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The Navy's Delayed Entry Program (DEP) allows individuals to delay their entry into the Navy for up to one year after signing an enlistment contract. However, the DEP loses approximately 18 percent of its contracts before they eve...
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The Navy's Delayed Entry Program (DEP) allows individuals to delay their entry into the Navy for up to one year after signing an enlistment contract. However, the DEP loses approximately 18 percent of its contracts before they ever reach initial recruit training. In the past, it has been argued that attrition from the DEP is better than attrition from initial training, when more time and money have been invested. The underlying assumption is that individuals who attrite from the DEP would not have been successful in recruit training anyway and are therefore less costly than training losses. This leads to a management policy of allowing DEP attrition to continue at relatively high levels. However, there is no evidence to support the assumption that all DEP attrition is 'wanted' attrition of recruits who would fail to be successful in training or, subsequently, in the Fleet. To date, very little knowledge exists concerning the reasons why an individual chooses to leave the DEP. The current project was undertaken to more fully understand the reasons behind DEP attrition, and the factors that might affect the propensity to attrite, which could lead to the development of programs or services to reduce attrition.
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Young Americans graduating from high schools have various options-- among them are attending college, going to a trade school, or entering the workforce. Of the high school class of 2007, 67.2% of the approximately 3 million high ...
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Young Americans graduating from high schools have various options-- among them are attending college, going to a trade school, or entering the workforce. Of the high school class of 2007, 67.2% of the approximately 3 million high school graduates chose to attend college-68.3% of the young women and 66.1% of the young men. Remaining is about one million graduates annually open to exploring other avenues. The United States Air Force (USAF) is just one of those potential employers looking for the best and brightest of the non- college bound sector to recruit into the enlisted corps. My thesis proposes implementing generational cultural training into recruiting efforts at all levels to more efficiently target our audience of qualified high school graduates ages 18-25; saving both money and time while increasing the quality of recruit. Each year the USAF dispatches 1,114 recruiters to canvass high schools, community colleges, and local events for eligible candidates at a cost of $8,741 per recruit (for 2007). With the exception of one year (1999) in the last thirty, the USAF has met its enlisted accession (EA) recruiting goal; proof that its tactics are sound. Sound and proven techniques are critical, but many times when a recruiter fails to make goal, the immediate supervisor's direction is to 'make more calls' or 'visit more schools'-merely just doing more of what has already not worked for the recruiter. Given the enormous amount of talent our recruiters have, I suggest that instead of continuing to repeat the same previously unsuccessful tactics, we look at ways we can work smarter.
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Desperate Army offers $3,000 enlistment bonuses reads the November 23, 1998 edition of the Army Times. The Army missed its recruiting goal for 1998 by 750 soldiers. This gap in recruiting the needed number of young men and women i...
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Desperate Army offers $3,000 enlistment bonuses reads the November 23, 1998 edition of the Army Times. The Army missed its recruiting goal for 1998 by 750 soldiers. This gap in recruiting the needed number of young men and women is the largest this decade. The U.S. Army is a force that has enduring needs for new soldiers (young men and women) in sufficient numbers to ensure adequate end- strength. Over the course of the years, since 1973, the ability to obtain the requisite number of young men and women has been problematic. Today there are approximately 6000 recruiters and a significant budget dedicated to obtaining this goal. The success of these recruiters has a great deal to do with the readiness of our Army today and into the next century. The recruiting force is experiencing difficulties in accomplishing their objective at a magnitude unlike that experienced in the past. This paper postulates that personality traits have a significant contribution to the success of a recruiter and that policy and practice should be changed to reflect this.
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Commander Navy Recruiting Command (CNRC) has changed the Awards and Incentives System in recent years in an effort to increase recruiter productivity and promote recruit quality goal achievement. The latest Awards and Incentives S...
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Commander Navy Recruiting Command (CNRC) has changed the Awards and Incentives System in recent years in an effort to increase recruiter productivity and promote recruit quality goal achievement. The latest Awards and Incentives System updates have placed increased emphasis on recruit quality in support of Navy Recruiting Command's strategic plan 'Recruit Force 2020.' This thesis provides a detailed overview of the current Navy Awards and Incentives System. The thesis also attempts to estimate the effect of specific awards on the quality of recruit contracts. Furthermore, the thesis estimates the effect of monthly goaling targets on the quality of recruits. The objective is to determine if the current Navy Awards and Incentives System has an unintended consequence of reducing recruit quality. The analysis tests whether recruiters sacrifice quality as the end of the month approaches to meet their monthly goaling deadline. Also, the analysis tests the impact of Gold Wreath awards on recruiter productivity and recruit quality. The results indicate that recruit quality tends to fall as the end-of-the-month approaches, specifically during the last week of the month. However, the results did not support the hypothesis that recruiters sacrifice quality to obtain their first Gold Wreath award.
