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Fire Standards Board

Leading and Developing People

Desired outcome

A fire and rescue service that through its leadership establishes, maintains, and deploys a competent and motivated workforce to deliver excellence to the public. Leaders ensure that the service has the capabilities and capacity to respond to emergencies and incidents, both locally and nationally. Leaders drive effective workforce planning and fair, transparent and trusted people management practices.

Leaders actively promote the safeguarding of those in their community and their employees, volunteers and stakeholders.

Leaders explore opportunities to resource activities within the service through partnership working, collaboration and outsourcing. They do this to achieve efficiencies, increase resilience and ensure the best outcome and value for money, for the community it serves. The service is seen as an employer of choice.

Its leaders ensure it has innovative recruitment activities to promote the range of careers and opportunities available to attract, recruit and retain people from a variety of backgrounds. It draws on the different skills and experiences of its people to build an agile, professional, competent and diverse workforce, which can adapt to changing risk and add value to community outcomes. Its diverse workforce enables it to better understand how to effectively engage with its community and tailor its delivery to meet their differing needs.

The service plans for, invests in, develops, and nurtures people at all levels, from when they join to when they leave. It values developing talent, potential and leadership from within, while also attracting it from outside. The service has a culture where learning is embraced and leaders manage their teams in a receptive way. They seek to improve and innovate how they lead and manage, taking every opportunity to listen, learn and build trust.

Its people are motivated and engaged and collectively contribute to an inclusive and positive working environment. They understand their contribution in relation to delivering the vision and purpose of the service and they behave ethically as they do so. They are empowered to operate with agility and foresight so that the service can identify and act on new challenges, emerging risks and changing community needs.

People know they can safely raise concerns and challenge behaviour, especially where the behaviour is not aligned to the Core Code of Ethics, its own service values or codes of conduct. The service prioritises the health, safety and wellbeing of its people, who know where they can get help and support, if needed.

Activity

Strategic, Cultural and Enabling

Business Area(s)

Leadership

First approved
Last issued
next review
Reference number
FSC-LED02b
Previous Reviews
31 Dec 2025

What is required to meet the fire standard

A fire and rescue service must:

  1. carry out robust workforce planning to:
    1. deliver its strategic planning objectives to manage risks and respond to incidents within its community and regional and national emergencies
    2. develop, nurture and manage talent at all levels in line with its strategic objectives and current and future needs
    3. understand and build its capabilities, considering internal and external options in order to utilise its resources effectively and flexibly
    4. have in place necessary succession plans and processes to maintain a sustainable, competent workforce
  2. have in place systems, policies and processes in regard to:
    1. employment legislation
    2. effective recruitment, induction, onboarding, and probation
    3. ongoing development, training, and progression
    4. the monitoring and management of employee and volunteer performance, training, and competence
    5. open and regular communications between leaders, employees, partners and stakeholders
    6. fair, transparent and inclusive people and performance management
    7. employees or volunteers exiting the organisation
    8. the evaluation of workforce delivery
    9. positive employment relations
    10. whistleblowing to enable staff to report concerns
  3. attract and maintain a competent and diverse workforce that can meet community and organisational needs
  4. develop and implement a variety of entry routes into the service to attract and recruit a diverse and professional workforce to meet its identified workforce requirements
  5. have in place:
    1. transparent, consistent and agreed selection processes and criteria for recruitment, promotion and transfers
    2. standardised job descriptions and competencies
    3. standardised contracts and terms of employment
    4. induction programmes for all those entering the service
    5. arrangements to complete relevant background and employability checks on each employee, applicant, or candidate
  6. train and develop employees, including leaders, so they are competent in their respective roles
  7. provide continual professional development to employees, including leaders, so competency is maintained and developed
  8. ensure leaders at all levels have the appropriate development and support to enable them to carry out their budget management responsibilities effectively
  9. monitor and manage employee performance and competency
  10. identify, encourage and nurture talent, providing career pathways for all
  11. nurture, develop and prepare leaders as they progress within the organisation
  12. identify support in an inclusive way to meet the diverse needs of individuals, including coaching and mentoring, employee assistance programs and occupational health
  13. foster a culture of continuous improvement where organisational learning principals are embedded, enabling a systematic approach to identify notable practice highlighting opportunities for improvement across local, regional and national levels
  14. have robust, consistent, and transparent performance management processes in place to effectively manage and learn lessons from:
    1. appraisals
    2. misconduct, grievances, and disciplinary procedures
    3. competence achievement and maintenance
  15. provide training and support to all those involved in the process of carrying out investigations
  16. have HR arrangements (case management systems) in place, which effectively monitor and manage investigations in a timely manner whilst ensuring accurate records
  17. provide a psychologically safe space for employees where they can report concerns, such as through independent reporting lines
  18. embed the principles of inclusivity, belonging and equality of access within all formal and informal people processes
  19. ensure all those who work for and on behalf of the service follow and actively promote the principles of the Core Code of Ethics, ensuring they are embedded into its decision-making processes, local policies, and procedures
  20.  have leaders at all levels that:
    1. role model behaviours set out in the NFCC Leadership Framework and other professional behavioural frameworks
    2. challenge and act upon inappropriate behaviour
    3. consistently use a communication style that is inclusive and meets the needs of their differing audiences
    4. are able to adapt their leadership style; are authentic and recognise and value the differences in people and circumstances in order to build trust
    5. invest in their own development, and that of others, to keep up with changing horizons and priorities
    6. recognise the impact of change and support employees through the change process, managing those people to achieve the required outcome
    7. demonstrate high levels of emotional intelligence, particularly self-awareness
    8. value contributions made by their people
    9. empower employees to operate flexibly within their role, to make decisions and deliver objectives in their own leadership styles
  21. have in place or access to mechanisms which enable feedback from employees to be captured, actioned and responded to
  22. review continuous improvement processes to ensure objectives are being achieved
  23.  have in place:
    1. health and wellbeing policies and support which are inclusive, actively and widely promoted and embedded
    2. health and safety policies and processes to ensure a safe working environment, in line with relevant legislation
    3. clear and well-communicated support and advice for employees, in relation to:
      1. employment
      2. leaving the service
      3. welfare matters including support for all those involved in the handling of employee misconduct
      4. misconduct, including both those managing and those subject to any disciplinary action
    4. employee engagement policies and procedures, providing a clear and transparent route in highlighting organisational concerns, improvements and ideas in an open and inclusive environment. Leaders will then act appropriately and proportionately with the items raised and share any learning, changes or actions back into the service in line with organisational learning principles
    5. a recognition scheme that motivates, engages and encourages positive behaviours amongst employees
    6. appropriate mechanisms in place to safeguard those who call out or raise concerns in relation to harassment, bullying or inappropriate behaviour, which is not in line with the Code of Ethics, including via whistleblowing
    7. welfare arrangements for those involved in conduct and/or grievance matters. Support and contact are recorded through case management systems
    8. suitable welfare support that reflects the pressure faced by all employees, up to and including Chief Fire Officers who can often be targeted because of their role in implementing change or challenging behaviours
    9. malicious or vexatious allegations

