Maj. John L. Hewitt III
Harnessing the Message of Former Soldiers
By: Maj. John L. Hewitt III
March 25, 2015
By now, most recruiters know many high-quality, professional Soldiers have been directed to leave the U.S. Army. As tragic as it is, these former Soldiers hold an important key in the messaging and marketing of the Army. Many have taken this directive in stride — true professionals. Others may not be as accepting.
This dichotomy poses a potential public relations problem for the Army, specifically in recruiting efforts. But it doesn’t have to. By harnessing the positive experiences of former Soldiers, recruiters can mitigate any potential negativity and damage disgruntled former Soldiers present, while simultaneously building a network of professionals who can assist in recruiting efforts.
Here, I provide a simple, five-phase model that can be used to identify, cultivate and employ the positive and favorable personal experiences of former Soldiers. It’s an iterative process that allows for concurrent planning and constant refinement. The model’s input takes into account mission and location dependency. Because of these factors, this isn’t an exhaustive list of phases, actions or events. Nor is the model immutable. Utilize it and its components as you see you fit.
Five-Phase Model
Former Soldier Engagement Model (FSEM).
Phase 1: Engage Former Soldiers. At this phase, recruiters should develop an engagement plan. This is a crucial step in the process. The plan should include a purpose, a scope (deliverables), goals, identified risks, measurements of effectiveness of an end state.
This phase includes several actions that should be executed. Research your area. Identify locations where former Soldiers may have re-entered the community. For instance, Parternship for Youth Success partners, Reserve units, high schools and local colleges/universities. Of note, many former Soldiers will elect to continue their service in Reserve units; therefore, it’s a prime location.
Additionally, many will take positions as teachers through programs such as Troops-to-Teachers and Teach For America. Finally, many will enroll in educational programs to utilize their educational benefits. These are great places to conduct your research and to canvas.
After you’ve drafted the engagement plan, brief the commander and first sergeant. Once approved, it’s time to beat the street and locate the former Soldiers. After locating and engaging them, ensure they understand what you’re proposing. This is about establishing a network of professionals whose experiences can assist in the unit’s recruiting efforts. This person will be a significant component of your recruiting efforts. Scheduling the interview is the culminating step in this phase.
Former Soldier Engagement Plan (FSEP)
Engagement Plan Example
Phase 2: Listen to the Former Soldiers. Now it’s time to execute the interview. Developing the questions is a critical task in this phase. It will come naturally to many recruiters; however, there are three questions that must be asked.
First, what’s your discharge type? Determining a former Soldiers discharge type is pivotal. The standard is an honorable discharge. Caveat: acceptance of any other discharge should be subject to the commander’s approval.
Next, how do you feel about your release? Obviously, a supportive Soldier is the standard.
Third, are you willing to be part of our recruiting initiatives? Securing a commitment from the former Soldier is key. Explain what your recruiting plan entails. Also, explain how he or she will be implemented. You should discuss deliverables -and be specific. Include the goals and expected outcomes of this partnership.
The remainder of the questions should be goal dependent — outlined in the engagement plan. Ideally, the questions should focus on crafting the message for the initial presentation. The culminating step in this phase is securing the commitment. While listening to the responses, you should get a feeling of what type of asset the former Soldier will be. Concurrently, you should be thinking about the presentation venue and audience.
Key points to remember in in Listen Phase.
Phase 3: Implement your plan. In this phase, recruiters should take a moment to review their plan. Are you on track? Or are refinements needed? If none is needed, proceed with the Implementation Phase.
The signature event in this phase is the presentation. It‘s critical to pair the former Soldier’s characteristics and message with an appropriate audience. These traits should be gleaned during the Listen Phase.
You should identify whether the former Soldier will best serve in a high school or university environment. This also depends on market and location considerations. Once the forum is identified, schedule the event.
Work with the event point-of-contact as you would any other event; however, there may be additional coordination requirements for this event. Be cognizant of any protocol requirements or issues. Additionally, finalizing the narrative and message are critical tasks in this phase.
A key component of the presentation should include correcting any misinformation and misconceptions about the Army. A rehearsal with the future Soldier is highly encouraged.
Key actions in the Implement Phase
Phase 4: Assess your plan. Now that the heavy lifting is done, it’s time to review what transpired. An after action review should be conducted. Your actions should be assessed with a critical eye. The perfunctory three ups, three downs may not suffice. For a comprehensive review, consider including the first sergeant and the commander.