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To sustain a viable military force, the Department of Defense (DOD) depends on recruiting several hundred thousand qualified individuals into the military each year. The service components rely on their recruiters to act with the ...
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To sustain a viable military force, the Department of Defense (DOD) depends on recruiting several hundred thousand qualified individuals into the military each year. The service components rely on their recruiters to act with the utmost integrity because even a single incident of wrongdoing on the part of a recruiter--a recruiter irregularity--can adversely affect the service components' ability to recruit qualified individuals. GAO was asked to (1) analyze data on reported cases of recruiter irregularities across the service components, (2) review the extent to which the service components have guidance and procedures to address recruiter irregularities, and (3) review the extent to which the Office of the Secretary of Defense (OSD) has oversight over recruiter irregularities. GAO analyzed the data on recruiter irregularities reported to OSD by the service components; reviewed the service components' recruiter irregularity case files; examined relevant guidance and procedures from the service components; and interviewed service components' recruiting command personnel, recruiters, and OSD officials.
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This paper examines the Army's potential to recruit the requisite quality force for the 21st Century. The paper briefly examines the Army's failure to meet recruiting goals during the 1990s, addresses recent success Army recruitin...
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This paper examines the Army's potential to recruit the requisite quality force for the 21st Century. The paper briefly examines the Army's failure to meet recruiting goals during the 1990s, addresses recent success Army recruiting has earned, and analyzes future opportunities. Key areas include fundamental recruiting tasks, the significant market potential of minority markets, and focuses on leadership as the primary factor for earning recruiting sales success. Lastly, the paper offers new paradigms and recommendations for earning vital recruiting success in support of transformation.
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Recruiting practices within the Department of Defense have received criticismduring recent audits because of increased costs and inefficiencies. The General Accounting Office (GAO) reported many of the existing problems within the...
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Recruiting practices within the Department of Defense have received criticismduring recent audits because of increased costs and inefficiencies. The General Accounting Office (GAO) reported many of the existing problems within the recruiting commands are caused by the goal-based recruiting systems used by the services. This thesis discusses management theories on goal-based systems and analyzes U.S. Navy recruiting data in order to identify possible explanations why individual recruiter productivity has declined since 1990 and why less than 20% of Navy recruiting districts are achieving their assigned mission requirements. The author presents an alternative system, which is an incentive-based system, known as Production Recruiting Incentive Model (PRIME). PRIME is a mechanism designed to maximize market potential, provide an equitable reward program, and obtain important market information in order to allow for better resource allocation decisions. PRIME is currently being prototyped by the U.S. Army recruiting command. The author recommends the Navy Recruiting Command adopt and experiment with PRIME as it is designed to allow various incentive tools to be incorporated within its framework.
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Performance metrics are the standard by which individuals and organizations are judged. Such measures are important to organizations because they motivate individuals and in influence their choices. In the context of Army recruiti...
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Performance metrics are the standard by which individuals and organizations are judged. Such measures are important to organizations because they motivate individuals and in influence their choices. In the context of Army recruiting, choices made by recruiters can have a major impact on the ability of the Army to meet its goals. Designing and implementing performance metrics that support Army goals requires analysis of how different metrics would affect recruiter behavior and, in turn, recruiters' contributions toward achieving the Army's goals. In addition, performance measures should not be heavily influenced by random factors affecting enlistment outcomes that may be reasonably attributable to luck or fortune. The present study focuses on performance measurement for Army recruiting to provide incentives that induce behaviors that support achievement of Army goals and are acceptably insensitive to random events.
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The Force struggles with recruitment and retention. Focused recruitment on legal permanent resident immigrants, assisted by new national immigration legislation giving eligible service members the right to accelerate immigrant vis...
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The Force struggles with recruitment and retention. Focused recruitment on legal permanent resident immigrants, assisted by new national immigration legislation giving eligible service members the right to accelerate immigrant visa petition interviews for relatives in their country of origin, is discussed as a viable solution.
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This thesis examines the United States Army Recruiting Command incentive system used to motivate recruiters to meet and/or exceed mission box. In 1998, for the first time in decades, the Army missed its annual recruiting mission. ...
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This thesis examines the United States Army Recruiting Command incentive system used to motivate recruiters to meet and/or exceed mission box. In 1998, for the first time in decades, the Army missed its annual recruiting mission. The Army expects to miss it again in 1999. A sample of 2,000 on-production recruiters were randomly chosen to receive a survey regarding which incentives motivate recruiters to meet and/or exceed mission box. Findings indicate that the current incentives do not motivate recruiters to meet or exceed goal. What does seem to motivate recruiters are intrinsic factors such as time-off and meritorious promotion and other incentives like choice of follow-on assignment and family support. Recommendations to improve the incentive system include implementation of more intrinsically motivating incentives.
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