SCREENING PROCESSES FOR MILITARY, LAW ENFORCEMENT, RESCUE UNITS, FIRST RESPONDERS, OTHERS - PART IV
- Moran Sciamama-Saghiv
- Sep 17
- 8 min read
Updated: Sep 27
I am Dr. Moran Sciamama-Saghiv, ex-Army officer and an expert of many years on screening processes (especially yet not limited to military with an emphasis on special forces; physical aspects). I offer consultation services and a variety of lectures related to the Israeli military. I would be happy to collaborate with you (if and when relevant).In the meanwhile, I invite you to read my five blog post series on the screening processes for military, law enforcement, rescue units, first responders, etc.
The Screening Process Itself Continued:
The screening process itself relates to all the processes and sub-processes that candidates/cadets are actually going to experience, and that the staff of the screening processes will supervise, regulate, quantify, qualify, and draw conclusions based upon. The screening processes itself is meant to increase the team's/unit's chances of making a definitive decision about every candidate. Three common decisions are optional: 1) Advances to the next step (it's a yes); 2) Doe not advance to the next step (it's a no); 3) Requires further discussion/evaluation (it's a maybe for now).
While there are multiple ways and approaches to defining and structuring the screening process and its sub-processes (stages), I like to simplify things by dividing them into three:
Before.
During.
After.
This is a natural division, easy to understand, and easy to structure and execute. I will describe everything as if nothing exists, nothing has been established beyond identifying the needs of the unit/team and "translating" the needs identified into a trait combination required to serve in such a team/unit or a specific position on the team or in the unit. Obviously, if something does exist, we conduct a gap analysis to identify what we have (current state), what we want (desired state), and put forth an action plan to bridge any gaps.
During:
For the purpose of reducing any confusion, let us define that "during" the screening process relates to anything that occurs on the day that screening begins, including during travel to the permanent or initial location of the screening. The reason I suggest that any travel to the location itself be considered as "during" is since, in some cases, we can actually begin screening processes while traveling, especially if we are their only means of transportation. This can also be used for operational purposes to save time and effort once on location. For example, if any documentation was still needed to be handed in, questionnaires, "head count", ad-hoc medical screening or treatment, etc.
When arriving at screening locations, we take care first of "registration" and any other operational processes required such as clothing/uniforms, personal equipment, additional physical/medical examinations and/or treatments, possible mental health/psychological examinations and/or treatments, forms and surveys needing filling out, and if nothing else isn't required at this point, assembly of all candidates either as one big group in on locations for instructions and division into groups, or assembly as predetermined teams (straight to the hands of the instructors/evaluators).
If the next step is to assemble as the entire cohort, we go over crucial/mandatory instructions, policies, behaviors, expectations, etc. and then divide them into teams. Once in teams, we want to make sure that everyone is present, and if not, why and/or where are they. We either gather the team's equipment (if not yet done), check for any missing resources at the team or individual level, and finalize any last checks, depending on what was determined while planning the screening process. This stage should include commonly used orders/terms/phrases, and the context in which to use them, basic communication policies, safety and security policies, etc. If there are crucial techniques to be taught such as movement is a single column, two columns, or carrying a stretcher.
Once each team reaches its designated area of screening, the instructors carry out the schedule and screening plan best they can, with a flexible mindset. Through as frequent and effective communications as needed or mandated, or according to rising needs, leadership/command and/or operational staff engage the teams with decisions, services, and support. Changes are made on a case by case basis or as an entire cohort if needs are at that level.
It is advised that there be "mini" reports or visits with each team individually, and two main meetings (morning and at the end of the schedule of the evaluators with the candidates) for the entire staff. During these activities, the leadership/command of the screening process either conveys important messages and decisions and/or attend to the needs of the staff and/or evaluators if and when relevant. It is advised that team evaluators be given time to compare notes (if predetermined as permitted), discuss immediate needs, and proactively identify needs for the night and/or the day after.