A few areas to assess should include: did the presentation hit the target? Was the intended message conveyed? Were misinformation and myths debunked? Did we fulfill the scope and purpose? Will the end state be realized? Answering these questions will provide the dialogue needed to reveal deficiencies in the approach. This pointed analysis will improve the entire process (going forward).
Key points for AAR model
Phase 5: Follow-up. This is the final phase. After you have completed the AAR and conducted the followed-ups, you should conduct a quick analysis. This will give you a clearer understanding of the impacts and benefits of the engagement.
During this phase, you should develop a list of follow-up entities: the former Soldier, the event POC, and prospects (identified leads). When you follow-up with the former Soldier, you should diagnose any issues. (You can conduct a quick AAR.) Also, capitalize on any positive impacts or benefits yielded by the presentation.
If the event was successful, you and the former Soldier should consider conducting future presentations. These steps conclude the Follow-up Phase; however, since the model’s iterative, you should return to the Engage Phase. This time when you begin, you’ll start with a refined, improved, and more efficient approach.
Follow-up Phase tasks
Conclusion: Soldiers who have recently been released from the Army are an exceptional source for recruiting efforts. Utilizing their stories and personal experiences provide the recruiter with another credible person capable of marketing the Army. By engaging these former Soldiers, you can develop a network of professionals who can assist in your recruiting initiatives.
The FSEM provides a blueprint on of how to effectively engage and implement former Soldiers into your recruiting efforts. This model is a guide, not the gospel. Tweak as needed (mission and location dependent, of course), and harness the positive messages and experiences of former Soldiers.
Maj. John. Hewitt is a former company commander for the Lawton Recruiting Company, Oklahoma City Battalion. He has been out of recruiting for four years but asked for the opportunity to share information on how to use former Soldiers to enhance recruiting. Hewitt currently serves as an operations research analyst at U.S. Army Central at Shaw Air Force Base, South Carolina.
By: Maj. John L. Hewitt III
March 25, 2015
By now, most recruiters know many high-quality, professional Soldiers have been directed to leave the U.S. Army. As tragic as it is, these former Soldiers hold an important key in the messaging and marketing of the Army. Many have taken this directive in stride — true professionals. Others may not be as accepting.
This dichotomy poses a potential public relations problem for the Army, specifically in recruiting efforts. But it doesn’t have to. By harnessing the positive experiences of former Soldiers, recruiters can mitigate any potential negativity and damage disgruntled former Soldiers present, while simultaneously building a network of professionals who can assist in recruiting efforts.
Here, I provide a simple, five-phase model that can be used to identify, cultivate and employ the positive and favorable personal experiences of former Soldiers. It’s an iterative process that allows for concurrent planning and constant refinement. The model’s input takes into account mission and location dependency. Because of these factors, this isn’t an exhaustive list of phases, actions or events. Nor is the model immutable. Utilize it and its components as you see you fit.
Five-Phase Model
- Engage
- Listen
- Implement
- Assess
- Followup
Former Soldier Engagement Model (FSEM).
Phase 1: Engage Former Soldiers. At this phase, recruiters should develop an engagement plan. This is a crucial step in the process. The plan should include a purpose, a scope (deliverables), goals, identified risks, measurements of effectiveness of an end state.
This phase includes several actions that should be executed. Research your area. Identify locations where former Soldiers may have re-entered the community. For instance, Parternship for Youth Success partners, Reserve units, high schools and local colleges/universities. Of note, many former Soldiers will elect to continue their service in Reserve units; therefore, it’s a prime location.
Additionally, many will take positions as teachers through programs such as Troops-to-Teachers and Teach For America. Finally, many will enroll in educational programs to utilize their educational benefits. These are great places to conduct your research and to canvas.
After you’ve drafted the engagement plan, brief the commander and first sergeant. Once approved, it’s time to beat the street and locate the former Soldiers. After locating and engaging them, ensure they understand what you’re proposing. This is about establishing a network of professionals whose experiences can assist in the unit’s recruiting efforts. This person will be a significant component of your recruiting efforts. Scheduling the interview is the culminating step in this phase.
Former Soldier Engagement Plan (FSEP)
- Purpose: Harness positive experiences of Former Soldiers; utilize in recruiting efforts.
- Scope: Identified deliverables.
- Goals: Establish a network of former Soldiers within the community that will increase enlistments by (15 percent).
- Risks: Encountering unsupportive/disgruntled former Soldiers; unsupportive institutions/agencies.
- Measures of Effectiveness (MoE): 10 percent increase in number of leads; increase enlistments in market.
-
Endstate:
Army and community relationship strengthened; network of 10 former Soldiers
established; and enlistment goals exceeded by 15 percent for the quarter.
