ProTalk: Ideas From the Field
By Rick Welling, USAREC, Doctrine Division
Dec. 9, 2015
We asked first sergeants and center leaders to tell us how they motivate their recruiters so we could share their ideas with the field. Following is some of the feedback we received:
TEAM COMPETITION - I motivate my recruiters through team competition. I reward top recruiters with money, free dinners, and time off.
Recruiters who exceed their assigned tasks are given letters of commendation by the first sergeant at monthly training meetings. This promotes team competition and pride, which is the key to success in this business.
Center leader, Newark, New Jersey
A “STEAK” IN THE BUSINESS - When one of my recruiters exceeds assigned objectives, he or she is given at least $5 towards a steak dinner. This award is given on a monthly basis, and it has increased production almost 100 percent.
Center leader, Des Moines, Iowa
IMPROVING THROUGH ASSOCIATION - I award a telephone amplifying device to the top recruiting center each month. These devices can be purchased at electronic stores and work wonders in improving telephone technique. It permits recruiters to hear both side of the telephone conversation.
I also established this motto, “A problem is an opportunity in disguise,” and have found it eliminates all crutches and excuses. It promotes success and is spreading like wildfire.
First sergeant, Joliet, Illinois
POSITIVE THINKING - To mold an effective recruiting force, the center leader must have an effective recruiting training program. Center leaders must instill a desire to be successful in recruiters.. I have a motto, “If it is to be, it’s up to me.” Instill the importance of positive thinking in each recruiter.
I give rewards for successful recruiting in various forms (i.e., NCOER, ARCOM, time off, etc). I send birthday and anniversary cards to recruiters and their spouses.
First sergeant, Providence, Rhode Island
LEADERSHIP - Good leadership is paramount in motivation. In this light, I give full responsibility to the center leader. I use each and every center leader as my assistant.
One must possess a certain amount of self-motivation. One must have the desire to become the best center leader, the best recruiter. One must have that inner urge. I try to find a degree of one’s inner urge and work from there on motivation.
Competition within centers and companies is motivating. No one likes to see their name at the bottom of a list. I publish a bulletin that indicates each center’s percentages. It is further broken down into categories. I find that all personnel in my area like to know just how they stand in comparison to others.
I have found that communication between recruiters and centers is motivational. All my recruiters and center leaders now talk to each other more often. They challenge each other with objectives beyond those I set. They discuss problems with each other and together they find solutions. This communication has increased their production and morale.
Setting the example via good leadership is about the best formula I know.
First sergeant, Columbus, Ohio
TEAM CONCEPT - Individual recruiting areas within a recruiting center zone no longer exist and a center team concept is utilized.
Step 1. The recruiting area is rezoned into separate centers with a center leader responsible for the mission.
Step 2. Each recruiting center is broken down into four separate divisions with a recruiter in charge of a division (i.e., interview, admin & transport; public relations and contact divisions). Note: Divisions gain assistance from people living within the area.
Step 3. As the recruiters gain experience and confidence, the division jobs are rotated quarterly.
Step 4. Each center’s ROP is reviewed quarterly and changes are made at the local level with respect to each division’s responsibility. This is done to take advantage of each recruiter’s strong point. Note: A sample copy of each division’s standard operating procedure is available to recruiters.
First sergeant, Queens, New York
APPEAL TO PERSONAL PRIDE - I motivate my recruiters by appealing to their individual personal pride. On the 10th, 20th, and 30th of each month, I send a standing sheet to each one of my recruiters letting them know how many applicants they’ve enlisted as compared to other recruiters in the battalion. At the end of each month, I sit down with each recruiter and show him or her their progression over the past month. For example, “In August, you were rated 68th out of 108 recruiters. In September, you were rated 16th out of 108 recruiters.”
This gives them a goal for bettering themselves. This method appeals to personal pride. Personal pride is not given – it must be earned.
Leaning on one’s personal pride in recruiting has increased the production in my area and built a hard working team with built-in competition.
First sergeant, Bloomington, Minneapolis
BUILDING POSITIVE ATTITUDES - The difference between success and failure in recruiting has to do with one’s level of desire to succeed. To help instill this desire, I design my orientation and training in very simple terms. I try to show and tell my recruiters that recruiting can be done successfully if we really try. I always talk about the good things that happen to the recruiter when he or she is successful (i.e., NCOERs, letters of commendation, personal satisfaction, and recognition).
There is no doubt left in the recruiter’s mind that this is one job where he or she is being recognized. That recognition is quick and they are rewarded in direct proportion to their achievements. Their success can only be measured through their efforts. It’s emphasized that the person who is responsible for and is affected most by one’s success or failure is that person.
First sergeant, Mason City, Iowa
These ideas were taken from an HQ USAREC Booklet prepared following a sales seminar in fiscal year 1973.
That’s right, this information is 42 years old.
A few things have changed since then and the text was edited to reflect that. USAREC now has female recruiters. We substituted the words EER for NCOER, sales for recruiting, station for center, area commander for first sergeant, SOP for ROP, and station commander for center leader.
The intent is to show how some techniques from that era still benefit recruiters today.
There are other ideas, tactics, and feedback from that era in recruiting that have been preserved in our historical files. We will continue to identify and present you the most interesting, humorous and enduring tactics in future articles.