At the end of the screening process, it is important to have a "grand meeting" where all evaluators can give feedback on a candidate by candidate basis, challenge decisions, and provoke thought and discussion in response to the evaluators' findings and insights. In regards to the candidates themselves that have physically made it to the end, it is advised to divide them into two or three groups and convey the relevant information to them separately, to avoid any humiliation of one group in front of the others, and reduce resistance or any other type of unnecessary behaviors/events.
If there are two groups, the first group includes candidates advancing to the next step (accepted; passed) and the second group includes candidates not advancing to the next step (not accepted; haven't passed). If choosing two groups, the process of acquiring any further information, clarity, or evaluation on candidates that were "borderline" (not a clear yes) should be conducted prior, leading to them being included in the first group or in the second group accordingly. If there are three groups, the third group will include candidates that require further evaluation. It is suggested that any further evaluation at this point be of a non-physical nature. If a candidate requires further evaluation that is physically based, the team or unit have two main options: have the candidate join the next cohort being evaluated or evaluate them separately and specifically. The more their further evaluation is postponed, the greater the chances that we will lose their interest, and perhaps ours.
According to what is decided before the screening begins, candidates are either given further instructions before they leave the screening location or afterwards. I suggest instructing them further while still in our presence since allows them to ask any questions, and for us to clarify. Yet, this part can also be achieved after the screening process has ended on location with the candidates. Next, we attend to the safe travel home of the candidates (if relevant) or to the next physical location where they will be spending the night. It is important to account for every person, double, triple, and quadruple check that no was is left in the field.
After:
Once the screening process on location with the candidates has ended, it is time to conduct post-screening processes that can span minutes to weeks. The first process should be the verification that all data required is secured (digitally and/or physically). There should be a clear schedule with a clear action plan on how the data is translated to future actions of short, intermittent, and long term time periods. The unit's operation's office/department/division should be informed immediately on the decisions made on a candidate by candidate basis.
Any paperwork that needs be submitted is taken care of, and any equipment that needs to be returned, repaired, destroyed, etc. undergoes just that. In the short term, data needs to be quickly ready; intermittently, data should relatively ready for reuse; long term, data should be secured yet retrievable. In all cases, sensitive data of any kind, should be physically and digitally secured.
I suggest that nothing be taken for granted, and that regardless of the outcome of the screening process, each candidate receive at least one form of appreciation other than the verbalized one at the end of the screening process while on location with the candidates. I suggest that it be either a letter or an email, so that they can share/show it with others (if the very existence of the unit is not so classified that any admittance of its existence is prohibited). If the person was accepted, this serves as a motivation booster for the future while if the person was not accepted, it reduces bad feelings, aggravation, and bitterness. if the person is waiting further evaluation of any sort, it increases the chances of them staying motivated to continue and succeed.
No matter how much time there is until the next step for advancing candidates and/or candidates scheduled for further evaluation, it is important to follow through and follow up with them. Part of these two processes can be associated with post-screening data collection for research (very much advised). Research should be planned to address short, intermittent, and long term research and screening goals. it is important to get the candidates input and feedback while the memories, thoughts, and emotions related to the screening event are still "fresh".
Within limitations, the team or unit may consider sharing information about the screening process that has just ended. Such information has to be evaluated, screened, and approved by several people to prevent sensitive and/or classified information from being shared publicly. The advantages may include promoting and marketing of the team and/or unit (its existence, what is the purpose of the team/unit), and expose people to the process to create and/or increase motivation, awareness, and numbers for the next cohort.
It can also be used in order to inform and motivate future candidate to prepare for their screening process and/or better prepare for their screening processes. On the other hand, such publicity can hold negative aspects to it. For example, if done incorrectly, it can lead to the exposure of sensitive and/or private information. It can also "give away" evaluation "secrets", allow future candidates to come up with strategies and tactics on how to pass or excel, and could cause hardship for the screening staff to still evaluate at high quality while the candidates know what is about to happen. It could allow people to "connect" a name to a face as it pertains to the evaluation staff, allowing candidates to have specific strategies and/or tactics that are specific to specific staff. While hopping this is irrelevant, the identification of staff, their role, and their nature as an evaluator, could increase the chances of post-screening retaliation.
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