Recruiting Station and Company Operations, UM 3-02

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Recruiting Station and Company Operations, UM 3-02
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Recruiting Station Company Operations UM 02
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Recruiting Station and Company Operations, UM 3-02
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  1. COMPANY OPERATIONS
    chapters one through six
  2. Q: What is USAREC’s collaboration site that connects recruiters, recruiting leaders, and command staff? The forum allows members to openly voice opinions, give advice, ask questions, and share knowledge.
    • · Recruiting ProNet
    • o Note: To join Recruiting ProNet, visit the forum at https://forums.bcks.army.mil/default.aspx?id=51486
    • (UM 3-01, para 1-3)
  3. Q: The recruiting network consists of two parts (internal and external) that form the information environment. This is also known as the what, “of USAREC”.
    • · Infostructure
    • (UM 3-02, para 1-1)
    • Note: Said another way, the internal and external networks form the recruiter’s infostructure and are the enablers they need to penetrate their markets and ultimately achieve the mission.
    • (UM 3-02,para 1-8)
  4. Q: Telling the ______________ at every opportunity educates the market and community and enables prospects to make informed decisions about Army service.
    • · Army story
    • (UM 3-02, para 2-1)
  5. Q: Whose job is to lead the recruiting force by supporting their operations and blocking any distractions that could affect the accomplishment of their mission?
    • · The recruiting company commander
    • (UM 3-02, para 2-2)
  6. Q: Most Soldiers train to maintain proficiency when deployed. Recruiters are always deployed, they must train during what?
    • · Live-fire operations
    • (UM 3-02, para 2-2)
  7. Q: What should instill in recruiters a sense of confidence and a can-do attitude that will transfer to prospects, applicants, and Future Soldiers?
    • · Company-level training
    • (UM 3-02, para 2-2)
  8. Q: Whose duty is to lead their company and provide quality guidance, direction, and motivation?
    • · The company commander
    • (UM 3-02, para 2-5)
  9. Q: Whose chief duty is to support the commander? They advise the commander and assist in all aspects of recruiting operations. They also oversee the health, welfare, morale, and training of Soldiers. They set and enforce high standards of conduct and appearance, manage the company’s professional development program, and they are the top of the company’s NCO support channel.
    • · The first sergeant
    • (UM 3-02, para 2-7)
  10. Q: Commanders must understand that effective training relies almost entirely on the accurate assessment of recruiter skills during what?
    • · Live-fire operations
    • (UM 3-02, para 2-9)
  11. Q: What is defined as a systematic planning approach used to maximize recruiting performance and promote success?
    • · Recruiting operation plan (ROP)
    • (UM 3-02, para 2-11)
  12. Q: The company’s ROP if focused on the ____________________, while developing operational strategies for the _______________________.
    • · Current recruiting phase line (PL), quarter
    • (UM 3-02, para 2-11)
  13. Q: The company’s ROP is formulated using what as its tactical road map?
    • · The recruiting functions
    • (UM 3-02, para 2-11)
  14. Q: Even though the company’s ROP is market driven, it must be nested in what?
    • · The battalion’s plan
    • (UM 3-02, para 2-11)
  15. Q: What is the first step in the development of a company’s ROP?
    • · Gathering and analyzing market intelligence
    • (UM 3-02, para 2-12)
  16. Q: Intelligence is a four-step procedure that defines the recruiting environment. What are these four steps?
    • · Define the recruiting environment
    • · Describe the demographics
    • · Evaluate the market
    • · Synchronize assets to target high payoff zones and events
    • (UM 3-02, para 2-12)
  17. Q: Directing what efforts to high payoff areas will maximize the recruiter’s time and increase enlistment efficiency?
    • · Prospecting efforts
    • (UM 3-02, para 2-14)
  18. Q: What should the company commander verify after evaluating the market?
    • · The stations’ prospecting plans
    • (UM 3-02, para 2-15)
  19. Q: What is the key to recruiting success and must be thoughtfully planned?
    • · Prospecting
    • (UM 3-02, para 2-15)
  20. Q: What should the company commander ensure that station commanders use when formulating their plans?
    • · SWOT and functions analysis
    • · Prospecting analysis
    • · Mission accomplishment plan (MAP) conversion data
    • · Simultaneous market penetration
    • · Contact milestone progress
    • · Compliance with the commander’s intent
    • (UM 3-02, para 2-15)
  21. Q: What will the commander formulate after evaluation and adjustment of the station’s plans?
    • · The company’s ROP
    • (UM 3-02, para 2-15)
  22. Q: What is a living document that can be adjusted to accommodate market changes, command directives, inprocess reviews (IPR) results, and the like?
    • · The recruiting operating plan (ROP)
    • (UM 3-02, para 2-15 and App D)
  23. Q: Should station, company, and battalion training be included in the company’s ROP and identify the day, location, and time?
    • · Yes
    • (UM 3-02, para 2-18)
  24. Q: What is a mid-range, tactical plan aimed at maximizing the effectiveness of recruiting efforts and achieving the mission?