A fire and rescue service should:

  1. have access to a dedicated function responsible for overseeing, investigating and responding to concerns around professional standards and conduct that are raised within the service or from an external source
  2. have periodic reviews of discipline and grievance cases undertaken in service to ensure that the processes are fair, transparent and free from bias
  3. deliver training and provide peer support through working collaboratively with others, where appropriate
  4. utilise centrally developed tools to support local workforce management and development
  5. contribute to NFCC networks and support national campaigns and initiatives, where appropriate and where resources are available

Expected benefits of achieving the fire standard

  1. Improved safety and wellbeing of the public, employees, and volunteers.
  2. Continuously improves the quality of service provided to the public.
  3. A positive working culture which is inclusive, has the trust and confidence of its people and community.
  4. Improved retention and more successful recruitment campaigns because it is an employer of choice.
  5. A sustainable and diverse workforce that is engaged, motivated, well trained and competent.

Legal requirements or mandatory duties

This Fire Standard reflects only the most appropriate legislation to this topic. We recognise that fire and rescue services must comply with a broader list of legislation to undertake their duties, which would be applicable to all standards. View the legislation which applies to all Fire Standards.

For legislation specific to this Fire Standard, please see below:

Linked qualifications, accreditations or fire standards

Linked Qualifications or Accreditations

Fire Standards

Guidance and supporting information

This list is non-exhaustive, and additional sources of guidance may be available beyond those outlined below.

Leading and Developing People Fire Standard and HMICFRS Characteristics of Good

The following shows how the Leading and Developing People Fire Standard relates to HMICFRS Characteristics of Good from the 2025-27 inspection round.

4. How effective is the FRS at responding to fires and other emergencies?
4.2. The FRS has developed a response strategy that is based on a thorough assessment of risk to the community. The FRS has an appropriate range of resources (people and equipment) available to respond to personal, property and environmental risk in line with its risk management plan. The FRS understands and actively manages the resources and capabilities available for deployment. The FRS is able to handle calls in a timely manner to ensure public safety. The FRS is able to manage the fair deployment (and temporary redeployment) of resources to meet operational need.
4.4. FRS staff are able to command fire service assets assertively, effectively and safely at incidents. FRS staff make sure the public are protected at incidents.

