When we designed the Career Progression Gateway (CPG) model to support and facilitate FRS promotional activity, the vision was that it would not only assess leadership behaviours, it would also be an effective tool to support development.

In all honesty, it hasn’t always been straightforward to see these impacts. Inconsistent application, long pauses in activity, local changes to how it is applied and delivered all have an impact. Often we’re asked to complete the assessments and pass on the results, and that’s our part done.

But there is so much more scope for using these tools effectively. Thankfully, some of our clients are recognising the benefits, and in tandem with their own internal processes, are developing some very effective practice.

Shropshire FRS – A real-life example

We have been working with Shropshire FRS for over 4 years and are delighted, albeit not surprised, to have seen a steady improvement in candidates’ CPG performance. To some extent that’s due to candidates’ greater understanding of the tools and methods, which is supported via the pre-assessment CPG e-course and regular internally facilitated briefings. To a greater extent, it’s due to a better appreciation of the leadership behaviours, a genuine willingness to learn how to better demonstrate them in everyday practice, and from that, an enhanced ability to showcase them in an assessment context (a welcomed by-product of improved workplace performance.)

Throughout July 2024 we delivered Crew and Watch Manager assessments (whole time and on-call) and provided feedback sessions to candidates from Shropshire FRS. Several of the candidates had completed a CPG last year, and where possible, we ensured they had the same Psychologist delivering feedback sessions both years. This consistency was incredibly useful and a real eye opener.

The Watch Manager assessment results this year were fantastic, with an unusual 100% pass mark (previous years ranging from 50% to 71%, with other FRS showing a similar range). This success points to; an effective Crew Manager development programme and a proactive internal approach to development; candidates motivated to take ownership of their CPG performance and act on feedback offered (this has been apparent during the feedback sessions and through comparison of last year and this year’s reports); effective line management support for development (with Watch Managers and Station Managers familiar with the CPG process, often due to their own completion and associated feedback over successive years).

Learning points and successes from the feedback session notes:

  • ‘Eddie’ described changing their approach to ‘difficult conversations’ following CPG feedback last year. This involved asking more questions rather than making assumptions, and working with individuals to create shared solutions, rather than assuming they needed to have all the answers, plus control the next steps on how to meet them. Eddie felt that this had made these interactions flow better, achieving better outcomes. Eddie scored 30% higher in the roleplay this year and passed the CPG.

  • ‘Jody’ has been unsuccessful both years at the Crew Manager CPG, but despite that, has made significant progress from one year to the next, in terms of considering the motivations and needs of teams, and the broader context of impacts on the community and organisation. Most importantly, Jody understood where changes over the last year had made a positive difference in both the workplace and during assessments, and where continued improvement could be made (and how to seek support for achieving this).
  • ‘Leslie’ was unsuccessful at the Watch Manager CPG last year and had found the disappointment and perceived lack of clear development path further to this difficult. However, this year they passed the CPG, and recognised how this experience could be used positively by prioritising working with unsuccessful Crew Manager candidates, mentoring them to reflect on and enhance their approach in the workplace. Leslie was very motivated to use the identified strengths and own experience of self-development for the benefit of others, providing them with more of a development path than that, at that times, they had felt able to recognise.

  • ‘Charlie’ had been acting up as an on-call Watch Manager and last year felt very let down by their unsuccessful CPG result and unsure where to go next. Once the dust had settled, Charlie re-reviewed the feedback report and feedback session notes, and with support from their line manager was able to agree a development plan which they had been working on in the intervening months. Charlie showed a significant improvement in both exercises and was successful this time around.

  • ‘Sam’ described the roleplay last year as being difficult and that the conversation kept ‘hitting brick walls’ due to the ‘role-player’s lack of willingness to engage’. However, with a different approach, this time the roleplay was smooth, comfortable and rewarding. We explored Sam’s assumption that this year the roleplay must have been easier, and were able to use assessor evidence to highlight that the difference in role-player reaction was entirely down to Sam’s different approach, with the role-player responding positively to the effective leadership demonstrated. Sam noticed that this had also been true in a number of challenging real-life situations.

