UM 3-0, Recruiting Operations

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markbolin
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107096
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UM 3-0, Recruiting Operations
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2012-09-01 13:23:40
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UM Recruiting Operations
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UM 3-0, Recruiting Operations
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  1. What USAREC Manual covers Recruiting Operations?
    UM 3-0
  2. What is the core of the U.S. Army Reserve’s (USAR’s) value proposition?
    • To provide its Soldiers “civilian ready skills and training” while serving part-time
    • (UM 3-0, para 1-5)
  3. What is the mission and vision of USAREC?
    • USAREC’s mission is to provide the strength for the Army
    • USAREC’s vision is to be America’s premier opportunity for service – for citizens and Soldiers
    • (UM 3-0, para 1-6)
  4. What tasks are included in USAREC’s mission-essential task list?
    • · Conduct positioning, analysis, and evaluation (PAE)
    • · Lead the recruiting force
    • · Conduct recruiting operations
    • · Training the recruiting force
    • · Sustain and maintain the recruiting force
    • · Provide Family support and Soldier well-being to the recruiting force
    • · Train, lead, and sustain Future Soldiers
    • (UM 3-0, para 1-7)
  5. Q: What are the three core competencies which describe what a leader must do (FM 6-22)?
    • Lead
    • Develop
    • Achieve
    • (UM 3-0, para 1-9)
  6. Q: What are the four dimensions of the recruiting environment?
    • Technology
    • Information
    • Political
    • Human
    • (UM 3-0, para 1-22)
  7. USAREC engages all three domains of the Army Training and Leader Development Model. What are these three domains?
    • Institutional
    • Operational
    • Self-development
    • (UM 3-0, para 1-29)
  8. What type of lead is referred to as a recruiter’s “prime” lead source because they convert to enlistments much more frequently than any other lead?
    • Referred leads
    • (UM 3-0, para 2-45)
  9. What are the Army’s eight interrelated operational variables?
    • Political
    • Military
    • Economic
    • Social
    • Information
    • Infrastructure
    • Physical environment
    • Time
    • Note: These operational variables are often abbreviated as PMESII – PT.
    • (UM 3-0, para 3-2)
  10. What are the three primary competitors for Army recruiting?
    • Postsecondary schools
    • Industry
    • Sister services
    • (UM 3-0, para 3-5)
  11. The recruiting market consists of what four elements?
    • The potential market
    • The qualified military available market (QMA)
    • The target market
    • The penetrated market
    • (UM 3-0, para 3-17)
  12. Which market consists of people who show an interest in Army service or would show an interest if they understood how the Army could satisfy their needs or desires?
    • Potential market
    • (UM 3-0, para 3-18)
  13. Which market consists of people in the potential market who are qualified to serve in the Army? (These people are the right age, meet the medical and moral qualifications for Army service, have the right education credentials and aptitude, and are not serving in the military.)
    • QMA market (Qualified military available)
    • (UM 3-0, para 3-19)
  14. Which market is defined as 17- to 24-year-old males who possess a high school diploma and score 50 or higher on the ASVAB?
    • Target market
    • (UM 3-0, para 3-20)
  15. Which market is defined as that portion of the potential market currently serving in the Army or enlisted and serving in the Future Soldier Training Program?
    • Penetrated market
    • (UM 3-0, para 3-21)
  16. What term describes the grouping of individuals by like characteristics to more effectively target their needs and desires or to more efficiently promote military service through various promotional strategies?
    • Segmenting or market segmentation
    • (UM 3-0, para 3-22)
  17. Commanders and their staffs use the recruiting functions to assess the planning, preparation, and execution of a mission. What are the eight recruiting functions?
    • Intelligence
    • Prospecting
    • Interviewing
    • Processing
    • Future Soldier Training Program (FSTP)
    • Training
    • Sustainment
    • Command and Control (C2)
    • (UM 3-0, para 4-1 and 4-2)
  18. What are the three ways that recruiters have to prospect?
    • Telephone
    • Face-to-face
    • E-mail
    • (UM 3-0, para 4-18)
  19. At the station level, station commanders must consider what three areas to prepare their recruiting operation plan (ROP)?
    • Strengths, weaknesses, opportunities, and threats (SWOT)
    • Recruiting function analysis
    • Prospecting analysis
    • (UM 3-0, para 4-13)
  20. What type of analysis helps commanders understand their strengths and weaknesses of their stations and the opportunities and threats within their market?