6. How well does the FRS use resources to manage risk, making sure it is efficient and affordable?
6.2. Senior officers are constructively held to account for the corporate management and activity of the FRS through effective governance arrangements. A scheme of delegation clearly sets out responsibilities.
6.3. The FRS’s budget and resource allocation is proportionate and supports the activity set out in its CRMP and its strategic priorities. The FRS has allocated enough resources to prevention, protection and response activity. There is a clear rationale for the levels of this activity linked to its CRMP. The FRS’s workforce model allows it to carry out its core functions effectively and efficiently.
6.4. The FRS understands its likely financial challenges. The FRS’s plans are built on sound assumptions, including scenario plans, and mitigate the main financial risks. The FRS has a plan for using reserves sustainably. The FRS has an affordable workforce model that provides the right skills and capabilities, and is linked to its CRMP and priorities. The FRS’s financial plans help it to make sure it can provide a sustained service to the public, can continuously improve and will result in a balanced budget. The FRS has financial controls and financial risk control systems in place to reduce the risk of inappropriate use of public money.
6.6. The FRS identifies savings and investment opportunities that improve service to the public and/or generate further savings. The FRS can demonstrate that it has consistently achieved savings, including from non-pay costs. It routinely reviews nonpay costs and regularly challenges itself to make sure that it is achieving value for money. The FRS comprehensively monitors, reviews and evaluates the benefits and outcomes of any contract arrangements, collaboration and improvement projects, and can demonstrate the intended outcomes are achieved.
6.9. The FRS has the capacity and capability it needs to improve performance, and has the skills needed to achieve sustainable change. The FRS manages change and transformation through effective projects and programmes. The FRS has a clear internal structure with appropriate governance arrangements to make sure progress against projects and programmes is monitored, scrutinised and challenged.

7. How effective is the FRS at promoting, embedding and improving its values and culture, and ensuring the health and well-being of its workforce?
7.1. The FRS’s governance arrangements provide oversight and assurance that its people strategies are effective at establishing a positive culture and standards of conduct that support the health and well-being of its workforce.
7.2. The FRS regularly assesses its culture by using and sharing learning to continuously improve. The FRS makes sure that its values and the Code of Ethics are established across the service, and acceptable standards of behaviour are understood and demonstrated by all. The FRS carries out effective background checks to help prevent unsuitable people from joining or remaining in the service.
7.3. Leaders at all levels are visible, approachable and open to alternative views. Leaders request, act on and learn from feedback from staff and all representative bodies and staff associations. Feedback processes are trusted, and staff have confidence that their views will be listened to and acted on.
7.4. Staff at all levels have the confidence to challenge unacceptable behaviour and raise concerns, and trust the systems that are in place for doing so. The FRS acts appropriately to address unacceptable behaviour, resolve grievances and discipline issues in a consistent and timely manner, adhere to national standards, and support the well-being of all involved.
7.5. The FRS has effective, trusted and well-understood policies and procedures to support and maintain the health, safety and well-being of its staff. Leaders at all levels prioritise and promote the physical and mental health of all staff, with a strong focus on prevention and early intervention.

8. How well trained and skilled are FRS staff?
8.1. The FRS has a good understanding of the skills its workforce needs for its CRMP, now and in the future. The FRS has training and succession plans in place to identify and address gaps in its capabilities, taking account of organisational and wider learning, and regularly reviews these.
8.2. The FRS equips, develops and supports its staff with the operational and nonoperational skills needed to carry out their roles effectively. The FRS has effective systems to develop, monitor and assure staff competence and capability.
8.3. The FRS has a culture of continuous improvement. It actively manages the career pathways of all staff, both operational and non-operational. It identifies and overcomes any barriers or disproportionality in the provision and accessibility of training and development.

9. How well does the FRS ensure fairness and diversity?
9.1. The FRS is taking effective action to attract and recruit talented people at all levels with various backgrounds, experiences and perspectives to better reflect the communities it serves, using fair, open, innovative and transparent recruitment processes. It has identified potential barriers to under-represented groups joining the service and is taking action to overcome these.
9.2. The FRS is making good efforts to progress and retain a diverse workforce so that it better reflects its communities at all levels of the organisation. The FRS understands and overcomes potential barriers preventing particular groups from progressing. It creates opportunities for people from these groups to develop and progress.
9.3. The FRS promotes equality, diversity and inclusion across all its staff groups, making sure all staff understand its importance. The FRS has prioritised equality through strategies, plans, training, facilities and practice, and works with all staff groups to resolve any issues.

