21st Century Recruiting

In 2021, the Toledo, OH, Fire & Rescue Department (TFRD) recruiting class was 28 percent women and 56 percent people of color. This was a drastic change from the single-digit percentages that were the norm in many of the preceding years’ academy classes. In 2022, the incoming group’s diversity remained at more than 50 percent.

The results are a testament to the work of the TFRD’S former leader, Chief Brian Byrd, who designed processes that would ensure sustainable success year after year.

“We are going to accomplish our recruitment goals without changing our standards or compromising quality,” Byrd said.

That the TFRD did.

Changing perceptions

As communities continue to become more multicultural, fire departments are recognizing the importance of building a team that reflects the people that it serves. However, although many mayors, safety directors and fire chiefs have spoken about addressing the challenge, particularly in the wake of the national conversations that center on race and identity, many city administrators struggle to identify the most effective ways to change the demographics of their department’s cadet classes. As a result, their constituents question whether department leaders are ready to take the necessary steps to facilitate that change. That includes fairness in recruiting, which the Toledo community demanded in no uncertain terms.

“It will not just magically happen,” says TFRD Deputy Chief Daniel Brown-Martinez. “Departments must think strategically about their recruitment efforts.”

Brown-Martinez says that the TFRD faced three substantial challenges: removing the image of the “traditional” fire department from the minds of the target audiences; removing any dissonance or disappointment that candidates might have with the recruiting process; and widening the net to capture more candidates.

The department wanted to make sure that there were no gaps in its overall recruitment strategy. An outside perspective made sense. That’s what led the department to work with VOXHUB, which is a public service and safety recruitment agency.

Byrd keenly understood the research that proves that diversity leads to new ideas and more cohesive and multifaceted teams.

The department didn’t know that its actions and results would lead to such a positive reaction from the local media and community.

Seeking others’ input

In 2019, the city approved, funded and facilitated the creation of a full-time recruitment team, which never was done in northwest Ohio.

Spearheaded by Brown-Martinez, the team reached out to people who were leaders and pillars of the community and in different sectors of the city. The team effectively built bonds that were key to fostering a foundation of trust. Imperative to doing that was sincerity and being unashamedly vocal about its commitment to diversity.

In the meantime, the outside agency conducted internal and external focus groups to uncover information that would help to position the TFRD as an employer of choice. Knowing what prospective cadets really wanted from an employer really changed the approach to recruitment efforts.

Talking things through, Brown-Martinez and his team identified numerous antiquated aspects within the department’s recruiting and onboarding processes. To begin to address those issues, the team used the institutional knowledge of its members and created a road map for moving forward. However, the decision was reached that the department also would need to commit to a rebranding effort.

“We had what, essentially, amounted to a blank canvas,” Brown-Martinez explains. “We knew exactly what needed to be done, and we knew what we wanted to convey to the community and potential recruits.”

With Kapszukiewicz and Byrd fully committed to the mission, Brown-Martinez and the recruitment team worked to amplify the message that was going out to the people of Toledo. In addition, the outside agency produced a tailor-made and cohesive package of creative materials.

The results have been immediate and impressive.

“Other cities around the state and around the country have reached out to us to try to emulate our model,” Kapszukiewicz says. “They have asked us how we’ve achieved these results where other cities have fallen short. We couldn’t be more pleased, more thrilled and more proud that we are leading the way on an issue this important.”

Brown-Martinez emphasizes the importance of buy-in from city and institutional leadership. Not only have Kapszukiewicz and Byrd been vocal proponents, they also have been active participants in the process.

“Trust needs to be built between safety forces and the communities they serve. It won’t happen overnight; there are no shortcuts,” Kapszukiewicz says.

He stresses that following through on promises is vital and reiterates that the process of building overall trust required building trust among department members. That included the focus groups and regular communication, to ensure that firefighters were involved.

“It takes time and investment,” Kapszukiewicz, “but if you put the effort in, you will achieve the desired outcome.”