    • SWOT analysis
    • (UM 3-0, para 4-14)
  21. What planning tool determines how many Army interviews recruiters must conduct week by week to achieve the station’s mission by category? (It is a mathematical calculation of historical conversion data automatically generated by Leader Zone.)
    • MAP
    • (UM 3-0, para 4-15)
  22. Which prospecting technique is the most efficient way to reach prospects?
    • Telephone prospecting
    • (UM 3-0, para 4-18)
  23. Which prospecting technique is the most effective way to reach prospects?
    • Face-to-face prospecting
    • (UM 3-0, para 4-18)
  24. Which prospecting technique is a fast, efficient, and low-cost way to communicate with large numbers of prospects? (However, it can never be seen as effective or as personal as a face-to-face conversation or even a phone call.)
    • E-mail prospecting
    • (UM 3-0, para 4-18)
  25. What recruiting function is the centerpiece and the art of recruiting? All recruiting functions either support or are the direct result of this function.
    • Army interview
    • (UM 3-0, 4-22)
  26. Recruiting operations fall into one of three categories: 
    • Decisive
    • Shaping
    • Sustaining. 
  27. What is Decisive Operation?
    Decisive operations are designed to accomplish the mission and dominateand expand current markets. .
  28. What is Shaping Operations
    Shaping operations are designed to set the conditions for successful decisive operations. 
  29. What is Sustaining Operations?
    Sustaining operations maintain the recruitingforce and their Families while supporting both decisive and shaping operations
  30. The recruiting environment has four dimensions: 
    • Technology
    • Information
    • Political
    • Human
  31. USAREC engages all three domains of the Army Training and Leader Development Model: 
    • Institutional
    • Operational
    • Self-Development
  32. Describe the RECRUITING NETWORK
    Networking is the heartand soul of recruiting. Networkingmakes it possible torecruit as we do in thetwenty-first century. It adds efficiency to the workflow and helps build better militaryleaders by enabling the free flow of ideas. USAREC’s internal network of computersand telephones allows data and text messages to flow rapidly, both verticallyand horizontally. Just as important, recruiting leaders must network with peopleoutside the command to promote telling the Army story.
  33. What is the Internal Network?
    Internal network consists of the integrated recruiting information systems,staff elements, other recruiting leaders, recruiting units, Future Soldiers,and the recruiters themselves.
  34. What is the External Network?
    External network includes the community, businesses, schools, clubs, andother organizations.
  35. The Army is in competition for the service of America’s youth. The three primary competitors are:
    • Postsecondary schools
    • Industry 
    • Sister services.
  36. The Army’s target market is defined as 
    17- to 24-year-old males who possess a high school diploma and score 50 or higher (category I through IIIA) on the ASVAB test.
  37. What is The Penetrated Market?
    The penetrated market is that portion of the potential market currently serving in the Army or enlisted and serving in the Future Soldier Training Program (FSTP).
  38. The eight recruiting functions. These functions are the fundamentals of the recruiting process.
    • Intelligence
    • Prospecting
    • Interviewing
    • Processing
    • FSTP
    • Training
    • Sustainment
    • Command and Control (C2) 
  39. What does Intelligence support?
    Intelligence supports the planning of recruiting operations.
  40. Describe Prospecting?
    Prospecting is nothing more than trying to contact qualified individuals whomay agree to hear the Army story.
  41. Recruiters have three ways to prospect: 
    • Telephone
    • Face-to-Face
    • E-Mail
  42. Describe INTERVIEWING
    The Army interview truly is the centerpiece and art of recruiting. All recruitingfunctions either support or are the direct result of the Army interview.
  43. Describe PROCESSING
    The processing function ensures only qualified applicants enlist as FutureSoldiers. Processing evaluates the applicant’s qualifications and matches a qualifiedapplicant with the needs of the Army.
  44. Describe the FSTP
    This program prepares the new member for the rigors of initialentry training and life as a Soldier.
  45. What is the goal of training in USAREC?
    The goal of training in USAREC is to improve the ability of recruiters and todevelop recruiting leaders. Effective training begins with a study of doctrine and thecurrent state of operational capabilities.
  46. Describe SUSTAINMENT
    Sustainment supports the whole recruiting Family and is integrated into allrecruiting operations. Sustainment uses military, civilian, and contracted resourcesto provide the physical means for recruiters to work.
  47. Describe C2
    C2 is fundamental to both the art and science of recruiting. Each recruiting function relies on it for integration and synchronization. Commanders combine theart of command and the science of control to accomplish their mission. It includesthose tasks associated with acquiring information, managing relevant information,and directing and leading subordinates.
