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The authors identified current, desired, and prospective data-enabled practices that the U.S. Department of Defense and the services might be able to deploy in their outreach and recruiting processes.
Military Recruiting is a war. It’s just a different kind of war than what you were prepared and trained to fight for. Recruiting is a war for talent. Smart, competent, and capable people are rare and in high demand. Every organization, from commercial enterprises, healthcare, non-profit, sports, and education, to the military is in an outright battle to recruit and retain these bright and talented people. Rather than bullets and bombs, the war for talent is won through high-impact prospecting activity, time discipline, intellectual agility, emotional intelligence, and human to human relationships. On this highly competitive, ever changing, asymmetrical battlefield, to win, you must operate at a level of excellence beyond anything asked of military recruiters before. Yet, in this new paradigm, many recruiters are struggling, and most recruiting units are staring down the barrel at 50 percent or more of their recruiters consistently missing Mission. It is imperative that we arm military recruiters with the skills they need to win in this challenging environment. The failure to make Mission is an existential threat to the strength and readiness of America’s fighting forces and our democracy. Fanatical Military Recruiting begins where the Recruiting and Retention colleges of the various branches of the military leave off. It is an advanced, master’s level training resource designed specifically for the unique demands of Military Recruiting. In FMR, you’ll learn: The Single Most Important Discipline in Military Recruiting How to Get Out of a Recruiting Slump The 30-Day Rule and Law of Replacement Powerful Time and Territory Management Strategies that Put You in Control of Your Day The 7 Step Telephone Prospecting Framework The 4 Step Email and Direct Messaging Framework The 5 C’s of Social Recruiting The 7 Step Text Message Prospecting Framework How to Leverage a Balanced Prospecting Methodology to Keep the Funnel Full of Qualified Applicants Powerful Human Influence Frameworks that Reduce Resistance and Objections The 3 Step Prospecting Objection Turn-Around Framework Mission Drive and the 5 Disciplines of Ultra-High Performing Military Recruiters In his signature right-to-the-point style that has made him the go-to trainer to a who’s who of the world’s most prestigious organizations, Jeb Blount pulls no punches. He slaps you in the face with the cold, hard truth about what’s really holding you back. Then, he pulls you in with stories, examples, and lessons that teach you exactly what you need to do right now to become an ultra-high performing recruiter. Fanatical Military Recruiting is filled with the high-powered strategies, techniques, and tools you need to keep your funnel packed with qualified applicants. As you dive into these powerful insights, and with each new chapter, you’ll gain greater and greater confidence. And, with this new-found confidence, your performance as a military recruiter will soar and you will Make Mission, Fast.
It is anticipated that in the coming decade the Department of Defense (DoD) will field and test new advertising and recruiting initiatives designed to improve the recruiting outlook. The DoD needs a comprehensive research and evaluation strategy based on sound research principles that will ensure valid, reliable, and relevant results to discover the most promising policies. The primary objective of this book is to help the DoD improve its research on advertising and recruiting policies. Evaluating Military Advertising and Recruiting: Theory and Methodology presents a framework for evaluation that links different types of research questions to various research methodologies. The framework identifies four major categories of research questions and four broad methodological approaches. The first category of research question asks "What does a target audience see as attractive or unattractive features of a program?" It is well suited to examination via qualitative methods, such as focus groups, unstructured or open-ended surveys, and interviews. The second category of research question asks "What is the effect of a program on specified attitudes or behavioral intentions?" It is well suited to examination via surveys, experiments, and quasi experiments. The third category of research question asks "What is the effect of a proposed new program on enlistment?" It is well suited to examination via experiments and quasi experiments. The final category of research question asks "What is the effect of an existing program on enlistment?" It is well suited to examination via econometric modeling.
Based on indications of increased difficulty in meeting recruiting goals, in spring 1994 the Army Chief of Staff and the Deputy of Secretary of Defense asked RAND to examine recent trends in the recruiting market and to assess their implications for meeting accession requirements. An initial examination of the 1994 market concluded that the pool of interested high-quality young men was adequate to meet DoD needs. But the system appeared to be less effective in tapping into this supply of potential enlistees. The longer-term analysis, reported here, confirms the reduced effectiveness of recruiting, and also finds that the significant increase in FY97's accessions required to sustain the postdrawdown force, coupled with a smaller decline in youth's interest in military service, translates into a possible supply shortage. The decline in recruiting productivity is most likely due to a number of factors; until they are addressed, meeting accession goals will require a greater level of recruiting resources or different management practices. The researchers offer two short-term actions for consideration: (1) increase recruiting resources and (2) reduce the requirement for high-quality non-prior-service male accessions by recruiting more women, accepting more prior-service accessions, or changing the quality goals. Longer-term actions should be aimed at trying to enhance the cost-effectiveness of recruiting in the postdrawdown environment. This could include: rethinking recruiting management and the cost benefit of alternative recruit quality levels; considering more marketing strategies and enlistment options, particularly ones that would improve the military's ability to recruit persons interested in attending college; and optimizing the match between monthly accession goals and training infrastructure costs.
