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RAND
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Encouraging Recruiter Achievement A Recent History of Military Recruiter Incentive Programs
Carole Oken, Beth J. Asch
/*»&. FVr- OS D/A
National Defense Research Institute Arroyo Center 19980220 038
Si^3 (ÄG^T ZT-JTr-TTT.
The research described in this report was conducted within two RAND federally funded research and development centers. The National Defense Research Insti- tute, sponsored by the Office of the Secretary of Defense, the Joint Staff, and the defense agencies, Contract DASW01-95-C-0059; and by the Arroyo Center sponsored by the United States Army, Contract DASW01-96-C-0004.
Library of Congress Cataloging-in-Publication Data
Oken, Carole.
Encouraging recruiter achievement : a recent history of recruiter incentive programs / Carole Oken, Beth J. Asch.
p. cm. "Prepared for the Office of the Secretary of Defense and the U.S.
Army by RAND's Arroyo Center." "MR-845-OSD/A" Includes bibliographical references. ISBN 0-8330-2552-X
1. United States—Armed Forces—Recruiting, enlistment, etc. 2. Performance awards—United States. I. Asch, BethJ. II. United States. Dept. of Defense. Office of the Secretary of Defense. III. Arroyo Center. IV. Title. UB323.038 1997 355.2 • 23 ' 0973—dc21 97-37885
CIP
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PREFACE
In the spring of 1994, the Army Chief of Staff and the Deputy
Secretary of Defense asked RAND to examine recent trends in the
recruiting market and assess their implications for meeting accession
requirements. The request for assistance came about because of
indications of increased difficulty in meeting recruiting goals. It
consisted of two parts: (1) a quick initial examination of the trends
and (2) a longer-term research agenda to study the recruiting outlook in
depth. The results of the preliminary examination were briefed in May
1994 and are described in MR-549-A/OSD, Recent Recruiting Trends and
Their Implications: Preliminary Analysis and Recommendations (Asch and
Orvis, 1994) .
This report presents results from the longer-term analysis. In it
we describe recruiter incentive plans in each service and how they have
changed over time. Its findings should interest planners and
policymakers concerned with recruiting. Additional results from the
longer-term analysis are described in MR-677-A/OSD, Military Recruiting
Outlook: Recent Trends in Enlistment Propensity and Conversion of
Potential Enlisted Supply (Orvis, Sastry, and McDonald, 1996) and other
documents that will be forthcoming as part of this project.
This research was conducted within the Manpower and Training
Program, part of RAND's Arroyo Center, and within the Forces and
Resources Policy Center, part of RAND's National Defense Research
Institute. The Arroyo Center and the National Defense Research
Institute are both federally funded research and development centers,
the first sponsored by the United States Army and the second by the
Office of the Secretary of Defense, the Joint Staff, and the defense
agencies.
CONTENTS
Preface in
Tables vii
Summary ix
Acknowledgments xiii
Acronyms xv
1. INTRODUCTION 1
2 . ARMY 5 Goals 6 Program 300 6
Basis for Awards 6 How Points Accrue 8 Mission Box 9 Team Concept Points 10 Commanding General's Bonus Points 11 Referral Points 11
Success 2000 12 Rationale and Basis for Awards 12 How Points Accrue 13 Mission Box 15 Commanding General's Bonus Points 16
3 . NAVY 17 Goals 17 Incentive Plans, FY79 To FY90 19
Freeman Plan 19 Annual Awards 22 Gold and Silver Wreath Program 23 Other Programs 24
Incentive Plans, FY 90 to FY 94 24 Overproduction/Promotion Incentive Programs 25 Annual Awards 28 Gold Wreath 32
Incentive Plans, FY94 to the Present 32 The Future 34
4 . AIR FORCE 3 5 Goals 36 Competition System 37
Assigning and Calculating Points 39 Breaking Ties and Determining Award Winners 40 Competition in FY94 41
Awards Program 43 Categories, Criteria, and Awards 44 Special Incentive Programs 45 Recruiting Service and Group Commander Emphasis and Bonus
Programs 47
VI
5 . MARINE CORPS 49 Staff, Command, and Organization 49 Goals 51 Awards 51 Recruiting Incentive Plans 53
National Plan 53 The Summer Recruiting Offensive of 1989: A Commandant's
Campaign 56 Western Recruiting Region Plan 58 Eastern Recruiting Region Plan 59 District and Station Plans 60
6 . CONCLUSION 62
Appendix
A. ARMY INCENTIVE AWARD POINTS 65
B. NAVY RECRUITING COMMAND COMPETITION SYSTEM FORMULAS FOR CALCULATING POINTS 67
C. NAVY RECRUITING COMMAND RECRUITER ADVANCEMENT THROUGH EXCELLENCE (RATE) PROMOTION FORMULA TABLES FOR DISTRICTS AND ZONES 71
D. NAVY RECRUITING COMMAND RECRUITER EXCELLENCE INCENTIVE PROGRAM (REIP) PRODUCTION PROMOTION FORMULAS FOR DISTRICTS 72
E. NAVY RECRUITING COMMAND INDIVIDUAL AND UNIT ANNUAL INCENTIVE AWARDS TABLES 73
F. AIR FORCE RECRUITING SERVICE COMPETITION SYSTEM FY 87 TO FY93; FY9 5 78
G. AIR FORCE RECRUITING SERVICE INCENTIVE AWARDS PROGRAM 82
H. AIR FORCE ONE-TIME INCENTIVE PROGRAMS 101
I. MARINE CORPS DISTRICT INCENTIVE PLANS (EXAMPLES) 103
Bibliography 107
VI1
TABLES
S.l. Summary Characteristics of National-Level Service Recruiting Plans xl
2.1. Achievement Awards and Points 7
2.2. Army Production and Overproduction Incentive Points 8
2.3. Success 2000 Regular Army Mission Box and Incentive Award
Points. 14
3.1. Freeman Plan Point Values 20
3.2. Recruiter Rewards and Promotion Points, and Required Twelve-Month-Average Freeman Plan Points 21
3.3. RMAP, RATE, and REIP Overproduction/Promotion Incentive Programs 27
3.4. Quality Incentive System (QIS) Weights 30
3.5. Illustrative QIS Point Calculation 31
4.1. Recruiting Service and Group Commander Emphasis and Bonus Programs 48
5.1. Marine Corps Awards and Recognition 52
5.2. Commandant's Superior Achiever Award Criteria 55
A.1. Regular Army Incentive Award Points 66
F.l. Air Force Recruiting Service Competition System, FY87 to FY93 ; FY95 79
G.l. Air Force Recruiting Service Incentive Awards Program (Recruiting Groups) FY90 to FY95 83
G.2. Air Force Recruiting Service Incentive Awards Program (Recruiting Squadrons) FY90 to FY95 89
G.3. Air Force Recruiting Service'Incentive Awards Program (Individuals) FY90 to FY95 95
SUMMARY
Even before accession requirements began rising in FY96, military
recruiters reported some difficulty meeting accession goals during the
enlisted-force drawdown, which bottomed out in FY94-95. Using two
approaches, RAND examined the supply of potential recruits in the spring
of 1994 and concluded that the pool of high-quality youth was adequate
to meet DoD's needs. If anything, more potential recruits were
available relative to accession needs than before the drawdown.