  48. Describe the ROP
    The ROP is a strategic plan designed to accomplish the mission and improve recruiting performance. This plan is mission based and formulated using information derived from the recruiting functions, the unit’s SWOT analysis, and the commander’s intent.
  49. What is the ROP development?
    ROP development is a continuous process. The process begins with a detailed analysis of the recruiting environment and culminates in a synchronized operational plan to accomplish the mission.
  50. What is SWOT analysis?
    SWOT analysis looks at every factor inherent in the unit’smission and market; market areas the commander must maintain and areas that have been overlooked.
  51. What are 3 types of Interpersonal Communications
    Recruiters are masters of interpersonal communications. The skillful use of verbal, nonverbal, and symbolic communication is vital to their mission success. Each of these three forms of communication has a distinctive purpose:
  52. One of the Interpersonal Communications is Verbal. Describe this communication.
    Verbal communication is often the clearest, but least understoodand most abused form of communication.
  53. One of the Interpersonal Communications is Nonverbal. Describe this communication.
    Nonverbal. People do not always need words to communicate. Most nonverbalcommunication occurs at the subconscious level.
  54. One of the Interpersonal Communications is Symbolic. Describe this communication.
    Symbolic. History is full of stories of leaders who understood and employedthe power of symbols and symbolic gestures to influence the behavior of theirfollowers. Recruiters must understand that what they do and how they do itcan leave a lasting impression on prospects, Future Soldiers, and the peoplewho influence them.
  55. Describe Decisive Operations
    Decisive operations directly accomplish the mission.They determine the outcome of a major operation, battle, or engagement.The decisive operationis the focal point around which commanders design the entire operation.
  56. What are 4 types of decisive recruiting operations?
    • Prospecting
    • Interviewing
    • Processing
    • FSTP
  57. Describe Shaping Operations
    Commanders conduct shaping operations to create and preserve conditions for the effective decisive operations.
  58. When can Shaping Operations become Decisive?
    Shaping operations can become decisive when they create the opportunity in themselves to provide interpersonal contact between the recruiter and their target market.
  59. Like some sustaining and decisive operations, shaping operations can have characteristics of other types of operations. What are these operations?
    • Market intelligence. The chief proponent of market intelligence is thecommand’s office of Market Intelligence and Mission Analysis (also knownas the ACS, G2). Elements of market intelligence include LPA, MAP, theMarket Share Report, and numerous other reports.
    • SRP. High schools and postsecondary schools.
    • Advertising and promotion. The chief proponent at USAREC is the ACS,G7/9. At brigade level and below, this staff element is usually known asAPA. The G7/9 and APA work closely with their counterparts at USAAC,who manage national advertising and promotions.
  60. Describe Sustaining Operations
    Sustainment is as important to success as any other part of the commander’s operational plan. Sustaining operations are utterly inseparable from shaping and decisive operations, although they are not themselves decisive. Sustainment is a central aspect of operations, not an adjunct to them.
  61. When planning recruiting operations, commanders must consider the impact of the more common sustainment functions, What are these sustainment functions?
    • Technical support and maintenance. Computers, telephones, and motor vehicles are critically important to the execution of any recruiting operation. Keeping this equipment in operational condition is a commander’s imperative and a recruiter’s responsibility. Recruiting operations rely heavily on automation, so computers and peripherals (for example, scannersand printers) are vital to mission success.
    • Training. Recruiters, like all Soldiers and employees, require training, either to learn the basic skills for recruiting, to learn new skills, or to refresh their knowledge.
    • Supply. This includes vouchers for transportation of applicants, real estate, and office supplies required to equip and sustain recruiting forces.
    • Human resources support. Provide support needed for manning the force,to include personnel support and services to Soldiers, their Families, DA civilians and contractors, to include morale, welfare, and recreation.
    • Financial management operations. Financial management operations provide finance services and resource management services to commanders.
    • Chaplain support. Army chaplains support recruiting forces in much thesame way they support troops elsewhere. Each brigade has a UMT tosupport operations as directed by the brigade commander. This can includespiritual care, conduct of religious services and ceremonies, such as marriages and funerals, personal counseling, marriage counseling, suicide prevention, and training.
    • Legal support. Each brigade has a team of lawyers and paralegals to provide legal assistance and advice in military justice and administrative, contract, and civil law.
  62. Describe The Army Interview
    The Army interview is the art of recruiting and the centerpiece of recruiting operations. All recruiting operations either support or are the direct result of the Army interview. The interview begins with the recruiter’s personal Army story, goes into prequalification, then segues into developmental counseling which leads to the decision making process.

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