Why Prioritizing Health and Safety Helps You Recruit and Keep Great People

August 5, 2025

By Walter A. Campbell
Reprinted from the 2025 issue of Firefighter Strong

Every day, departments across the country struggle to answer one question: How do we get people to join and stay?

Whether your department is entirely volunteer, paid, or somewhere in between, you’re asking individuals to step into one of the most demanding and selfless roles in public service. The question isn’t just how we fill our rosters. It’s how we build an environment where people feel they belong and want to give their best.

The answer starts with how we take care of our own.

Over my career, both as a recruiter in the United States Air Force and a volunteer recruitment officer at Burtonsville (MD) Volunteer Fire Department, I’ve seen firsthand how a department’s culture around health and safety can make or break its ability to recruit and retain. A firehouse that cares for its people isn’t just checking a box. It’s sending a powerful message: “We’ve got your back.”

The Power of Care

When I first started recruiting for the Air Force, I quickly realized people weren’t joining for the reasons we thought. Sure, the benefits and travel opportunities mattered. But what sealed the deal was trust. Parents wanted to know if their children would be looked after. Young recruits wanted to feel seen and supported, not just processed and pushed into boots.

The conversations I had weren’t really about jobs. They were about people, and when I transitioned into the volunteer fire service, that lesson stuck with me. At Burtonsville, I wasn’t selling a job. I was offering purpose, belonging, and experience. But with that came responsibility. If I brought someone in, I had to be sure they were entering a place where their mental and physical wellbeing was valued.

One of the most important tools we can offer our people is a department culture grounded in health and safety.

What Recruits Are Looking For Today

The next generation of firefighters and EMTs are not just asking, “What will I be doing?” They’re asking, “What will this do to me?”

Gen Z and Millennials, who now make up a growing portion of new applicants, are the most wellness-conscious generations. They want to serve and have a purpose but also care deeply about balance, mental health, and long-term impact.

At Burtonsville, I’ve had recruits ask: “What kind of support do you offer after a traumatic call?” “How do you clean your gear?” “Are there people I can talk to if I feel overwhelmed?”

These questions tell us something critical. Recruits aren’t just joining based on the number of calls or size of apparatus. They’re joining physical, emotional, and cultural departments where they feel safe.

A clean, healthy, supportive firehouse is not a soft one. It’s smart and strong in all the right ways.

Retention Starts Long Before the First Fire

Retention doesn’t begin after a year of service or at the first awards banquet. It starts the moment someone walks through the door.

I remember a firefighter at Burtonsville who had been around for years. He was a solid guy, reliable, and never complained. But slowly, he started pulling back. He missed drills, stopped signing up for shifts, and eventually disappeared from the station’s day-to-day rhythm.

One night, we sat down. Just two people talking, no pressure. He opened up about the weight he’d been carrying. Multiple tough calls. Personal stress. No time to decompress. He never felt like he had the space to say anything until that moment.

That conversation changed how I saw everything. It wasn’t about fixing him. It was about making space for him to feel supported. That firefighter stayed, not because we had all the answers, but because he didn’t feel invisible anymore.

People stay when they feel seen. They stay when they know their department genuinely cares.

You Can’t Market Your Way Out of a Bad Culture

I’ve helped departments nationwide develop high-impact recruitment campaigns, including videos, web sites, social media content, and even theater ads. But no matter how good the marketing is, it can’t cover up a toxic culture.

You can’t Photoshop trust. And you can’t put a filter over dysfunction.

If your department doesn’t prioritize its people, the story will get out. New members will pick up on it immediately, and current members will quietly walk away. No amount of slogans or Facebook boosts can bring them back.

Culture is the foundation of recruitment and retention, including wellness, respect, and safety.

Creating a Culture Where People Want to Stay

So how do you build a place where people want to serve − and keep serving? It starts with everyday actions. Not major programs or massive budgets. Just intentional leadership and consistent support.

Here’s what I recommend:

• Assign a Wellness Lead or Peer Support Contact: Designate someone who checks in regularly after tough calls and as a routine part of your operation. Let your members know there’s always someone to talk to.
• Provide Visible Mental Health Resources: Put materials on bulletin boards, in day rooms, and digital group chats. Talk about them. Normalize conversations around mental health. Use downtime during training nights to introduce tools like the National Volunteer Fire Council’s Share the Load program.
• Train Officers to Lead with Empathy: Technical knowledge is important, but so is emotional intelligence. Officers should know how to spot burnout, listen actively, and lead in a way that builds trust.
• Support Members Returning from Leave: If someone takes time off for mental or physical health reasons, create a reintegration plan. Have a designated officer check in with them. Let them re-engage at their own pace, without stigma.
• Reaffirm Skills After Long Absences: Before a member returns to full duty, let them ease back in. Schedule refreshers and low-pressure training drills. This will rebuild their confidence and assure the team that they’re ready.
• Involve Families: Invite spouses, partners, and kids to celebrations, open houses, and wellness training. When families feel included, they become advocates for your department’s success.
• Recognize Progress: A simple “thank you” or public acknowledgment of effort can go a long way. People want to know that their hard work matters, especially when it involves personal sacrifices.

It’s Not About Being Perfect — It’s About Being Present

No department has all the answers. We’re all learning as we go. But what makes a difference is your commitment to try. When members see their leadership showing up, asking questions, and making small improvements, it builds trust.

I remember when one of our officers took the initiative to check in with every member after a particularly bad MVA. It was nothing formal, just a conversation. That simple act had more impact than any training session we had done that month.

That’s the kind of leadership that sticks with people. Ask yourself:
– If a member in your department were struggling right now, would they know where to go?
– Would their team know how to support them?
– Do your members feel that their well-being matters as much as their performance?

If the answer is unclear, that’s where the work begins.

Being Firefighter Strong isn’t just about physical strength or tactical skills. It’s about building a department that values people as much as performance.

Health and safety are not checkboxes on a policy sheet. They’re commitments. They are the foundation of recruitment. The heartbeat of retention. And the clearest way to show your people that you care.

If you want to attract new members and keep the ones you have, lead with care. Show your commitment through action. Create a place where people feel like they belong. That’s not just a strong firehouse. That’s a firehouse worth joining.

Walter A. Campbell is a highly skilled recruitment and retention strategist at First Arriving, known for his innovative ideas, strategies, and solutions that help organizations attract top candidates. With over 20 years of experience as a U.S. Air Force recruiter, Campbell profoundly understands what it takes to build a successful team. Based in Frederick, MD, he has earned certification as a thought leader and is also recognized as a morale and humor enhancement professional, bringing an upbeat approach to his work.