Could changes in recruiting practices explain the accession
difficulties? As one step toward answering this question, we reviewed
the evolution over the last 15 to 20 years of recruiter incentive plans
in each of the services. In this report, we present this review in
considerable detail, service by service, for enlisted personnel in the
active force. (The review concentrates on national-level plans; the
service recruiting commands also allow their various subordinate
jurisdictions to establish plans.) Here, we look across the services in
an effort to arrive at some generalizations.
Every year, each service's recruiting command sets accession goals
that will allow it to meet a congressionally mandated "end strength"
with a desirable experience profile. These goals may also include
subsidiary objectives for recruits of high aptitude or with certain
skills or other characteristics. The goals are allocated down a
hierarchy of organizational elements within the recruiting command,
e.g., regions, districts, and stations. Through the 1980s, all services
also set goals for individual recruiters. Since FY90, however, the Navy
has operated without individual goals, and the Army has since followed
suit although the Army recently began using individual goals again.
Both those services relied on team goals as incentives for individuals.
The Air Force and Marine Corps continue to set goals for individual
recruiters.
Each recruiting command has a system of awards for the top-
performing units or individuals (or both). These range from plaques and
other mementos to achievement medals and enhanced promotion
opportunities. Award candidates are nominated by commanders at various
levels, based largely on objective performance measures, with some
attention to various subjective factors. Performance is measured
objectively by the number of recruiting contracts written over some
period of time. Within these general parameters, incentive plans at the
national level have differed among services in important ways. While it
is difficult to neatly classify the plans into simple categories, Table
S.l provides a general summary that attempts to do so.
Primary Emphasis. Though all services have ways of rewarding
both units and individuals, the emphasis differs. Until
recently the Army's emphasis has been on individual awards
(toward which unit performance counts), whereas the Marine
Corps emphasizes unit awards. The Air Force and Navy reward
both units and individuals^'
Eligibility Basis. Awards can be given either for attaining
certain criteria (i.e., absolute performance) or for coming out
at or near the top in a competition (relative performance).
Army recruiters and Marine recruiting units are eligible for
awards on achievement of specified criteria—a point total
attained or a set of goals fulfilled in a given period of time.
That is also true of one of the Navy plans and of the Air
Force's plan for individual incentives. But the Air Force unit
incentive plan and one of the Navy plans have used competition
or relative performance as a stimulus. In such a plan, award
eligibility goes to the individual or unit with the top point
total or the highest number of recruits of a particular type
secured, over some geographical area and time period.
In addition to the cross-service variation in incentive plans,
these plans have also evolved significantly within most of the services
during the 1990s. The Navy added to one of its individual-incentive
plans a component that awarded "team play" by allowing individuals to
take credit for achievements by their unit. The Army already had such a
provision but expanded it. The Navy took one of its plans off a point
system and put the other one on. It then devolved authority for the
- XI
Table S.l
Summary Characteristics of National-Level Service Recruiting Plans
Years in Primary Eligibility
Service and Plan 3ffect Emphasis3 Basisb
Army Program 3 00 FY82 - FY94 Individual/
unit Absolute
Success 2000 FY95 - FY97 Unit Absolute Navy
Freeman Plan FY79 - FY88 Individual Absolute Competition System FY79 - FY90 Unit Relative Recruiter Meritorious Advancement Program FY90 - FY93 Individual Relative
Recruiter Advancement Through Excellence program FY90 - FY93 Unit Relative
Quality-Incentive- System-based competition0 FY90 - FY94 Unit Relative
Recruiter Excellence FY93 - present Individual/ Relative Incentive Program unit
Air Force Competition System Early
FY93, 1970s to FY95d
Unit Relative
Awards Program0 Early 1970s to Individual Mixed
Marine Corps National Planf
present
Late 1970s to Unit present
Mixed
a"Individual" indicates emphasis on incentives for individual recruiters; "unit" indicates emphasis on unit incentives.
b"Absolute" indicates that award eligibility rests on achieving specified numbers; "relative" indicates that eligibility depends on achieving better numbers than others achieve.
cThe basis for the Navy Competition System changed to QIS in FY90. A national-level system terminated in FY94; most lower-level commands still use a QIS-type system.
dIn FY94, groups and their associated squadrons designed unique competition systems rather than a national system.
eThe Air Force Awards Program also issues awards to units based on Competition System totals.
fThe Marine Corps depends on lower commands to create and manage competition and awards plans in addition to the national plan.
second system to lower levels in the command structure. The Air Force
also devolved authority for its' unit award system for one year, then
reinstated it at the national level. The Marine Corps, whose national-
Xll
level award system has been modest in scope compared to the others, has
all along had strong incentive programs at lower levels. These programs
have shown almost as much diversity as that exhibited across services.
The diversity we observe across service incentive plans and over
time may be due to various causes, including service culture and changes
associated with the drawdown. We know that some of the changes arose
from judgments of misalignment between service goals and unit and
individual goals induced by incentives, or from concerns over fairness
across recruiters. Some of the changes also represent responses to
problems in attaining accession objectives at some levels within the
service. But the variety of changes suggest that, in general, the
services have been struggling over time to find the best incentive plan
to fit their needs.
To understand what the best incentive plan is for each service and
what its features would be, one first needs a framework or model of how
recruiters respond to alternative incentive plan features. In addition,
one needs empirical estimates of how alternative features affect
recruiter behavior. Unfortunately, both are lacking. Past work in
these areas (for example, Dertouzos, 1985; Asch, 1990; and Asch and
Karoly, 1993) tends to narrowly focus on either setting and achieving
goals or on specific groups of recruiting personnel in specific
locations. Future research needs to take a broader approach. In
providing background on the incentive plans and how they have changed
over time, this report lays the groundwork for such research.
Xlll -
ACKNOWLEDGMENTS
Acquiring the extensive historic and contemporary documents and
other information necessary to review recruiter incentive systems for
all four military service branches required the assistance of numerous
recruiting specialists within the services, at other organizations, and
at RAND. Their job was made even more difficult because so many
documents were destroyed in compliance with the Paperwork Reduction Act.
In addition to providing printed materials, several people patiently and
thoughtfully spoke with us explaining and illuminating their incentive
and awards programs documentation, and reviewed our draft report for
their service branch.
Our primary Army contact at Headquarters United States Army
Recruiting Command, Sergeant First Class Michael Ayers, generously
updated materials we had acquired for previous studies and provided
valuable insights about the way army recruiters respond to incentives
and the way incentives have changed in response to recruiting practices.
Sergeant Ayers was a member of the team that developed the recently
instituted Success 2000 incentive and awards program.