Recruiting an all-volunteer military is a formidable task. To successfully enlist one eligible recruit, the Army must contact approximately 120 young people. The National Research Council explores the various factors that will determine whether the military can realistically expect to recruit an adequate fighting force-one that will meet its upcoming needs. It also assesses the military's expected manpower needs and projects the numbers of youth who are likely to be available over the next 20 years to meet these needs. With clearly written text and useful graphics, Attitudes, Aptitudes, and Aspirations of American Youth offers an overview of important issues for military recruiters, touching on a number of important topics including: sex and race, education and aptitude, physical and moral attributes, and military life and working conditions. In addition, the book looks at how a potential recruit would approach the decision to enlist, considering personal, family, and social values, and the options for other employment or college. Building on the need to increase young Americans' "propensity to enlist," this book offers useful recommendations for increasing educational opportunities while in the service and for developing advertising strategies that include concepts of patriotism and duty to country. Of primary value to military policymakers, recruitment officers, and analysts, Attitudes, Aptitudes, and Aspirations of American Youth will also interest social scientists and policy makers interested in youth trends.
People providing services to schools, teachers, and students want to know whether these services are effective. With that knowledge, a project director can expand services that work well and adjust implementation of activities that are not working as expected. When finding that an innovative strategy benefits students, a project director might want to share that information with other service providers who could build upon that strategy. Some organizations that fund programs for students will want a report demonstrating the program’s success. Determining whether a program is effective requires expertise in data collection, study design, and analysis. Not all project directors have this expertise—they tend to be primarily focused on working with schools, teachers, and students to undertake program activities. Collecting and obtaining student-level data may not be a routine part of the program. This book provides an overview of the process for evaluating a program. It is not a detailed methodological text but focuses on awareness of the process. What do program directors need to know about data and data analysis to plan an evaluation or to communicate with an evaluator? Examples focus on supporting college and career readiness programs. Readers can apply these processes to other studies that include a data collection component.
Big data are changing the way we work. This book conveys a theoretical understanding of big data and the related interactions on a socio-technological level as well as on the organizational level. Big data challenge the human resource department to take a new role. An organization's new competitive advantage is its employees augmented by big data.
The Office of the Under Secretary of Defense (Personnel & Readiness), referred to throughout this report as P&R, is responsible for the total force management of all Department of Defense (DoD) components including the recruitment, readiness, and retention of personnel. Its work and policies are supported by a number of organizations both within DoD, including the Defense Manpower Data Center (DMDC), and externally, including the federally funded research and development centers (FFRDCs) that work for DoD. P&R must be able to answer questions for the Secretary of Defense such as how to recruit people with an aptitude for and interest in various specialties and along particular career tracks and how to assess on an ongoing basis service members' career satisfaction and their ability to meet new challenges. P&R must also address larger-scale questions, such as how the current realignment of forces to the Asia-Pacific area and other regions will affect recruitment, readiness, and retention. While DoD makes use of large-scale data and mathematical analysis in intelligence, surveillance, reconnaissance, and elsewhereâ€"exploiting techniques such as complex network analysis, machine learning, streaming social media analysis, and anomaly detectionâ€"these skills and capabilities have not been applied as well to the personnel and readiness enterprise. Strengthening Data Science Methods for Department of Defense Personnel and Readiness Missions offers and roadmap and implementation plan for the integration of data analysis in support of decisions within the purview of P&R.
This publication sets out a framework for analysing the performance of governments in developing countries, looking at the government as a whole and at local and municipal levels, and focusing on individual sectors that form the core of essential government services, such as health, education, welfare, waste disposal, and infrastructure. It draws lessons from performance measurement systems in a range of industrial countries to identify good practice around the world in improving public sector governance, combating corruption and making services work for poor people.