10. How well does the FRS lead its people?
10.1. The FRS’s senior leadership team effectively engages with staff at all levels and communicates its intention and strategic objectives for the service. Leaders at all levels make sure that staff understand and can demonstrate how they contribute to the delivery of the strategic objectives.
10.2. Leaders at all levels act as role models, promoting a positive culture through their behaviour. They actively encourage inclusive and ethical work environments. Leaders routinely challenge and act on inappropriate behaviour, and create safe environments where others feel confident to do so.
10.3. The FRS has open, fair and transparent processes to identify, develop and promote high-potential staff and aspiring leaders across all staff groups. FRS staff understand and trust these processes. The service has identified potential barriers preventing particular groups from accessing the talent schemes and is taking action to overcome these.
10.4. The FRS makes sure that leaders at all levels are equipped, developed and supported to meet leadership standards, and effectively supports both teams and individuals. All leaders are equipped and have the confidence to manage staff performance and well-being and to resolve poor performance and behaviour, and actively do so.

Fire Standards and HMICFRS Characteristics of Good
Download Implementation Tool View Consultation

You Said, We did

If you have taken part in a consultation, you may be interested to read our post-consultation “You said, we did” report to see how your feedback has shaped this Fire Standard.

Leading and Developing People Review 2025

Updates to this standard

Last Update:

29 October 2026

Desired Outcome

Leaders actively promote the safeguarding of those in its their community and its their employees, volunteers and stakeholders.

They do this to achieve efficiencies, increase resilience and ensure the best outcome and value for money, for the community it serves.

What is required to meet the Fire Standard

2. have in place systems, policies and processes in regard to:
B. effective recruitment, induction, onboarding and probation ongoing development and training of their employees and volunteers;
C. ongoing development, training and progression;
D. the monitoring and management of employee and volunteer performance, training, and competence;
F. fair, transparent and inclusive people and performance management practices;
J. whistleblowing to enable staff to report concerns.
8. ensure leaders at all levels have the appropriate development and support to enable them to carry out their budget management responsibilities effectively
12. have a defined approach to organisational learning so that the service continually evaluates its own performance to improve its internal ways of working and the service it provides to the public
13. foster a culture of continuous improvement where organisational learning principals are embedded, enabling a systematic approach to identify notable practice highlighting opportunities for improvement across local, regional and national levels
14. have robust, consistent, and transparent performance management processes in place to effectively manage and learn lessons from:
B. misconduct, grievances, complaints and disciplinary procedures; and
15. provide training and support to all those involved in the process of carrying out investigations;
16. have HR arrangements (case management systems) in place, which effectively monitor and manage investigations in a timely manner whilst ensuring accurate records;
17. provide a psychologically safe space for employees where they can report concerns, such as through independent reporting lines;
19. ensure all those who work for, and or on behalf of, the service follow embody and actively promote the principles of behaviours set out in the Core Code of Ethics, ensuring they principles are embedded into its decision-making processes, local policies, and procedures
20. have leaders at all levels that:
23C. provide clear and well-communicated support and advice for employees in relation to:
iii. and welfare matters including support for all those involved in the handling of employee misconduct; and
iv. misconduct, including both those managing and those subject to any disciplinary action
D. employee engagement policies and procedures, providing a clear and transparent route in highlighting organisational concerns, improvements and ideas in an open and inclusive environment. Leaders will then act appropriately and proportionately with the items raised and share any learning, changes or actions back into the service in line with organisational learning principles;
F. appropriate mechanisms in place to safeguard those who call out or raise concerns in relation to harassment, bullying or inappropriate behaviour, which is not in line with the Code of Ethics, including via whistleblowing;
G. welfare arrangements for those involved in conduct and/or grievance matters. Support and contact are recorded through case management systems;
H. suitable welfare support that reflects the pressure faced by all employees, up to and including chief fire officers who can often be targeted because of their role in implementing change or challenging behaviours; and
I. malicious or vexatious allegations

A fire and rescue service should:

24. have access to a dedicated function responsible for overseeing, investigating and responding to concerns around professional standards and conduct that are raised within the service or from an external source;
25. have periodic reviews of discipline and grievance cases undertaken in Service to ensure that the processes are fair, transparent and free from bias;

Linked Qualifications, Accreditations, or Fire Standards

Guidance and Supporting Information

Download Version 1 - Issued 03 December 2023

1 December 2023

Desired Outcome

This is because of its

Leaders drive effective workforce planning and fair, transparent, and trusted people management practices.

Leaders actively promote the safeguarding of those in its community and its employees, volunteers, and stakeholders.

To achieve this Fire Standard

5. have in place:

e. arrangements to complete relevant background and employability checks on each employee, applicant, or candidate.

13. have robust and transparent performance management processes in place to effectively manage and learn from:

a. appraisals

b. grievances, complaints, and disciplinary procedures

c. competence achievement and maintenance.

17. have in place or access to mechanisms which enable feedback from employees to be captured, actioned and responded to.

New Guidance and supporting information

  • Managing Allegations Guidance
  • Positive Disclosure Risk Assessment Guidance
  • Joint DBS Eligibility Checks for Fire and Rescue Authority Roles

Note Please contact the Fire Standards team within the NFCC for any queries or support with regards to this Fire Standard [email protected]

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