We extend our gratitude to Dr. Edward Schmitz and Mr. Carl Kannapel
at the Research Studies Branch of the Research Division, Commander, Navy
Recruiting Command (CNRC), and to several members of the CNRC staff
including Ed Kearl on goals and Kate Peerman on the Quality Incentive
System. They supplied extensive documentation and graciously, in great
detail, discussed the evolution of the current recruiter incentive
system. They also spent substantial time helping to increase our
understanding of the various incentive programs. In addition, Ravi
Sharma at the Center for Naval Analyses (CNA) discussed differences
between current and past incentive systems and helped us obtain historic
documents at CNA.
At the Air Force Recruiting Service Headquarters, George Germadnik
provided information about goals and guided us through the system.
Master Sergeants Darryl Casey and Ron Attaquin and Chief Master Sergeant
Gregory McCord provided the necessary documentation and responded to our
XIV
many inquiries about the competition, incentive award, and goaling
systems. Their experience and knowledge benefited our interpretations
greatly and we are most appreciative.
The Marine Corps was particularly generous in supplying full
documentation of its recruiter program from the Commandant level through
local station competition programs. In particular, Lieutenant Colonel
Craig Petranc, Major Steven Kendall, and Major David L. Semple were our
primary liaisons. • Colonel Clyde Slick reviewed the Marine Corps section
of this document. We also want to acknowledge the contributions of the
district commands in giving us the plans for their incentive
competitions.
We also appreciate the assistance of commanders and their staffs at
the many recruiting installations we visited and spoke with around the
country. They increased our understanding of how incentive systems are
implemented and the ways recruiters respond. They also supplied
valuable documentation of local incentive programs.
We want to express our sincere appreciation for the assistance
provided by Lt. Cdr. Carol Ellis and Lt. Col. Norma Tovar during their
RAND fellowships and by Lt. Col. Steve Galing. We would also like to
thank Jim Chiesa and Nikki Shacklett for their editing assistance and
Tracy Jenkins and Jerene Kelly for their secretarial support.
ACRONYMS
ACE New name for Navy's Production
Excellence Program
AFCM Air Force Commendation Medal
AFQT Armed Forces Qualification Test
AH Allied health professions
AI Aptitude Index
AIS Area Incentive System
APR Accessions per Recruiter
ARMS Automated Recruiting Management System
ASAP Actively Seeking Another Provider
ASVAB Armed Services Vocational Aptitude
Battery
ATB Across the Board
BMT Basic Military Training
BSC Biomedical Sciences Corps
CMC Commandant of the Marine Corps
CNA Center for Naval Analysis
CNRC Commander, Navy Recruiting Command
CONAP Concurrent Admissions Program
CRNA Certified Registered Nurse Anesthetist
DEP Delayed-entry program/pool
DTP Delayed-training program
GA High school graduate, I-IIIA
GED General Equivalency Diploma
GTEP Guaranteed Training Enlistment Program
HPSP Health Program Scholarship Program
HQ/AFRS Headquarters, Air Force Recruiting
Service
MCD Marine Corps District
MCRC Marine Corps Recruiting Command
MEPS Military Entrance Processing Stations
MSC Medical Service Corps
XVI -
NCOIC Non-commissioned officer in charge
NPS Non-prior service
NRCCS Naval Recruiting Command Competition
System
OPLAN Operation Plan
OSD Office of the Secretary of Defense
OTS Officer Training School
PA Physician assistant
PCS Permanent Contract Station
PEP Production Excellence Program
PPOD Pivot Point Objective Delayed-Entry
Program
PPOM Pivot Point Objective Market
PT Physical therapist
QIS Quality Incentive System
RATE Recruiter Advancement Through Excellence
program
REIP Recruiter Excellence Incentive Program
RMAP Recruiter Meritorious Advancement
Program
ROTC Reserve Officer Training Corps
ROY Recruiter of the Year
RR Recruiting Region
RS Recruiting Station
RSO Recruiting Services Operations
RSS Recruiting Sub Station
SA High school senior, I-IIIA
TRF Transient Recruiting Facility
TSC Test Score Category
UMG Upper Mental Group
USAREC United States Army Recruiting Command
1. INTRODUCTION
Although the services have consistently met their accession targets
since the beginning of the drawdown, in FY94 they began reporting
increased difficulties in doing so. These reports raised concern about
the services' ability to meet future accession goals, which were to rise
sharply beginning in FY96. In the spring of 1994, we analyzed trends in
enlisted supply and concluded that there should be an adequate supply of
enlisted personnel to meet the services' goals (Asch and Orvis, 1994).
Thus, to the extent that the services were reporting difficulties, we
concluded that demand-side factors, such as the way recruiters were
managed, might explain these difficulties.
Two key components of recruiter management are quotas and
incentives. One purpose of quotas and incentives is to help motivate
recruiters to work hard and efficiently to meet the services' accession
targets. Another is to motivate them to allocate their effort toward
enlistments that are especially valued by the services, such as high-
quality candidates. To answer the question of how and whether these
recruiter management tools help explain recruiting difficulties, one
needs to answer two subordinate questions:
(1) How have these tools been structured? Recruiter quotas and
incentives differ significantly by service and, within service,
over time. These variations reflect different service
cultures, recruit supply condition, and accession requirements.
Unfortunately, information on quotas and incentives has not
been collated in one place. Thus, answering this question is
not as straightforward as it might seem.
(2) How do recruiter management tools influence recruiter behavior?
Answering this question ideally requires an answer to question
(1) along with recruiter-level data on recruiter
characteristics and productivity. This question has not been
completely answered either. Most past studies have focused on
the role of recruiter goals (see, for example, Jehn and
2 -
Shughart 1996; Berner and Daula, 1993), and the few that have
examined the effects of the incentive plans have focused on
specific services, locations, and recruiting personnel (such as
job counselors) during specific time periods (Dertouzos, 1986;
Asch, 1990; Asch and Karoly, 1993; Cooke, 1987a and 1988a).
While these studies suggest that the plans influence behavior,
the available evidence is still insufficient to be able to draw
general conclusions about which aspects of various incentives
plans are the most influential, and under what circumstances
The many changes in the structure of incentive plans suggest that
the services have often struggled to find the appropriate plan as
recruiting conditions have changed. But determining the appropriate
plan also requires answers to questions (1) and (2). Thus, the periodic
redesigns that the plans undergo are done without complete information
on how different aspects of the plans affect behavior.
Answering questions (1) and (2) is a large task that is beyond the
scope of our project. Instead, we restrict ourselves to question (1),
with a focus on incentive plans.
The report is organized by service, with one chapter devoted to
each. The chapters are organized similarly, beginning with introductory
material generally outlining the service's approach to recruiter
incentives, to provide some orientation to the reader. There follows a
section on recruiting quantity and quality goals and how they are
allocated to recruiting units, e.g., stations. While our focus is on
incentives, it is useful to have some information on goals or quotas
because it is to facilitate fulfilling or exceeding them that incentives
are established.