    • · A company ROP
    • (UM 3-02, para 2-21)
  25. Q: What process helps leaders focus on improving the organization, dominating the market, and accomplishing near-term objectives?
    • · IPR
    • (UM 3-02, para 2-22)
  26. Q: An IPR works how many levels up and how many levels down?
    • · One level up, one level down
    • o Station commanders conduct IPRs with their recruiters
    • o Company commanders conduct IPRs with their station commanders
    • (UM 3-02, para 2-23)
  27. Q: How often are IPRs normally conducted? (Although they can be conducted as often as necessary)
    • · Daily
    • (UM 3-02, para 2-23)
  28. Q: USAREC captures mission data via the Leader Zone (LZ). What items can a leader analyze during the preparation phase of IPR?
    • · MAP
    • · Future Soldier roster
    • · Processing data
    • · Other pertinent data
    • · ROP, strategies, and goals
    • (UM 3-02, para 2-25)
  29. Q: The leader’s prepared outline should guide the conversation during an IPR. List the steps of one possible sequence or approach to the IPR.
    • · (1) Personnel
    • · (2) Present mission posture
    • · (3) Projections
    • · (4) Processing
    • · (5) Prospecting
    • · (6) ROP
    • · (7) FSTP
    • (UM 3-02, para 2-26 and app B, IPR outline)
  30. Q: Just like battle drills, IPRs should be ____________ to promote preparation, patterns of thinking, and successful habits. Subordinates should be prepared to discuss operations in a _________ sequence.
    • · Consistent
    • (UM 3-02, para 2-27)
  31. Q: What enables support staff to advise commanders on market trends and the positioning and missioning of their forces?
    • · Intelligence
    • (UM 3-02, para 3-5)
  32. Q: What four steps comprise the intelligence process?
    • · Define the local recruiting environment
    • · Describe the effects of the recruiting environment
    • · Evaluate the market
    • · Synchronize assets to target high payoff zones and events
    • (UM 3-02, para 3-6)
  33. Q: Defining the local market environment means identifying key factors. What are these factors?
    • · Company and station boundaries
    • · Shopping malls
    • · Population density
    • · Age
    • · Economic status
    • · Major industries
    • · Employment rates
    • · Ethnicity
    • · Schools
    • · USAR and ARNG units
    • · Competition
    • · Traffic flow
    • (UM 3-02, para 3-7)
  34. Q: There are three major ways to view the population. What are they?
    • · Demographic
    • o Describes the area’s population, race, housing (owned versus rented), property value, labor, education, household information, and income levels
    • · Lifestyles
    • o Hobbies, interests, consumer purchasing trends, music preferences, and the TV shows they watch
    • · Psychographics
    • o The study and measurement of attitudes, values, lifestyles, and opinions (wants, needs, and desires)
    • (UM 3-02, para 3-15)
  35. Q: While evaluating the market, what information assists the commander to gather information and provides a format to identify characteristics of the market for analysis?
    • · Demographic information (ethnicity, growth, age, education, and aptitude)
    • · Psychographic information measures interest in the military and generational trends
    • · Socioeconomic information analyzes lifestyle segmentation, regional trends, and metropolitan statistical areas
    • · Sociocultural informational overlay depicts social enclaves and urban, suburban, and rural communities
    • · Production information displays
    • o DOD and Army quality categories
    • o FSTP loss trends by categories
    • o Special mission production
    • o Production by component (job skills, years of service, enlistment options, etcetera)
    • o Marketing events calendar lists all events scheduled in the AO
    • (UM 3-02, para 3-17)
  36. Q: True or False. Reverse planning is essential in creating a successful plan.
    • · True
    • (UM 3-02, para 3-18)
  37. Q: _________________ influences the planning process and helps commanders focus their recruiters and resources on high payoff events.
    • · Targeting
    • (UM 3-02, para 3-20)
  38. Q: What two decisive operations require the direct attention of the company commander?
    • · Prospecting
    • · FSTP
    • (UM 3-02, para 4-1)
  39. Q: What is a continuous operation and is as vital to the company’s mission as gasoline is to an engine?
    • · Prospecting
    • Note: Inadequate prospecting is the major cause of mission shortfalls.
    • (UM 3-02, para 4-2)
  40. Q: What can a station commander do to help overcome “call reluctance” and to increase the likelihood that prospecting will be accomplished?
    • · Monitor prospecting
    • · Critique prospecting
    • · Have well developed and well practiced plans
    • (UM 3-02, para 4-3)
  41. Q: What helps to synchronize station and company prospecting plans?
    • · Regular IPRs
    • o Periodic company IPRs serve to identify and correct negative trends
    • (UM 3-02, para 4-5)
  42. Q: What role do station commanders take in the Future Soldier Training Program?
    • · Platoon sergeant
    • (UM 3-02, para 4-6)
  43. Q: Who is the overall manager of the Future Soldier Training Program?
    • · The company commander
    • (UM 3-02, para 4-8)
  44. Q: What should commanders periodically attend to ensure it is conducted professionally and that standards are clearly defined and explained?
