salient point, as the fire service has reached a stage where hiring and retention are no longer simply predictable problems; it’s a current and serious issue, and if we don’t change our course now, we won’t be able to prevent future hiring woes and response challenges from impacting our communities.
This topic is at the heart of my journey in the Executive Fire Officer Program, which culminated in a capstone research paper that addresses Generation Z’s attitudes and behaviors to enhance job satisfaction. This is a proactive step in our role as chief officers to forecast issues and develop controls, much like being an incident commander. It’s time to develop action items based on what we know about Gen Z’s job satisfaction. This study’s findings catalyze necessary organizational changes, aiming to create a more satisfying work environment for Gen Z firefighters.
As background, the study focused on Gen Z firefighters from Los Angeles County, specifically seven departments, ranging from two to eight fire stations each. In-depth interviewing was conducted with 15 firefighters, ages 18-28 years. A semi-structured interview protocol was developed with questions to foster open-ended dialogue, allowing the participants to describe their own experiences.
Differences in generations
In the fire service, we currently have four distinct generations: baby boomers (born between 1946 and 1964), Generation X (1965-1980), Generation Y/millennials (1981-2000) and Generation Z (2001-present). Each generation has been shaped by technological advancements. Baby boomers witnessed the rise of TV, Generation X was introduced to computers, Generation Y was immersed with the internet, and Gen Z is navigating a world influenced by artificial intelligence. What sets Gen Z – aka Zeds – apart is their upbringing in a world where technology is omnipresent, a characteristic that significantly influences their approach to work and life.
Literature review themes
A review of relevant literature covering generational differences and learning styles shows three key themes we can apply to our recruitment and retention efforts: technology, communication and social responsibility
Technology: Gen Z uses technology for all daily activities. Long gone are the days when firefighters would use a Thomas Guide to route a mutual-aid brush fire response or use a payphone during a strike team deployment. Gen Z embraces and quickly adapts to a variety of technological tools such as biometrics device to measure for health and wellness, AI-powered support systems for operational and administrative tasks, and autonomous vehicles used in their fire departments fleet, to name a few. Fire service leaders face the challenge of integrating Gen Z’s technological skillset while maintaining the hands-on craft of a firefighter. This balance of technology and hands-on skills will create an advanced firefighter built on the traditions of the past.
Communication: Gen Z firefighters prefer to communicate via text messaging and social media, which can be leveraged to enhance training programs and improve team coordination by using mobile apps and digital platforms specifically designed for emergency services. The preference for digital communications also means supervisors will likely need to level up training rooted in face-to-face communications, giving Zeds guidance for listening and speaking etiquette. Gen Z also tends to prefer instant feedback from their supervisors, making ongoing communication important for supervisors.
Social responsibility: Gen Z firefighters want to work for environmentally and socially responsible. The fire service is changing to be more accountable by using electric fire engines, environmentally friendly foam, and equipment with less carbon footprint. This shift aligns with the growing global awareness of climate change and its impacts, reflecting a commitment to protect communities and the planet. These changes demonstrate the fire service’s adaptability and willingness to evolve, which can attract and retain socially conscious young professionals seeking meaningful careers.
Research finding: Themes and recommendations
Several key themes emerged in interviews with the participants.
Professional development and promotion aspirations: All 10 participants who were not on probation had their motivations changed from being hired to being purposeful in their jobs. Multiple participants sought specialized positions in hazmat, water rescue, fire investigations, and urban search and rescue. Fourteen participants expressed aspirations of promotion within their organization to the rank of fire captain in the next 10 years. The key takeaway was they wanted to stay in their current department and didn’t mention leaving. One participant said, “There has been a weird transition from spending years trying to get the job to now having it. The main difference is that the chase has shifted from pursuing the career to chasing promotions, improving at the job, and trying to better the department.”
- Recommendation #1 – Establish professional development roadmaps with training opportunities. Create transparent promotion processes and pathways to leadership roles.