  • All Crew Manager candidates regarded their line managers as very supportive of development and proactive regarding mentoring/ coaching. This is a clear improvement which has built gradually over successive years, in part due to embedding of the CPG process which values these approaches (as per the Leadership Framework). This feedback on line manager performance ties in well with the Watch Manager CPG results.

Key learning

For positive results the CPG needs to run over a long enough time frame to see trends and impacts. This might be with ‘high potential’ candidates demonstrating similar results across successive CPGs; candidates consistently improving between Crew and Watch Manager CPGs, linked to successful developmental activity; potentially neuro-divergent candidates (undiagnosed) being flagged for additional support; cohorts of candidates consistently performing above or below the FRS average in a particular exercise or leadership behaviour, highlighting an organisational strength or development need; improved candidate performance linked to improved developmental support from their line managers, as a benefit of their own CPG experience and learning, as just a few examples.

Challenges and Opportunities

It is consistently mentioned across FRS’s that how much support an individual has for next steps in their development depends on their line manager. Arguably, there is still room to address areas for development as discussed in the feedback session with less line manager input, however, having support definitely makes this easier and is an issue many FRS’s are seeking solutions for.

Guidance to line managers on how to support development, particularly after an unsuccessful bid for promotion, is always beneficial. If the CPG is not used consistently within an organisation, or line managers have no experience of one, they may be less likely to be clear on how to interpret the feedback or align assessment comments with workplace practice.

With the recent projects for Shropshire FRS (and therefore likely to be reflected in other FRS’s) there is a significant willingness in both Crew and Watch Managers to support others with their learning and development, in a coaching or mentoring capacity. In our developmental guidance we often suggest greater use of mentoring/ coaching to all levels of managers to guide and develop teams. It’s been raised across FRS’s that guidance on how to access more learning on these topics would be beneficial.

Candidates who were less satisfied with the CPG may be more likely to take part in satisfaction research, but when it comes to review and inspection, there is a wealth of data available which can balance the picture. There was an average candidate satisfaction rating of 91% for 2023 and 2024’s assessments for this client (results which are consistent from those seen in other clients’ projects).

Summary

Again, for best results the CPG needs to be delivered as intended:

  • Pre-assessment support (e-course and briefings);

  • The CPG assessment comprising both the case study and roleplay exercises

  • Feedback report and one to one feedback session – a discussion of the report in a developmental feedback session with an external Psychologist, focusing on performance, motivations, strengths, aspirations, with developmental guidance and next steps clarified to develop workplace behaviours in advance of the next CPG. (Small group feedback sessions can be an alternative to one to one sessions);

  • A meeting between the line manager and candidate drawing on feedback notes, clarifying next steps and support in their development.

Where the CPG sits within a wider process is at the discretion of the FRS; there is considerable variation.  The ‘pre’ stage may include an appraisal, portfolio or knowledge and skills testing. Whether the CPG is used after a development programme, or to determine access to it, also varies. The final mechanism for determining a candidate’s next role is often based on interview, although may also be determined in part based on the ranked list of CPG scores.

Conclusion

The CPG needs to be embedded in practice and in policy to support internal development programmes over a number of years. With consistency and commitment, the CPG not only effectively assesses the leadership behaviours of your workforce, it develops them. Working closely with Shropshire FRS, our team have clear evidence of the advantages of adopting a best practice approach to assessment. Both through assessing and delivering the feedback sessions, our Psychologists have been pleased to observe a range of positive impacts, on morale, empowerment and self-insight, as well as leadership, learning and development.

This success is being replicated with other FRS’s, and with sufficient commitment to the use of what are now widely recognised as the best tools for the job, the CPG process can continue to help change the organisational culture and deliver a more effective workforce.