    • · Future Soldier training
    • (UM 3-02, para 4-8)
  45. Q: What are some examples of shaping operations?
    • · Educator tours
    • · COI and VIP events
    • · TAIR and ASB events and displays
    • · Advertising
    • · The battalion market council
    • · FSTP
    • · The school recruiting program (which produced the majority of leads)
    • (UM 3-02, para 5-3)
  46. Q: What is the company’s primary shaping operation?
    • · The school recruiting program
    • (UM 3-02, para 5-4)
  47. Q: Who is responsible for the management and maintenance of the school recruiting program?
    • · The company commander
    • (UM 3-02, para 5-4)
  48. Q: Company recruiter training will be conducted how often? Station commander training?
    • · Company recruiter training will be conducted quarterly
    • o This training will be oriented toward enhancing recruiters’ technical abilities and Army interview skills
    • · Station commander training will be conducted monthly
    • o It will incorporate station commander level tasks such as market analysis, SWOT analysis, ROP formulation, noncommissioned officer evaluation reports, and counseling
    • (UM 3-02, para 6-8)
  49. RECRUITING STATION OPERATIONS
    chapters seven through thirteen
  50. Q: What two parts comprise the recruiting network?
    • · Internal and external network
    • (UM 3-02, para 7-1)
  51. Q: What person is the focal point of USAREC’s network-centric command?
    • · The recruiter
    • (UM 3-02, para 7-1)
  52. Q: What is the authority a commander exercises over subordinates by virtue of rank or assignment?
    • · Command
    • (UM 3-02, para 8-1)
  53. Q: Who is responsible for the supervision, training, and welfare of all personnel assigned to the station?
    • · Station commander
    • (UM 3-02, para 8-1)
  54. Q: Who, assisted by the company commander, first sergeant, and supportive staff, visualize and describe the mission, then direct their recruiters’ actions to achieve it?
    • · Station commander
    • (UM 3-02, para 8-1)
  55. Q: The results of what two types analysis combined with commander’s intent will help the station commander construct their station’s ROP?
    • · SWOT analysis
    • · Recruiting functions analysis
    • (UM 3-02, para 8-2 and App D)
  56. Q: What does term simultaneous market penetration describe?
    • · Prospecting for graduates while prospecting for high school seniors
    • (UM 3-02, para 8-4)
  57. Q: Centers of gravity are those characteristics, capabilities, or localities from which a military force derives its freedom of actions, physical strength, or will to fight. What is the center of gravity in recruiting?
    • · Communication
    • o The up and down flow of information and support
    • (UM 3-02, para 8-5)
  58. Q: A decisive point is a place within the station’s market where a station commander can gain a significant advantage. Name two decisive points in recruiting.
    • · Postsecondary schools
    • · High schools
    • (UM 3-02, para 8-6)
  59. Q: What is a systematic planning approach used to maximize recruiting efforts and realize mission success?
    • · The ROP
    • (UM 3-02, para 8-9)
  60. Q: The station commander must validate the recruiters’ ROP using what?
    • · The station’s recruiting functions analysis
    • · MAP conversion data
    • · Prospecting analysis
    • · SWOT analysis
    • · Commander’s intent
    • · After the station commander validates and adjusts (if needed), the recruiters’ plans must be nested within the station’s ROP.
    • (UM 3-02, para 8-9)
  61. Q: What are the four steps of the intelligence process?
    • · Define the recruiting environment
    • · Describe the demographics
    • · Evaluate the market
    • · Target high payoff zones and events
    • (UM 3-02, para 8-10)
  62. Q: What are the eight elements of recruiting function analysis?
    • · Intelligence
    • · Prospecting
    • · Interviewing
    • · Processing
    • · Future Soldier Training Program (FSTP)
    • · Training
    • · Sustainment
    • · Command and control (C2)
    • (UM 3-02, para 8-10 through 8-21)
  63. Q: What is the key to prospecting success and must be thoughtfully planned?
    • · Prospecting
    • (UM 3-02, para 8-15)
  64. Q: Station commanders should ensure that recruiters use what three items when formulating their prospecting plans?
    • · Market intelligence
    • · Prospecting analysis
    • · MAP conversion data
    • o Simultaneous market penetration and the commander’s intent must also be incorporated in the recruiter’s ROP
    • (UM 3-02, para 8-15)
  65. Q: The ROP, MAP, and recruiting functions are closely monitored by the station commander using what three operational control measures?
    • · Weekly planning meeting
    • · Daily IPR
    • · Weekly AAR
    • (UM 3-02, para 8-21 and B-2)
  66. Q: What does FM 6-22 describe as a quality control checkpoint on the path to mission accomplishment?
    • · IPR
    • (UM 3-02, para 8-22)
  67. Q: What is the suggested IPR sequence?
    • · (1) Personnel
    • · (2) Mission posture
    • · (3) Projections
    • · (4) Processing
    • · (5) Prospecting
    • · (6) FSTP
    • (UM 3-02, para 8-26 and app B)

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