The bulk of each chapter is devoted to the incentive plans
themselves, presented in historical order. Incentives are offered to
units and individuals and are generally in the form of medals,
commendations, and plaques or other mementos, though most programs also
offer a limited number of promotions to the most deserving individuals.
These awards have for most of the period covered been conferred on the
basis of points earned for contracts written, where the point values
- 3
vary for recruits of differing aptitude or occupational specialty.
Awards may be made to units or individuals accumulating the most points
or earning a specified number of points in a period. Earning either
points or awards may be conditioned on fulfilling recruiting goals.
The main topics under each successive plan are thus the character
of the awards, the point totals or other criteria that must be met to
earn awards, and the basis for calculating points, e.g., the values of
various contract types. The order in which these are taken up varies
because each service structures its plans somewhat differently, making
it more convenient or efficient to structure the discussions somewhat
differently.
Emphasis is on national incentive plans, though some information is
provided on regional plans. Incentives are also generated locally, but
these are too numerous for treatment here. This report is further
restricted to incentives offered for recruiting enlisted personnel into
the active components. Incentives are also available for recruiting
reserve personnel and officers, but these are not addressed here except
where some acknowledgment is required to sensibly describe an enlisted
plan.
Because most chapters assume some knowledge of the Armed Forces
Qualification Test (AFQT) and delayed-entry programs (DEPs), a brief
description is offered here. The AFQT is a composite of several of the
ten components of the Armed Services Vocational Aptitude Battery, a
standard set of tests administered to all potential recruits to
determine their eligibility to enter the service and their job
qualifications. Based on their AFQT scores, recruits are placed into
classes designated by roman numerals, I (highest) to V. Class III is
divided into A and B subclasses. For a recruit to make Class I, his or
her score must be in the top 8 percent of test-takers, i.e., at the 93 rd
percentile or higher. Recruits scoring at the 65th through 92nd
percentiles make Class II and those scoring in the 50th through 64th
make Class IIIA. These classes are regarded by the services as the most
desirable and incentive systems often place a premium on contracts at
that level. Class IIIB is for recruits scoring in the 31st through 49th
percentiles, Class IV for the 24th through 30th, and Class V for the
bottom quarter.
Once tested, an individual may eventually sign a contract for
service. In doing so, he or she typically makes a reservation for a
date of entry that may be anytime from a day to months later. In the
meantime, the recruit is in a delayed-entry pool. Some DEP recruits
change their minds and fail to join. When the contract is written, the
recruiter generally gets credit for it within the incentive system, and
goals are often stated in terms of reservations placed or contracts
written per month. But points may be lost when a signatory fails to
show (or "ship") at the date for accession.1 Alternatively, some
incentive systems offer premiums for recruits who do eventually ship.
This recent history of recruiter incentive plans is drawn largely
from archival sources and from conversations with key recruiting command
staff members. In a companion report, we describe visits we made to
some recruiting sites. These visits were undertaken to determine if
recruiting practices and recruiter management practices have changed and
what broad influences might be affecting recruiting that are.not
captured by explicit variables in the reestimation of our models (Asch
and Orvis, 1994; Orvis et al., 1995).
1Field recruiters sometimes refer to a contract written as an "accession." In this report, "accession" refers to entry to active duty.
5 -
ARMY
Our review of Army incentive plans and changes to those plans
begins with FY83. From November 1982 until October 1994, recruiters
operated under an incentive plan called Program 300. Beginning in FY95
a new plan, Success 2000, was implemented.1 We discuss these plans in
that order, following some initial information on goals.
Every level of recruiter from field recruiters through commanders
participate in the incentive programs, although the incentive structure
differs by level. Army recruiters earn sequential awards by
accumulating incentive points toward accomplishing individual and unit
missions, and they also earn bonus points. Bonus points are awarded for
contracts in specific categories and for specific command achievements.
Awards are usually presented by a general officer or commanding officer
at regularly scheduled ceremonies, and most are noted in the
individual's record.
Additional non-point-based incentives are the Commanding General's
Club and local awards programs. Each quarter the commanding general,
United States Army Recruiting Command (USAREC), selects a recruiter from
every recruiting battalion and publishes the individual's name in an
official USAREC magazine.2 Local awards and special ceremonies for
outstanding recruiters are encouraged by USAREC. Outstanding recruiters
receive certificates and special recognition.
1The Army recently eliminated Success 2000 and returned to a concept of individual missions similar to the previous program. A discussion of the new plan is beyond the scope of this report.
2Two key non-point incentive programs are the Secretary of the Army Recruiter Excellence Association awards. The Recruiter of the Year award began in 1984 and is awarded to an active duty and reserve army recruiter to recognize production achievement during the previous fiscal year. A plaque and certificate are presented at an official Pentagon ceremony. The Recruiter Excellence Association awards require a stated number of recruiting contracts for high school graduates or higher. The specific criteria have changed periodically to adjust for recruiting requirements since the award was initiated in 1991. Awardees receive a Chief of Staff coin, picture, certificate, and membership in the association.
- 6
GOALS
The Department of the Army establishes overall accession missions
for USAREC, and USAREC then establishes contract missions and assigns
them quarterly to brigades and battalions. Goals are set in terms of
quantity and quality. Since the military drawdown began in 1989, Army
quality objectives have been set at 95 percent with high school
diplomas, around 70 percent in AFQT score categories I-IIIA , and fewer
than 2 percent in the lowest test score categories. Goals are set high
enough to adjust for DEP losses and other unforeseen events. For
example, USAREC may set an overall recruiting battalion mission 5
percent to 15 percent higher than the number needed to meet the goal.
Brigades allocate missions down to the company level, and
battalions distribute mission allocations to stations (which rank below
companies).3 These quarterly missions are translated into monthly
missions using a formula developed at USAREC that accounts for historic
performance and the number of days in a month. Stations assign
individual monthly missions to recruiters.4 When goals and incentive
program criteria are met, awards are presented through the USAREC
Incentive Awards Program.
PROGRAM 3005
Basis for Awards
During Program 300, a recruiter accumulating 240 points for the
first time in any consecutive six-month moving window was awarded a gold
star. Once that award was earned, the recruiter was awarded a second
3Informally, brigades provide substantial input to USAREC regarding battalion goals, and battalions are instrumental in determining company and individual goals. Currently there are 5 brigades, 41 battalions, and about 1,500 stations.
4Before FY95, individual army recruiters received specific missions and incentives designed to meet those missions. Although individual missions are not included in the incentive program from FY95 on, station commanders usually assign a specific number of monthly contracts to each recruiter.
5Source for Program 300 information: United States Army Recruiting Command Regulation 672-10; Recruiting Incentive Awards, various years; and United States Army Recruiting Command, .Recruiting .Edge Bulletins, September 1989 to 1st Quarter 1995.
