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Captain Test > OPM’s 100 & 200 > Flashcards

OPM’s 100 & 200 Flashcards

1
Q

What is our vision statement?

A

To reduce risk for our community for a safer tomorrow

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2
Q

What is our mission statement?

A

To be ready for whatever the day brings

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3
Q

What are our values?

A
  1. Duty
  2. Honor
  3. Integrity
  4. Community
  5. Heart
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4
Q

What is duty?

A

Doing your work not just to the minimus standard, but to the very best of your ability

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5
Q

What is honor?

A

Carrying out the vision and mission with a sense of high respect, great esteem

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6
Q

What is integrity?

A

Being honest even when no one is watching

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7
Q

What is community?

A

Creating an inclusive place where people serve each other willingly

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8
Q

What is heart?

A

Showing the genuine care and compassion for the profession, for our community

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9
Q

The OPM’s are reviewed as needed for updates or deletions in accordance with?

A

The joint labor and management committee

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10
Q

Swat medic team member must have how many years of service to qualify?

A

3 years of continuous service

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11
Q

What is the employee benefits from the employee performance evaluation program?

A
  1. Feedback on performance
  2. Understanding of performance expectations
  3. Participation in goal setting
  4. Identification of training and development needs
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12
Q

What is the supervisor benefits in the employee performance evaluation program?

A
  1. Increased managerial effectiveness
  2. Documentation of employee performance
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13
Q

What is the organization benefit from employee performance evaluation program?

A
  1. Increased organizational effectiveness
  2. Basis for determining applicable merit-based pay increase
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14
Q

An employee evaluation form should be completed when?
The rating forms should be sent out to the appropriate officer when?

A

Prior to his or her evaluation anniversary date

Approximately 2 weeks prior to the date of completion

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15
Q

In the employee performance evaluation program, what can distort what the rater sees and believes to be true

A

Their personal point of views, values and preferences

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16
Q

What are the 4 common biases at work during performance management?

A
  1. Haloing
  2. Stereotyping
  3. Just like me
  4. Projection
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17
Q

What is the halo effect in performance management?

A

The positive or negative general reaction’s supervisors have to others that affects how he or she interprets what happens in certain situations.

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18
Q

What are the 2 types of halo effects in the performance management?

A
  1. Mental glare that is extremely negative (sometimes called the horn effect) letting the observer see only faults and mistakes
  2. Sometimes extremely positive, filtering out any negatives or problem areas
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19
Q

What is stereotyping? Where does it come from? How is it used in performance management?

A

People making judgements about physical appearances, age, sex, race and many other judge mental criteria

Stereotyping comes from each persons early value programming and experiences

Supervisors use this type of information to categorize and judge an employee performance

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20
Q

What is the “just like me” in performance management?

A

Being very positive about someone just because you think they are a good match to the organization. When they share similar values, style and philosophy as you so you give them favorable evaluations. Or on the other hand someone that is different than you so you give them bad evaluation.

21
Q

What is projection in the performance management?

A

When assumptions are made of why someone is acting some type of way. When the reason comes from the observer and not the person being evaluated. When you try to read in attitudes and motives for others behavior.

22
Q

What are other biases that should be avoided?

A
  1. Recency: giving to much weight on recent events
  2. Initial impression: distorting subsequent information based only on initial impression
  3. Leniency: grading everyone higher than deserved
  4. Contrasting: evaluating an employee relative to the last person graded
  5. Central tendency: placing everyone in the middle of the scale
  6. Attribution: taking credit vs. blaming. Providing an evaluation based on feedback from previous personal encounters with the person being evaluated
23
Q

What are the performance standards on which employees are rated?

A

Knowledge
Skills
Ability
Attitudes

24
Q

What does job class specifications describe?

A

The knowledge, skills, experience and education requirements of an individual suited to perform a job within the classification

25
Q

What are the rating factors in a performance evaluation?

A

-Work
-Communication skills
-Punctuality/attendance
-Amount and quality of work
-Safety
-Planning and organizing work
-Working without direct or detailed supervision
-Working with others
-Acceptance of change
-Initiative
-Judgement
-Technical proficiency
-Public contact
-Appearance

Additional for supervisors
-Utilization of resources
-Administrative decision making
-Accomplishing Objectives

26
Q

Where should a rating of unsatisfactory, needs improvement or excellent be explained?

A

In the general comments

27
Q

To assist the evaluator in reducing tension and conducting a positive, meaningful evaluation. What are tools he/she may need for the meeting?

A
  1. A quiet, private location with no interruption
  2. Relevant work records for discussion
  3. The completed performance appraisal form
28
Q

To assist the evaluator in reducing tension and conducting a positive, meaningful evaluation. The evaluator shall start the appraisal with a _____ period.