Engagement Plan Example
Phase 2: Listen to the Former Soldiers. Now it’s time to execute the interview. Developing the questions is a critical task in this phase. It will come naturally to many recruiters; however, there are three questions that must be asked.
First, what’s your discharge type? Determining a former Soldiers discharge type is pivotal. The standard is an honorable discharge. Caveat: acceptance of any other discharge should be subject to the commander’s approval.
Next, how do you feel about your release? Obviously, a supportive Soldier is the standard.
Third, are you willing to be part of our recruiting initiatives? Securing a commitment from the former Soldier is key. Explain what your recruiting plan entails. Also, explain how he or she will be implemented. You should discuss deliverables -and be specific. Include the goals and expected outcomes of this partnership.
The remainder of the questions should be goal dependent — outlined in the engagement plan. Ideally, the questions should focus on crafting the message for the initial presentation. The culminating step in this phase is securing the commitment. While listening to the responses, you should get a feeling of what type of asset the former Soldier will be. Concurrently, you should be thinking about the presentation venue and audience.
Key points to remember in in Listen Phase.
- Determine discharge type
- Determine the former Soldier’s feelings toward discharge
- Secure obligation and commitment
Phase 3: Implement your plan. In this phase, recruiters should take a moment to review their plan. Are you on track? Or are refinements needed? If none is needed, proceed with the Implementation Phase.
The signature event in this phase is the presentation. It‘s critical to pair the former Soldier’s characteristics and message with an appropriate audience. These traits should be gleaned during the Listen Phase.
You should identify whether the former Soldier will best serve in a high school or university environment. This also depends on market and location considerations. Once the forum is identified, schedule the event.
Work with the event point-of-contact as you would any other event; however, there may be additional coordination requirements for this event. Be cognizant of any protocol requirements or issues. Additionally, finalizing the narrative and message are critical tasks in this phase.
A key component of the presentation should include correcting any misinformation and misconceptions about the Army. A rehearsal with the future Soldier is highly encouraged.
Key actions in the Implement Phase
- Identify presentation venue/forum
- Refine the plan as needed
- Rehearse the presentation
Phase 4: Assess your plan. Now that the heavy lifting is done, it’s time to review what transpired. An after action review should be conducted. Your actions should be assessed with a critical eye. The perfunctory three ups, three downs may not suffice. For a comprehensive review, consider including the first sergeant and the commander.
A few areas to assess should include: did the presentation hit the target? Was the intended message conveyed? Were misinformation and myths debunked? Did we fulfill the scope and purpose? Will the end state be realized? Answering these questions will provide the dialogue needed to reveal deficiencies in the approach. This pointed analysis will improve the entire process (going forward).
Key points for AAR model
- Did the presentation hit the mark?
- Was the message conveyed?
- Did we inform the audience?
- Did we fulfill the purpose and scope?
- Will the endstate be
realized?
Phase 5: Follow-up. This is the final phase. After you have completed the AAR and conducted the followed-ups, you should conduct a quick analysis. This will give you a clearer understanding of the impacts and benefits of the engagement.
During this phase, you should develop a list of follow-up entities: the former Soldier, the event POC, and prospects (identified leads). When you follow-up with the former Soldier, you should diagnose any issues. (You can conduct a quick AAR.) Also, capitalize on any positive impacts or benefits yielded by the presentation.
If the event was successful, you and the former Soldier should consider conducting future presentations. These steps conclude the Follow-up Phase; however, since the model’s iterative, you should return to the Engage Phase. This time when you begin, you’ll start with a refined, improved, and more efficient approach.
Follow-up Phase tasks
- Identify follow-up entities
- Follow-up with former Soldiersand identified leads
- Conduct refinement analysis
- Return to Engage Phase
Conclusion: Soldiers who have recently been released from the Army are an exceptional source for recruiting efforts. Utilizing their stories and personal experiences provide the recruiter with another credible person capable of marketing the Army. By engaging these former Soldiers, you can develop a network of professionals who can assist in your recruiting initiatives.
The FSEM provides a blueprint on of how to effectively engage and implement former Soldiers into your recruiting efforts. This model is a guide, not the gospel. Tweak as needed (mission and location dependent, of course), and harness the positive messages and experiences of former Soldiers.
Maj. John. Hewitt is a former company commander for the Lawton Recruiting Company, Oklahoma City Battalion. He has been out of recruiting for four years but asked for the opportunity to share information on how to use former Soldiers to enhance recruiting. Hewitt currently serves as an operations research analyst at U.S. Army Central at Shaw Air Force Base, South Carolina.