Firefighter Interview Questions: The NFCC Leadership Framework, Code of Ethics and STAR Answers

What firefighter interviews assess now

There is no single national interview. West Midlands says its interview explores the NFCC Leadership Framework, focusing on 'Leading Yourself'; South Yorkshire and Leicestershire also link interview questions to the Framework. Merseyside, Avon and Surrey refer to the Core Code of Ethics, and Essex names its own values, the Code of Ethics and the Leadership Framework together. Kent, Hampshire & Isle of Wight and Greater Manchester describe their own values or behaviours.

The principle is the same everywhere: past behaviour is the best guide to future behaviour. You describe what you actually did, and the panel probes your example to check it is genuine and that you understand why you acted as you did. Check your candidate pack for the framework your service uses.

The NFCC Leadership Framework

The NFCC says its Leadership Framework replaces the Personal Qualities and Attributes (PQAs) and gives a consistent approach to leadership for all staff. It has four quadrants, measured at four levels. The level for firefighters and entry-level staff is 'Leading Yourself'; the others are Leading Others (supervisory), Leading the Function (middle) and Leading the Service (strategic).

Each quadrant has 'I…' statements at each level. At Leading Yourself they include statements such as 'I recognise and challenge inappropriate behaviour', 'I take responsibility and accountability for the quality of my own work', 'I actively contribute to problem-solving and take time to understand the issues fully' and 'I speak out promptly if I see or hear of a safety or organisational risk'.

• ✓Personal Impact — 'this is about self': equality and diversity, integrity, self-awareness and wellbeing
• ✓Outstanding Leadership — 'this is about others': teams, developing people, respect and responsibility
• ✓Service Delivery — 'this is about task': serving people, safeguarding, prioritising, problem-solving
• ✓Organisational Effectiveness — 'this is about organisation': procedures, safety risks, change, discretion

The Core Code of Ethics

The Core Code of Ethics for Fire and Rescue Services (England) was produced by the NFCC, the Local Government Association and the Association of Police and Crime Commissioners, and a Fire Standard requires services to adopt it. Its five ethical principles are below, with the Code's own wording. Services in Scotland and Wales have their own values and arrangements, so check which applies.

• ✓Putting our communities first — 'We put the interests of the public, the community, and service users first.'
• ✓Integrity — 'We act with integrity including being open, honest, and consistent in everything that we do.'
• ✓Dignity and respect — 'We treat people with dignity and respect, making decisions objectively based on evidence, without discrimination or bias.'
• ✓Leadership — 'We are all positive role models, always demonstrating flexible and resilient leadership. We are all accountable for everything we do and challenge all behaviour that falls short of the highest standards.'
• ✓Equality, diversity and inclusion (EDI) — 'We continually recognise and promote the value of EDI…', standing against all forms of discrimination

Example questions

Questions usually start with 'Tell us about a time when…' or 'Describe a situation where…', and each is followed by probing questions. These examples are written in the style of values-based interviews; they are not leaked or official questions.

• ✓Tell us about a time you recognised and challenged inappropriate behaviour. (Personal Impact / Leadership)
• ✓Describe a mistake you made and what you learned from it. (Personal Impact)
• ✓Tell us about a time you took responsibility for the quality of your work when nobody was checking. (Outstanding Leadership)
• ✓Tell us about a time you noticed a safeguarding concern. What did you do? (Service Delivery)
• ✓Tell us about a time you spoke up about a safety risk. (Organisational Effectiveness)
• ✓Tell us about a time you were honest when it would have been easier not to be. (Integrity)
• ✓Describe a time you made a decision based on evidence rather than first impressions. (Dignity and respect)
• ✓What have you done to understand people whose lives are different from yours? (EDI)

Use STAR — and spend most of your time on the Action

STAR turns a story into evidence. Situation: set the scene in a sentence or two. Task: what needed to happen and what your responsibility was. Action: what you did, step by step, and why — the longest part, using 'I' rather than 'we'. Result: what happened, and what you learned or would do differently.

The most common mistake is a long build-up and a rushed Action. The panel scores what you did and your reasoning, so keep the set-up short. Ending with honest reflection ('I should have stepped in sooner') often scores better than a perfect outcome.

Role-plays, presentations and group exercises

Many services add other exercises. West Midlands includes a live role-play around its Safe and Well principles, Northamptonshire a Safe and Well exercise, and London Fire Brigade and Greater Manchester include role-plays. Devon & Somerset describes a ten-minute presentation, and Greater Manchester, Northamptonshire and Merseyside use group exercises.

In a role-play, introduce yourself, explain why you are there, ask open questions, listen, spot risks and any safeguarding concerns in the brief, give clear advice, and don't promise what you can't deliver. For a presentation, use a simple structure, practise to time and be ready for questions.

Preparing your evidence

Build a bank of 10–15 real examples from work, volunteering, sport, caring responsibilities or education, and map each to the quadrants or principles your service uses. Aim for at least two examples per area so you don't lean on one story. Examples don't need to be dramatic — everyday behaviour is exactly what's being assessed.

Research the service too: its community risk management plan, values, prevention work and latest inspection report. Merseyside says it asks about its community risk management plan, and West Midlands about its strategy. Then rehearse out loud with someone asking 'why did you do that?' and 'what would you do differently?'