7 -
gold star for accumulating 300 points in a subsequent consecutive six
months. Further awards were obtained for additional 300-point
accumulations during successive six-month moving windows, hence the
program's name (see Table 2.1). Recruiters could win an award anytime
during a six-month period; points in excess of those needed were applied
to the next six-month window, which began the month following the award.
Table 2.1
Achievement Awards and Points: November 1982 to the Present
Maximum Award Period3 Points 1st Gold Star 6 mo 240 2nd Gold Star 6 mo 300 3rd Gold Star 6 mo 300 Gold Badge 6 mo 300 1st Sapphire St ar 6 mo 300 2nd Sapphire St ar 6 mo 300 3rd Sapphire St ar 6 mo 300 Recruiter Ring 24 mo 1,200 Glen E. Morrell Awardb No Time Frame 2,400
aOctober 1994; maximum period eliminated, points awarded cumulatively.
See the discussion under Success 2000 plan. bOctober 1, 1993; added as highest award.
A Recruiter Ring, originally the top award, required 1,200 points
that accrued over any consecutive 24 months. When it was discovered
that a high percentage of recruiters were receiving Recruiter Rings, the
Glenn E. Morrell Award was created in FY93 with a 2,400-point minimum.
No time limit was placed on the new award.6
Point accumulation was based on contracts written toward mission
(net of attrition), overproduction (contracts in excess of mission), and
bonus points set by the commanding general. Contracts for high-quality
6Since 1988, all detail recruiters who earned a Recruiter Ring may be nominated by their commander for meritorious promotion from Sergeant to Staff Sergeant. Recruiters must also meet performance and conduct standards as well as specific education and training standards. About 3 0 promotions are awarded each year. In addition, 10 meritorious promotions from Staff Sergeant to Sergeant First Class are available annually for recruiters permanently assigned to the Army Recruiting Command.
recruits in Test Score Categories (TSC) I-IIIA were more generously
rewarded. Thus, in the fourth quarter of FY94, a contract for a high
school graduate or senior earned the recruiter 40 points if the recruit
scored in AFQT categories I, II, or IIIA (see Table 2.2). If the
recruiter had already achieved mission for recruits of that quality, the
contract was worth 70 points. Recruits scoring in category IIIB were
worth fewer points. A full table of points awarded since FY83 is in
Appendix A.
Table 2.2
Army Production and Overproduction Incentive Points FY94
High School High School Graduate/Senior, Graduate/Senior, Category I-I.IIAa Category III B
Over- Over- -H- FY Qtr Production production Production production 94 4 40 70 20 30
-M LJ 20 60 10 30 aThis category included currently enrolled until FY94
fourth quarter when points were restricted to high school seniors and graduates.
Point values remained fairly consistent from FY86 through FY91. To
stimulate overproduction during those years, a 40/60 plan was in force.
This plan awarded 40 points for the first high-quality high school
graduate contract over mission, 60 points for the second overproduction,
and 20 points for each additional overproduction. After FY92, points
and point categories fluctuated more often.
How Points Accrue
Beginning in November 1982, the Program 300 incentive plan, and
subsequent revisions to the basic plan, all contained a Mission Box arid
Team Concept component. Through the years, various options--Commanding
General's bonus programs, referrals programs, and other short-term
incentives--were added to or subtracted from the plan. Points for
specialized recruiters were offered in various officer programs, special
missions/special forces, and nurse programs. We do not discuss these
specialized point categories except with regard to referrals.
Mission Box
The monthly recruiting goal in specific categories assigned to
units and individual recruiters is referred to as the mission box.7
Mission box assignments include quantity and quality goals, prior-
service or non-prior-service status, test score categories, and
education status. Substitutions were sometimes allowed, e.g., higher-
quality contracts for lower quality.
Mission box achievement merited 40 points until FY86 when the
amount was changed to the 50 points currently in effect. During some
years, a minimum quality requirement (e.g., one test score category
I-IIIA contract) was required. Additional points could be earned for
overproduction. However, a recruiter had to make mission in all
categories (after subtracting any DEP losses) before overproduction
points could accrue. If mission box was not achieved, individual
production points were counted toward incentive awards (at half value
before December 1986) .
Points were calculated monthly for mission box credit and for award
accumulation. For example, assume that a recruiter, in January 1992,
was assigned two contracts a month—one high-quality high school
graduate or senior in TSC I-IIIA and one lower-quality high school
graduate or senior in TSC IIIB per month. The high-quality graduate was
worth 20 production points or 50 overproduction points, and the lower-
quality recruit was worth 10 production points and 20 overproduction
points. The recruiter was successful and wrote both assigned contracts
and two additional lower-quality contracts. Points for January were
awarded as follows:
Mission box 50
Overproduction points 40
Total points applied to award accumulation 90
individuals were assigned specific geographic recruiting areas along with goals. They recruited only in their zone and had to refer outside potential recruits to the appropriate recruiter.
10
This recruiter received 40 additional points toward an award
because mission box was achieved. If this recruiter failed to make
monthly mission and wrote only, for example, three low-quality
contracts, then the point award would be 10 points for each contract, or
30 points applied toward point accumulation. If an individual's
combined point total for all the contracts was higher when not counting
mission box, then the higher point total was awarded. When more points
than were necessary for an award were achieved, any points over mission
box were carried forward.
Recruiting units achieved mission box by fulfilling both regular
army and reserve army quantity and quality goal assignments (unless the
unit was a single mission unit recruiting only one type of recruit).
Unit accomplishment was sometimes required before individual awards
could be presented.8
Mission box was not calculated solely on a monthly basis. In 1993
and 1994, an additional 25 points were awarded to individuals if they
achieved quarterly mission box.9 In all other years, quarterly mission
box was awarded points by the commanding general.
Team Concept Points
The team concept program was developed to allow recruiting
personnel not achieving mission box to receive points when the total
mission box assigned to their unit was achieved. Team concept criteria
changed in December 1985 so that points could be awarded to a recruiter
even if his or her unit did not make mission box, as long as it achieved
the total quantity or quality mission assigned when a higher-level
command achieved mission box. Recruiting brigade and USAREC personnel
did not receive points, but mission box achieved at those levels
affected lower-level awards.
8Unit commanders competed for awards based on unit accomplishment using a variety of formulas depending on the unit level. Recruiting station commanders with an assigned individual mission could compete using unit accomplishment or their individual point total.
9The monthly mission box award increased the likelihood that high or overachievers would space contracts over the three months to receive both monthly and quarterly mission box points.
- 11
The maximum points available through team concept was 40 until
FY86, then 50. Until FY89, overproduction, bonus, and referral points
were not counted when team concept was applied. Since FY89, bonus
points and referral points (until they were eliminated in FY94) were
allowed, but overproduction points were not permitted. From May 1989
through FY94, team concept points could be awarded if the regular army
mission was achieved at the lower level and the reserve mission at the
higher level, or vice-versa.