Relationships: Eleven participants mentioned relationships with their crew affecting job satisfaction, specifically morale, cohesion and performance. One participant stated, “Enjoying each other’s company greatly improves morale, motivation and overall happiness at work, which translates to a better home life.” This captured my attention because work relationships can improve the life-work balance we support as chief officers. Strong interpersonal connections within a crew can foster a sense of belonging and teamwork, leading to increased job satisfaction and productivity. Positive workplace relationships can act as a buffer against stress and burnout, contributing to the overall well-being of crew members on and off duty.
- Recommendation #2 – Implement team-building, conflict resolution training, and open communication forums.
Career motivations: All 15 participants had deep-rooted family connections to public safety professions. They grew up immersed in the culture of fire stations, police departments and other emergency service environments. This early exposure profoundly shaped their career aspirations and provided unique insights into the realities of public safety work. This deep, multigenerational connection to public safety careers provided a strong foundation for the participants’ motivations to pursue similar paths, with a comprehensive understanding of the personal sacrifices and professional satisfaction inherent in such roles.
- Recommendation #3 – Develop a structured mentorship and exposure program for children and young adults, including active-duty personnel. This would leverage existing family connections to nurture future talent. It would also provide realistic job previews, reducing turnover and improving job satisfaction.
Leadership: Nine participants emphasized the impact of leadership on job satisfaction and organizational culture. The participants valued having competent, experienced and decisive leaders who lead by example. One participant stated that his battalion chief shaped the culture of his shift: “Our battalion chief is an extremely hard worker. He’s up before anyone else, working out, and then he’s probably not going to bed until everyone else has gone to sleep. He is either out doing public relations or responding to emergencies.”
The participants were influenced by dedicated leaders’ impact on their teams, inspiring motivation and setting high standards through their actions. Effective leadership also fosters a sense of trust and respect within the organization, leading to improved morale and productivity among team members.
- Recommendation #4 – Provide leadership training to the company and chief officers. Develop a formal mentorship program that pairs experienced, exemplary leaders with up-and-coming firefighters and officers. This could help maintain a consistent leadership culture, foster professional growth, and prepare future leaders to impact job satisfaction and organizational culture.
Workplace improvements: Three participants began their careers in organizations in Northern California. These participants expressed the desire to change the probation culture in Southern California to reflect Northern California. One participant stated, “The Southern California culture is too strict and focused on weeding people out rather than supporting learning and inclusion.” The participants also recommended having the ability to eat snacks throughout the day and carry their cell phones. A second participant noted the need for consistency: “Different firefighters tell me to do things differently, such as throwing ladders or positioning equipment in slightly different ways based on their preferences, which can be confusing when trying to prepare for a test that has standard department protocols.”
- Recommendation #5 – Reform probationary practices to be more supportive and inclusive. Ensure consistent training methods, standards and policies.
Final thoughts
As chief officers, our responsibility extends beyond managing day-to-day operations. We must proactively address the evolving needs of our newest firefighter workforce by implementing targeted strategies. These changes benefit our Gen Z firefighters and strengthen our entire organization. As we adapt to this new generation’s unique characteristics and expectations, we can maintain our fire service’s continued excellence and effectiveness. Let us embrace these challenges as opportunities to build a more robust, inclusive and forward-thinking fire service that will serve our communities for generations.
ABOUT THE AUTHOR
Kevin Tiscareno is the division chief of support service and special projects for the Manhattan Beach (California) Fire Department. He also serves as a certified fire investigator. Tiscareno previously with the Newport Beach Fire Department as a firefighter, engineer, public information officer, training officer, fire investigator, fire captain and acting battalion chief. He was awarded the department’s Firefighter of the Year Award in 2020. Tiscareno has several professional designations and certifications, including Chief Fire Officer through the Center for Public Safety Excellence and Executive Fire Officer through the National Fire Academy. Tiscareno has a master’s degree in public administration, a bachelor’s degree in organizational leadership and an associate degree in fire administration.