A

Warm up period

-take the time to develop rapport and discuss the appraisal process including the need for action and commitment
-review the information at hand that was used to measure the employees performance

29
Q

To assist the evaluator in reducing tension and conducting a positive, meaningful evaluation. The evaluator has to get to the point in discussing the employees job performance. What is the evaluator doing?

A

Being candid and specific

(The quality and effectiveness of the entire performance evaluation will hinge on the ability of the supervisor to be direct and candid discussing what was expected and how well the job has been done.

30
Q

To assist the evaluator in reducing tension and conducting a positive, meaningful evaluation. The evaluator can build on what?

A

The employees strength

(This approach enables the employees to work towards his/her greatest potential)

31
Q

To assist the evaluator in reducing tension and conducting a positive, meaningful evaluation. The evaluator should be what kind of listener?

A

A positive listener

(Non-verbal communication often says more than words)

32
Q

At the conclusion of an employee evaluation program interview, the evaluator should have answered what 4 questions for the employee?

A
  1. How am I doing?
  2. Where do I go from here?
  3. What are my major skills and abilities?
  4. What areas of my performance need improvement?
33
Q

What is the purpose of evaluating newly employed sunrise fire rescue personnel during their first year?

A

To ensure they can perform their job properly, safely, efficiently and legally

The evaluation processes are designed so deviations from proper and accepted procedures can be identified early on, and subsequent counseling and professional development provided

34
Q

Station commander shall complete a formal performance evaluation of the proby when?

A

At or very close to the 4th, 8th, and 11th month benchmark of the employees tenure

35
Q

Who is the 4th and 8th month evaluation forwarded to?
Who is the 11th month evaluation forwarded to?

A

Training division
Fire chiefs office

36
Q

A shift level position primarily concerned with emergency and non-emergency activities of fire suppression, emergency management and EMS components of the fire rescue department

A

Firefighter / EMT

37
Q

A shift level position with a high degree of physical and mental fitness, primarily concerned with emergency and non-emergency activities of fire suppression, emergency management and EMS components of the fire rescue department

A

Firefighter / Paramedic

38
Q

This is a skilled technical and clerical position with inspection, prevention, and investigation components of the fire rescue department

A

Fire inspector

39
Q

A tested, shift level position primarily concerned with emergency and non emergency activities as they relate to the fire rescue department motorized pumping and ladder apparatus

A

Driver operator

40
Q

This is a tested, shift level position primarily concerned with the emergency and non emergency activities of fire suppression, emergency management and EMS components of the fire rescue department with special emphasis on EMS division

A

Rescue lieutenant (Shift)

41
Q

This is a tested and highly accountable suppression position with the fire rescue department responsible for maintaining a supervisory role and appropriate technical direction in the area of fire suppression, rescue/medical operations, fire prevention, personnel management, and emergency management as well as coordinating the administrative and equipment/supply needs appropriate to the position

A

Fire captain

42
Q

FLUSAR is also known as?

A

FASAR
Florida Association of Search and Rescue

43
Q

To be part of the special ops team, you need how many years of continuous service?

A

1 year with successful completion of probationary period

44
Q

Members assigned to the special ops team, upon being promoted will only continue to be assigned to the special ops team as long as a vacancy exists in the rank they were promoted to. Lacking such vacancy, the individual will be placed on ?

A
  1. In active status
  2. Assignment status revoked
  3. Eligible for reassignment only when a vacancy occurs within the same rank as the individual, unless recommended by the fire chief for operational need
45
Q

All members of the special operations response team shall complete SERC “HAZARDOUS MATERIALS TECHNICIAN COMPETENCY ASSESSMENT CHECK-OFF” skills checklist, and completion of the FASAR team member evaluation form when?

A

Once every 2 years

46
Q

The maximum number of special operations team positions by rank and shift are:

A
  1. Staff officer & non shift personnel (as determined by the fire chief)
  2. Battalion chiefs 4
  3. Captain 15 (max 5 per shift)
  4. Drivers 12 (max 4 per shift)
  5. Lieutenants 9 (max 3 per shift)
  6. Firefighters 9 (max 3 per shift)
47
Q

_________ provides a valid basis for personnel decisions such as compensation, promotion, training, retention, and performance-related disciplinary action. It also increases employee productivity, improving organizational effectiveness, and achieving better human resource utilization.

A

Employee performance evaluation system

48
Q

____ and ____ on job performance throughout the year helps overcome apprehension during the actual evaluation interview

A

Planned frequent communication and feedback

Captain Test (7 decks)

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