Commanding General's Bonus Points
The Commanding General of the Army Recruiting Command periodically
awarded bonus points for various reasons such as meeting specific
recruiting needs or rewarding ongoing targeted categories. The bonus
categories and point levels were announced monthly by message. High-
quality graduates, accepted delayed-entry and delayed-training program
(DTP) memberships, and quarterly mission box accomplishments were
consistently rewarded. Special awards for particular categories and
courtesy ship of DEP and DTP accessions were added and removed
periodically.10 At any one time there were up to 9 categories ranging
from 5 to 50 points.
Referral Points
From 1982 through 1993, referrals by enlisted recruiters to
specialty recruiters for particular programs or categories such as
chaplain, military academy, Army National Guard, etc., were rewarded
with 10 points when enlistment contracts were written.11 Referrals to
the Army Nurse Corps was rewarded with 20 points when the applicant was
accepted. Point schemes for Reserve Officer Training Corps (ROTC) and
Warrant Officer referrals were added in FY90. The referral program was
discontinued because audits revealed that recruiters were using
10Courtesy ship refers to recruits who sign a contract at one recruiting station but report to duty at another recruiting station. Since a contract must be written and a recruit must report to duty if points are to accumulate permanently, the points awarded may be divided between the two responsible recruiters.
i:LArmy Nurse Corps recruiters also received 10 points when they sent referrals to regular army recruiters.
12 -
referrals to receive awards without achieving their mission, thereby
negating the production program.
SUCCESS 200012
Rationale and Basis for Awards
In FY95, USAREC changed the way individual recruiters and
recruiting units are assigned production goals, incentive programs are
designed, and recruiting accomplishment is rewarded. The new program,
Success 2000, retains many concepts from previous years such as mission
box, bonus points, team concept, and incentive awards. However, in an
effort to emphasize teamwork, to focus leaders' and commanders' efforts
on meeting recruiting goals, and to increase high-quality enlistments,
recruiting station allocations and awards categories are now simplified.
A key feature of this new program is a change from focusing on
individual achievement to focusing on team effort.
Success 2000 was developed primarily because the Army was meeting
its annual accession mission, but units and individuals were failing to
achieve their contract mission. For example, in any given month of
FY92, the most successful Recruiting Command year, 75 percent of
battalions did not meet their mission. In recent years, up to 80
percent of battalions did not meet their monthly mission.13 Not
meeting command goals results in low morale and disciplinary actions,
producing a win/lose situation. The new team mission concept allows the
entire team to win by accounting for recruiting inconsistencies such as
recruiters who periodically are unable to achieve their individual
contract mission.
The new program is designed to simplify attaining mission by
reducing the number of mission box categories and to encourage teamwork.
Under this plan, recruiters work as a team to find the recruits
necessary to meet the station mission. More experienced recruiters are
encouraged to help less experienced recruiters. In addition, the
12Source: Success 2000, United States Army Recruiting Headquarters Memorandum, August 29, 1994, and September 21, 1994.
Source: Success 2000 Memorandum, Information Paper July 5 1994.
- 13
simpler categories reduce the need for recruiters to focus their
attention on different types of recruits each month (depending on the
mission assigned for that month). Instead, they can build up a market
and continue their activities as long as the market is fruitful.
Recruiters continue to receive individual points and bonus points that
are counted toward awards, but they do not receive mission box points
unless the station fulfills its regular and reserve army mission. In
addition, higher command-level success is determined by the percentage
of successful stations as well as the percentage of successful
recruiters. To meet their mission, the commands above recruiting
station are expected to concentrate on assisting less successful
stations.
An additional feature of the new program is an expansion of the
recruiting station commander's authority, autonomy, and flexibility. As
mentioned above, it used to be that each recruiter was assigned a
particular geographic area. Now the entire recruiting area is treated
as one market, and all recruiters work the entire market. The
recruiting station commander can focus on productive marketing areas and
direct recruiters according to their strengths and abilities rather than
creating boundaries. High schools continue to be assigned to specific
recruiters.
Success 2000 retains the existing Incentive Awards point and award
structure but removes time limits and sliding windows. Points are
calculated monthly and are cumulative and awards are issued as the
required points are accrued. Unit mission box and individual production
points are counted toward awards. With Success 2000's broad emphasis on
teamwork, the separate team concept program was eliminated.
How Points Accrue
As illustrated in Table 2.3, individual production points include
points in specified categories for enlisted contracts written, bonus
points, accession points when a recruit reports to duty, and mission box
if the recruiting station achieves mission box. Recruiting unit points
are calculated to determine if the team makes mission by adding
production recruiter points and bonus points and then dividing by the
14
number of production recruiters assigned to the unit.14 Recruiting
units do not get mission box points. Individual points are calculated
as part of the station mission and to determine individual awards.
Table 2.3
Success 2000 Regular Army Mission Box and Incentive Awards Points3
Category Points
Mission Box 5Q
High school graduate I-IIIA (GA)
High school senior I-IIIA (SA)
Other (prior service, other high school and non-high school graduate, no mental category)
Commanding General's Bonus
Quarterly recruiting station mission box
Band contracts 20
Concurrent Admissions Program (CONAP)b 5
Accessions
Recruiting station leaderc
Each contract written over mission box aPoints and bonus points for specific officer, army
reserve, and nurse contracts are also awarded in Success 2000 to individual recruiters who specialize in writing contracts in these categories.
bCONAP encourages college-capable persons to postpone college to enlist in the Army.
cOn-production station commander (writing contracts) choosing not to compete as an individual.
Success 2000 stresses accessions and awards 20 points for each
enlistee reporting for duty. (This appears to be an effort to reduce
DEP losses.) In the past, accessions were rewarded only periodically
such as the Commanding General's Bonus during Operation Desert
Shield/Storm.
30
20
10
40
20
20
Under certain conditions, the number of assigned recruiters may be adjusted to account for absences during a full month that prevent a recruiter from producing contracts. These conditions include: convalescent leave, maternity leave, emergency leave, removed from station, and some school leave.
15
Mission Box
Success 2000 changes mission box by reducing the box to three
categories from as many as 20 previously, eliminating overproduction
points for recruiters, and removing individual mission boxes.
Individual recruiting station commanders usually assign a monthly goal
to each recruiter, but this goal is no longer applied toward an
individual mission box. Each station awards 50 mission box points to
all recruiters when the combined regular army and reserve army station
mission (goal) is achieved. Mission box points are added to all
production points the individual recruiter achieves in each of the
categories in Table 2.3. The entire recruiting station is focused on
accomplishing a combined regular and reserve army mission box. Mission
box points are no longer awarded above station level. Higher-level
units, however, continue to receive .goals in mission box categories.
Points are applied toward achievement awards as described
previously. In Success 2000, high-quality recruits are the focus, and
those contracts are most highly rewarded. Individual monthly points for
a hypothetical recruiter in a station that achieves mission box would be
calculated as follows.-
Category Points
Mission box 50
Individual production points
1- GA
1- Other
1-Accession
Total bonus points
Total points awarded 110
Using this same recruiter, if the station did not achieve mission
box, then 60 points would be counted toward the recruiter's incentive
award accumulation.
