Hiring Bailiffs - The Right Stuff?
Vince O'Dwyer, National Training Manager for Marston Group, reflects on how standards of recruitment and training for civil enforcement officers have changed dramatically since he joined the industry.
"I started working as a bailiff for another company in February 1998. At that time if you had two arms and two legs you were almost guaranteed a job!"
"The total sum of my induction, assessment and training involved a day accompanying "a senior officer" out in the field. Joining Marston was like a breath of fresh air! Despite the fact that I was already certificated I received thorough induction training, which included an introduction to the Company; Health and Safety; Law and Procedure; Conflict Management and how to deal with vulnerable debtors - but of course you never stop learning.
It was clear to me that Marston management recognised the importance of quality training as a basis for a career in enforcement. In May 2002 that same management team purchased the Company - and the investment in training for the new Enforcement Officers and me has been increased further.
At the beginning of my career in civil enforcement I carried out some research into the history and practice of the laws of distress. As well as the usual "Bailiff" reading, such as John Kruse (Distress & Execution), the Association of Civil Enforcement Agencies (ACEA) Code of Conduct, the IRRV Guide by D. Magor, and the Lord Chancellor now Department of Constitutional Affairs (DCA) National Guidelines, I also read reports and articles written by the Citizens Advice Bureau (CAB) and the Public Law Project. This provided me with a more thorough understanding of the law and procedures of distress and, even more importantly, an understanding of the wider social issues and the views of other stakeholder groups. It is interesting to note, that there is currently no set standard such as NVQ to the training of bailiffs.
Shortly after the management buy-out, a decision was made by the new board to increase the size of the field force by 300% over the next two years. I was appointed to manage the recruitment and training for Marston enforcement division and given the challenge of making Marston Certificated Bailiffs the best trained, best performing, most professional Enforcement Officers in the industry.
Although Marston were already providing training to a standard well above the industry 'norm', I set about writing more comprehensive recruitment procedures and training packages for all grades of enforcement staff. I have continued to receive formal training and CIPD development, which has enabled me to attain the Certificate in Training Practice. This has assisted me to improve the quality of the training provided by Marston.
After two years of hard work, and with the help of many of my colleagues, Marston have a revised and comprehensive training package, which, I am confident, will exceed the requirements of any new regulations.
Training is now based on a 'Systematic Approach to Training' (SATS). In addition to the quality of the package, the training is provided as specific core modules, in discrete stages, which allows the candidates time to absorb all of the relevant lessons.
One important lesson that I have learnt, however, is that successful training outcomes are dependant upon robust recruitment and selection policies. The requirements of every role have been analysed and documented, alongside the necessary individual attributes and qualities required to achieve the expected performance standards. We are able therefore to make informed recruitment decisions, based on objective criteria, regarding an applicant's suitability for the role.
All prospective candidates are assessed and given a realistic overview of the challenges they should expect, "out in the field". Prior to being offered a position, applicants are sent out with an experienced Officer for at least one full day, to observe the realities of the work. After all, it is a very difficult and demanding role, and one that cannot suit everyone.
If successful an offer of a place on the 'Initial assessment course' is then made.
All candidates, irrespective of whether they are new starters or Certificated Enforcement Officers, take the two-week assessment course. This course gives the officer a clear understanding of all aspects enforcement.
The course also includes "on-street" training, so the trainee can see the theory put into practice.
Advanced courses cover specific areas of operation, such as Road Traffic Act (RTA 1991) work, Council Tax and Distress for Rent. The Advanced courses build upon the initial assessment course and lead towards Certification.
To progress, the trainee must pass a written exam followed by an oral examination conducted by a senior enforcement manager or Director. The oral exam tests a candidate under pressure and a judgement can be made as to his or her level of competence and decision-making ability.
The trainee is provided with on-going training during a probationary period of 3 to 6 months and Marston aim to develop all trainees to achieve Court certification within 12 months. It should also be noted that the EO has to reapply before a judge for his/her certificate every 2 years.
On reflection, implementing the training programme was probably the easiest part of my task. The hardest part was, and still is, attracting the right calibre of candidate, one who can successfully become today's professional enforcement officer.
The calibre of applicant is critical. Applicants must be of good character, have an unblemished record (extensive criminal records searches and reference checks are undertaken).
The qualities that we are seeking include honesty, integrity, and calmness under pressure, good communication skills, administration and listening skills. The Enforcement Officer must have confidence (assertiveness not aggression), be impartial and above all, possess common sense. As a representative of not only Marston, but also of our clients, it is vital that the appearance and conduct of staff satisfies the highest professional standards.
Trainees and established Enforcement Officers (EOs) are subject to constant appraisal and intense scrutiny and any errors or omissions are treated as retraining issues.
Recruitment can never be an exact science and no matter how rigorous your selection and training policies, there will be the occasional decision, that on reflection you will see as a mistake. To eliminate or reduce such mistakes, which are costly in terms of time and money expended in training someone who is unsuitable, you must base selection on objective criteria and not 'gut feelings'. Your assessments must be sufficiently vigorous in order to identify unsuitable candidates, as quickly as possible.
The stereotypical image of a Certificated Bailiff has been a burly individual, with tattoos, and a threatening or even menacing appearance. The modern reality, is that interpersonal skills are far more important than physical size. In fact the stereotypical appearance is often a disadvantage as it attracts or prompts aggression.
I spent six years 'knocking on doors' and never once was I seriously assaulted or lost control of the situation. However, the recent unprovoked and extremely violent attacks on a couple of experienced EOs are of concern and, like the increasing number of assaults on parking attendants and the police, show a worrying trend. It also begs the question of who is really the aggressor - all of the professionals mentioned would lose their job as well as face prosecution if they were found guilty - so is it likely that the professional is the aggressor? I think not.
I attribute the success of Marston Enforcement Officers to good communication skills and a non-threatening attitude 'at the door'. This is the attitude I try to instil into the new recruits who attend my course. One simple phrase sums up my philosophy - treat all people with courtesy and respect.
Within Marston Enforcement Officers at present, we have people who have previously worked as teachers, shopkeepers, management consultants, and sales people as well as the obvious sources of police and military service. We even have one Enforcement Officer who is a qualified Solicitor! So there is no stereotype. One of reasons for Marston success in recruitment and retention of quality staff is that we have turned enforcement into a respectable, professional, desirable and rewarding career
Marston now have a dedicated training suite and are looking to be able to provide distance e-learning to their recruits, in the near future. Formal courses are run on a weekly basis and I am looking to expand my team of professional trainers to deal with the Company's requirement for more Enforcement Officers, to meet its expansion targets.
When I look back to my induction and training and compare it with the training Marston provide, I can demonstrate huge changes and it gives me great satisfaction. Yet, we are not complacent. We are not going to sit on our laurels as we know our competitors will be forced to raise their standards. We will strive constantly to identify quality recruits and to provide them with quality training and continued professional development. So I know, the best is yet to come!