Impact case study database

Dr Mather was Programme Director and taught on the Keele part time MSc Industrial Relations Human Resources Management (IR-HRM) (2011-2018) Among the 2013 cohort was Becci Bryant, then Deputy Chief Fire Officer (DCFO) at Staffordshire Fire and Rescue Service (SFRS) (5.1). Mather’s research-led teaching offered insights into failing labour management processes across the public services (3.1,3.2,3.4), the need for greater fairness, trust and legitimacy in management-worker relations (3.3,3.6) in the context of reduced budgets and the need to maintain safety standards in FRS (3.5); these were insights that resonated with the national disputes, financial constraints and range of industrial action occurring in English FRS. Notwithstanding a culture of “exemplary, open, honest and challenging” IR at SFRS (noted in 5.2 and 5.3), the DCFO wanted an independent, critically informed perspective and subsequently commissioned Mather to review the IR processes at SFRS (5.1). This commission impacted positively on labour management processes at SFRS and led to the delivery of continuing professional development (CPD) to other regional English FRS. Additionally, it informed wider public debate on IR in English FRS.

Informing labour management processes

Between December 2013 and June 2014, Mather undertook an independent review of IR in SFRS and presented a set of recommendations to senior management and various committees in 2014 and 2015 (5.1, 5.2, 5.3, 5.4). The report recommended extending the consultative structure, seen at higher levels, across the organisation as a whole. Mather’s research led to new Service Delivery Group level procedures to enable employees to participate in decision making at workplace level, resolving solutions at a local level in real time (5.1). Within SFRS, more emphasis was placed on developing middle management IR negotiation skills and capabilities (5.1).

The DCFO subsequently invited Mather to undertake further research on the ‘hidden’ involvement of SFRS professional services staff in decision-making. In 2016, Mather evaluated employee ‘voice’ mechanisms for professional services staff, delivering a report in January 2018 with recommendations to further strengthen existing practices at Service Delivery Group level and overcome perceived barriers to effective employee participation (5.1,5.3). This work was seen as a key part of SFRS strategy to mitigate the potential risk of loss of employees (5.4). The wider relevance of the research for other FRS was noted early on (5.3), and through SFRS publications (5.5,5.6) and Mather’s presentation at the Asian Fire Officers Association Annual Conference in 2015, Mather’s research was disseminated as evidence of ‘good practice’ in IR management, attracting the attention of other regional FRS.

Influencing continuing professional development in English fire services

Mather’s research underpinned development and provision of tailored CPD for English FRS, making a substantial contribution to staff upskilling within participating organisations. Mather’s research highlighted a ‘gap’ through which middle managers ‘fell’ in SFRS, prompting requests for further training and development for middle management on IR capabilities in SFRS (5.1,5.2). In response, during 2014, Mather provided three staff development workshops to 52 fire service employees (5.7). Subsequently 10 middle managers from SFRS attended the Certificate in IR at Keele University, three of whom continued on to the MA Industrial Relations, enhancing these individuals’ capabilities to consult and negotiate with representatives from across the Service (5.1). The relevance and importance of this training remains. Becci Bryant, now CFO at SFRS, commented: “ These programmes are currently being reviewed but this component is considered a vital part of training and will remain” (5.1).

At a national level, to help challenge unitarist labour management approaches and cultivate sustainable, high trust industrial relations among future senior leaders, Mather delivered research led CPD training as part of the national Fire Service Executive Leadership Programme (ELP) (led by SFRS CFO/Warwick University) four times between 2017 and 2019. Each cohort comprised 20 senior English Fire Service leaders, all aspiring to CFO roles. Mather’s input to the ELP led to requests from other fire services for CPD. For example, in November 2016, Mather developed and delivered a ‘Fire Service Industrial Relations and Political Awareness’ session for Cambridge FRS staff development series.

Contribution to wider public policy debate

Sir Adrian Thomas’ (2015) ‘Independent review of conditions for fire and rescue staff in England', commissioned by Penny Mordaunt MP, Fire Minister, in 2014 explored barriers to change within English FRS. At the behest of the CFO at SFRS, Mather contributed written evidence to the review and followed up with a telephone interview with Sir Thomas. Sir Thomas’ final recommendations were based on findings from a survey of over 3000 fire fighters, over 200 interviews with staff from 21 Fire and Rescue Authorities, written submissions from employer and employee representatives and individuals, and secondary review of previous studies and reports. The first priority recommendation foregrounded the importance of culture and trust: “the fire service needs inspirational leaders able to deliver a high performing, engaged workforce”, (5.8: p12). Sir Thomas reflected that where he found these inspirational leaders, he also found positive industrial relations. Echoing the central idea that runs through Mather’s research – that inclusive and pluralist forms of decision making in the change management process and a positive role for employee representatives cultivate trust and better outcomes – the review called for the “ implementation of employee engagement surveys and amendments to management objectives…by each fire and rescue authority…. relatively quickly” (5.8: p13). The review makes further recommendations to improve the working environment including “ training in effective change management, leadership and employee engagement in addition to Industrial Relations” (5.5: p14).