Contracts for high school graduates in TSC I-IIIA are the only
allowable substitution for the 10 and 20 point mission box categories.
That means if a station does not meet its mission for high school
30
10
20
0
16
seniors in TSC I-IIIA or other, a contract for a high school graduate in
TSC I-IIIA can substitute. Unlike the past, no further points are added
for a substitution.
In contrast to previous years, recruiters receive no additional
points for overproduction in Success 2000. While overproduction in
categories is necessary to accomplish overall goals, eliminating the
stress on recruiter overproduction allows leaders and commanders to
focus on improving unsuccessful units. However, leaders and commanders
do encourage overproduction where appropriate, and they receive points
for each contract written over mission.15
Commanding General's Bonus Points
Commanding General's Bonus point categories and awards continue to
be announced quarterly. The FY95 Success 2000 Commanding General's
Bonus is awarded in three categories: (1) Quarterly mission box was
increased from a high of 15 points to 40 points, (2) specified band (and
two specialized medical categories) contracts receive 10 points, and (3)
the CONAP receives 5 points after each contract is accepted.16 These
bonuses spotlight specific needs and encourage team effort.
15On-production station commanders, who are commanders that write individual contracts, can choose to compete as individuals and earn points, or they can compete as recruiting station leaders. Recruiting station leaders include limited production commanders of stations with 5 or more recruiters and on-production commanders choosing to compete in this category. Leaders are awarded mission box points for successful station accomplishment and 20 recruiting station leader points for each contract over mission box.
16CONAP is a program to encourage college-capable men and women who are postponing college for financial or other reasons to enlist in the army. The army helps arrange college enrollment in participating schools, and helps recruits obtain credit in the selected school for college-required courses taken during their tour of duty. The enrollment slot is held until military service is completed.
17 -
3. NAVY
Our review of Navy recruiter incentive plans covers the last 17
years. During that period, two types of systems have usually operated
concurrently. One type has rewarded recruiter achievement with
promotions or credits toward promotion, and the other with command
recognition, trips, plaques, commendations, and gifts. Plans have
changed during the period covered, and the chapter is divided into
sections marked off by the years of greatest change.
The Navy recruiting operation is managed through several command
levels. The Commander, Navy Recruiting Command, supervises recruiting
and sets policy at the national level. The nation is divided into
geographic areas that have primary responsibility for implementing
national policy and overseeing regional activities. Areas are divided
into districts that manage day-to-day operations and set local policies.
Under the districts are recruiting zones and stations. At the present
time there are 4 areas, 31 districts (4-5 zones per district), and a
variable number of stations per zone. This structure has changed over
time. Since 1979, the number of areas has decreased from 8 to 4, and
the number of districts has decreased from 41 to 31. Achievement has
been rewarded at all levels of the recruiting command structure.
GOALS
National recruiting efforts begin at the Department of the Navy
Headquarters, where overall annual manpower requirements are decided.
The Navy Recruiting Command determines recruiting goals and priorities
for the areas and makes recommendations for district goals. Currently,
the Research and Analysis Division of the Recruiting Command's Plans and
Policies Department has primary responsibility for determining how many
new contracts each area and its associated districts must write to meet
annual accession requirements.1
In addition, areas receive targets for the proportion of recruits
required to be high-school graduates and in AFQT categories I, II, or
^•New contracts refer to first-time enlistments.
IIIA.2 In the years between FY84 and FY95, the proportion of non-prior-
service recruits required to meet these criteria ranged from 57.5
percent to 65 percent. Currently, 95 percent of new recruits must hold
high school diplomas. Quality goals are set for overall enlistments as
well as for blacks, Hispanics, and Asians and Pacific Islanders.
Policies are also established annually for special programs such as the
Navy College Fund, for recruiting in Puerto Rico, and for recruits in
specialized or technical fields of knowledge.3
The Research and Analysis Division calculates shares of the goals
with analytical methods that include regression analysis.4 -The Division
also calculates how many recruits must report to duty each month to
assure that training classes are full and force size is maintained.
After the shares are determined, the Research and Analysis Division
converts the shares into monthly numbers and distributes them to the
areas. The area commander, using the Division's district
recommendations as a guide, distributes goals to the districts and
reports the final allocation distribution. The last step in this
process is monitoring by the Research and Analysis Division based on
daily computerized enlistment data and monthly reports from the areas.5
Before FY90, the individual recruiter received a specific goal to
write a given number of contracts. Now there are no formal individual
goals, but recruiters are informally aware of their expected
contribution to the overall unit goal. That is, some recruiter
supervisors require recruiters to write at least one contract a month as
a minimum standard.
2The Navy does not recognize Alternate Credential Holders (e.g., General Equivalency Diploma (GED)), or other special high school graduation programs as equivalent to a high school diploma.
3Active Duty Enlisted Recruiting Goals and Policies, Navy Recruiting Command, Notice 1133, Annual Instruction.
4The equation includes variables such as civilian population and wages, number of recruiters, advertising funds, youth attitudes about military service, and dummies for recruit quality level and seasonal variations. In addition, the final goals are adjusted for past performance, experience level of recruiters, and recruiter effort required to meet the goal.
5The goal allocation process described in this section was followed throughout the entire study period, although the responsible branches changed.
19
INCENTIVE PLANS, FY79 TO FY90
The primary incentive system during this period was the Freeman
Plan, a national system created to reward individual recruiter
productivity with promotion awards or points, extension of duty, medals,
and commendations. The Navy Recruiting Command Competition System
provided incentives for goal attainment and presented command
recognition or other awards. A Gold and Silver Wreath incentive system
was also offered during this time. These programs are described below.
Freeman Plan6
The Navy's Recruiter Productivity and Personnel Management System,
commonly known as the Freeman Plan, was in force from 1979 through FY88.
The plan made requirements for, and offered incentives to, all
production recruiters, i.e., those who were actively enlisting recruits.
Requirements. The Freeman Plan required meeting a minimum average
quota of two gross new contracts over a two-month period.7 When a
recruiter did not maintain the new contract average over any four-month
period and was not able to comply with monthly warnings and or benefit
from assistance to improve, a nomination for transfer to a different
duty assignment was necessary. New recruiters did not have to meet this
requirement until the fifth and sixth months on duty.
Point System. Points in the Freeman Plan were accumulated over a
twelve-month production period (with up to an additional three quarters
of a month for excused time), but were calculated monthly and reported
monthly. In contrast to the bi-monthly contract requirement, incentive
point accumulation was reported in net terms, accounting for attrition.
Incentive points were calculated each month on a computer reservation
system.8 This system was programmed to produce net contract reports by
deducting reservation cancellations and attritions from contracts
written. Accessions, that is, recruits reporting for duty, were
6Source: Recruiter Productivity and Personnel Management System "The Freeman Plan, " Chapter 8, Navy Recruiting Command; Asch (1990) .