By Rick Welling, USAREC, Doctrine Division
Dec. 9, 2015
We asked first sergeants and center leaders to tell us how they motivate their recruiters so we could share their ideas with the field. Following is some of the feedback we received:
TEAM COMPETITION - I motivate my recruiters through team competition. I reward top recruiters with money, free dinners, and time off.
Recruiters who exceed their assigned tasks are given letters of commendation by the first sergeant at monthly training meetings. This promotes team competition and pride, which is the key to success in this business.
Center leader, Newark, New Jersey
A “STEAK” IN THE BUSINESS - When one of my recruiters exceeds assigned objectives, he or she is given at least $5 towards a steak dinner. This award is given on a monthly basis, and it has increased production almost 100 percent.
Center leader, Des Moines, Iowa
IMPROVING THROUGH ASSOCIATION - I award a telephone amplifying device to the top recruiting center each month. These devices can be purchased at electronic stores and work wonders in improving telephone technique. It permits recruiters to hear both side of the telephone conversation.
I also established this motto, “A problem is an opportunity in disguise,” and have found it eliminates all crutches and excuses. It promotes success and is spreading like wildfire.
First sergeant, Joliet, Illinois
POSITIVE THINKING - To mold an effective recruiting force, the center leader must have an effective recruiting training program. Center leaders must instill a desire to be successful in recruiters.. I have a motto, “If it is to be, it’s up to me.” Instill the importance of positive thinking in each recruiter.
I give rewards for successful recruiting in various forms (i.e., NCOER, ARCOM, time off, etc). I send birthday and anniversary cards to recruiters and their spouses.
First sergeant, Providence, Rhode Island
LEADERSHIP - Good leadership is paramount in motivation. In this light, I give full responsibility to the center leader. I use each and every center leader as my assistant.
One must possess a certain amount of self-motivation. One must have the desire to become the best center leader, the best recruiter. One must have that inner urge. I try to find a degree of one’s inner urge and work from there on motivation.
Competition within centers and companies is motivating. No one likes to see their name at the bottom of a list. I publish a bulletin that indicates each center’s percentages. It is further broken down into categories. I find that all personnel in my area like to know just how they stand in comparison to others.
I have found that communication between recruiters and centers is motivational. All my recruiters and center leaders now talk to each other more often. They challenge each other with objectives beyond those I set. They discuss problems with each other and together they find solutions. This communication has increased their production and morale.
Setting the example via good leadership is about the best formula I know.
First sergeant, Columbus, Ohio
TEAM CONCEPT - Individual recruiting areas within a recruiting center zone no longer exist and a center team concept is utilized.
Step 1. The recruiting area is rezoned into separate centers with a center leader responsible for the mission.
Step 2. Each recruiting center is broken down into four separate divisions with a recruiter in charge of a division (i.e., interview, admin & transport; public relations and contact divisions). Note: Divisions gain assistance from people living within the area.
Step 3. As the recruiters gain experience and confidence, the division jobs are rotated quarterly.
Step 4. Each center’s ROP is reviewed quarterly and changes are made at the local level with respect to each division’s responsibility. This is done to take advantage of each recruiter’s strong point. Note: A sample copy of each division’s standard operating procedure is available to recruiters.
First sergeant, Queens, New York
APPEAL TO PERSONAL PRIDE - I motivate my recruiters by appealing to their individual personal pride. On the 10th, 20th, and 30th of each month, I send a standing sheet to each one of my recruiters letting them know how many applicants they’ve enlisted as compared to other recruiters in the battalion. At the end of each month, I sit down with each recruiter and show him or her their progression over the past month. For example, “In August, you were rated 68th out of 108 recruiters. In September, you were rated 16th out of 108 recruiters.”
This gives them a goal for bettering themselves. This method appeals to personal pride. Personal pride is not given – it must be earned.
Leaning on one’s personal pride in recruiting has increased the production in my area and built a hard working team with built-in competition.
First sergeant, Bloomington, Minneapolis
BUILDING POSITIVE ATTITUDES - The difference between success and failure in recruiting has to do with one’s level of desire to succeed. To help instill this desire, I design my orientation and training in very simple terms. I try to show and tell my recruiters that recruiting can be done successfully if we really try. I always talk about the good things that happen to the recruiter when he or she is successful (i.e., NCOERs, letters of commendation, personal satisfaction, and recognition).
There is no doubt left in the recruiter’s mind that this is one job where he or she is being recognized. That recognition is quick and they are rewarded in direct proportion to their achievements. Their success can only be measured through their efforts. It’s emphasized that the person who is responsible for and is affected most by one’s success or failure is that person.
First sergeant, Mason City, Iowa
These ideas were taken from an HQ USAREC Booklet prepared following a sales seminar in fiscal year 1973.
That’s right, this information is 42 years old.
A few things have changed since then and the text was edited to reflect that. USAREC now has female recruiters. We substituted the words EER for NCOER, sales for recruiting, station for center, area commander for first sergeant, SOP for ROP, and station commander for center leader.
The intent is to show how some techniques from that era still benefit recruiters today.
There are other ideas, tactics, and feedback from that era in recruiting that have been preserved in our historical files. We will continue to identify and present you the most interesting, humorous and enduring tactics in future articles.