7Gross contracts are all contracts written without deductions for attrition.
8When a contract was written and job classification determined, a space was reserved until the recruit reported for duty.
20 -
credited to the original reservation month, while attritions were
debited in the month they occurred, resulting in the possibility of lost
points up to one year after a contract is signed.
The Freeman Plan point system rewarded contracts as shown in Table
3.1. Although the point award amounts clearly favored those who
enlisted recruits with high test scores and high school diplomas, it was
possible for an aggressive recruiter to earn sufficient award points by
writing only lower-quality contracts. When an enlisted recruiter
encountered a potential officer recruit and provided a referral, he or
she could also receive Freeman Plan points under certain conditions.9
Table 3.1
Freeman Plan Point Values
AFQT High School Non-High School Category Graduates Graduates
I 116 100 II 107 90 IIIA 100 85 IIIB 90 65
_IV 70 N/A
Rewards. Table 3.2 shows the Freeman Plan's recruiter rewards and
their required 12-month average points. At the end of 12 months "on
production," the recruiter was granted an award if his or her annual
average of monthly points was at least 300. If the recruiter won an
award, a new 12-month production cycle began. If the annual average was
under 300 per month, points continued to be calculated in a moving 12-
month average until 300 points were achieved. Awards were distributed
at the discretion of the district commander and could be denied if other
attributes of the individual's performance, such as conduct or personal
appearance, were not satisfactory.
913 0 points were awarded when a referred officer candidate for the nuclear propulsion program entered Officer Candidate School. 100 points were awarded when a referred nuclear program collegiate candidate started receiving Navy pay. When a referral entered the officer program from the DEP, the original recruiter's entitlement to point retention was determined for each case individually by Navy Recruiting Command.
21 -
Table 3.2
Recruiter Rewards and Promotion Points, and Required 12-Month-Average Freeman Plan Points
Average Points
Reward Required 1. Meritorious advancement 525 2. Voluntary extension 400 3. Navy Achievement Medal (2 promotion points)3 350 4. Certificate of Commendation (1 promotion point)b 300
aA Navy Commendation Medal (worth 3 promotion points) replaces a third consecutive Navy Achievement Medal.
bA Navy Achievement Medal replaces a third consecutive Certificate of Commendation.
Meritorious promotion to a higher paygrade was the highest award
presented and required 525 points averaged over 12 months. Only
recruiters meeting both the point requirement and the usual Navy
promotion requirements, i.e., specified active time in service, could be
nominated for meritorious advancement. Some recruiters at higher
paygrade levels (E7 and E8) who met these requirements also received a
Navy Achievement Medal, and an offer to extend their tour of duty one
year (if they were at 8 to 10 months of projected rotation date).
Recruiters with 400 average monthly points were given the same duty
extension offer. A recruiter was eligible to earn this award any number
of times. This award was valued by recruiters because it extended shore
duty for those in occupations requiring lengthy sea duty. The extended
assignment to recruiting service also increased opportunities for
recruiters to obtain promotions in the incentive program.
The last two awards--the Navy Achievement Medal, awarded for 350
average monthly points, and the Certificate of Commendation, awarded for
300 average monthly points--were sources of promotion points. Promotion
points were added to national proficiency exam points (required of all
promotion applicants) to increase promotion opportunities for paygrades E4
through E6. For higher-paygrade promotions, the points were considered by
national selection boards along with other annual criteria. Promotions
were not guaranteed, but occurred when positions were available. The Navy
Achievement Medal was worth two promotion points and the Certificate of
22
Commendation was worth one promotion point. After two consecutive Navy
Achievement Medals, a Navy Commendation Medal worth three promotion points
was awarded. After two consecutive Certificates of Commendation, a Navy
Achievement Medal was awarded. By awarding additional points for
sustained accomplishment, the Freeman Plan motivated lower-scoring
recruiters during their entire three-year tour of duty.
Eventually the plan was discontinued for two reasons. First, there was
a concern that recruiters used the system in ways that adversely affected
achieving quantity and quality goals. For example, some recruiters chose to
submit contracts at a time favorable for assuring an award rather than in
compliance with overall monthly Navy enlistment requirements; or, to achieve
sufficient points for a reward, some recruiters solicited a large quantity
of easier to acquire low-quality recruits, rather than fewer, but more
difficult to obtain high-quality enlistments. Second, there were concerns
about inequities in the system that could not be adjusted to ensure that
every recruiter had an equal chance to earn Freeman Plan awards regardless
of differences in recruit markets or recruiting management.10
Annual Awards11
The Competition System. The Annual Awards program rewards top-
performing area and district commands'and individuals in various
categories. Until FY90, these awards were based on the Navy Recruiting
Command Competition System. In this system, the award was determined by
a point system and provided national and area recognition. Point
allocations (different from Freeman Plan points) for each enlistment
category were decided annually by the Commander, Navy Recruiting
Command.12 Generally, there were five to seven achievement categories
(depending on the year), rewarding goal attainment in such categories as
10Source: Conversations with various members of the Navy Recruiting Command staff.
i:LSource: Navy Recruiting Command Instructions 1650.8G to 1650.8J, Navy Recruiting Command Competition System, FY87 to FY90.
12The formulas for calculating annual points in each category were revised each year to reflect the value of contract types relative to overall recruiting goals. Some categories rewarded goal attainment and overproduction, while others only rewarded overproduction. (FY89 formulas are reprinted in Appendix B as an example of the format and method used.)
- 23 -
total new contracts written, nuclear field contracts written, non-prior-
service accessions, black upper-mental-group (AFQT I-IIIA) accessions,
and Hispanic upper-mental-group accessions. The areas and districts
were ranked by their point totals.
Awards. Units were nominated by area commanders for such awards as
District of the Year and Most Improved District. The physical award for
these categories was a trophy signifying national recognition. These
awards were presented either at a national conference or by a national
officer at a regional meeting. Recruiting Pennant ("R" pennant) awards
were presented to districts that were the top districts in their areas.
Individuals were nominated by their commanders for national or area
awards. The awards included a promotion opportunity for the Recruiter
of the Year (ROY), medals, commendations, letters, attendance at annual
ROY Week activities, trophies, file notes, and membership in select
groups. Winners included recruiting supervisors, field recruiters, and
support and civilian personnel.
Gold and Silver Wreath Program
The Gold and Silver Wreath Program rewarded recruiting goal
achievement over short' time periods, e.g., a few months. A recruit
quality component was not included in the wreath program. Gold wreaths
were awarded to production personnel, and silver wreaths to support
personnel. The wreaths were made of metal and surrounded the Recruiter
Badge. To receive a gold wreath, recruiters were required to write 14
contracts in three consecutive months or less, and they also had to pass
subjective performance and personal evaluations. A recruiter achieving
the same goal in the next consecutive three months could win additional
awards, usually a star. Supervisors received gold wreaths if their unit
achieved quarterly recruiting goals. Support personnel received silver
wreaths for exemplary service over at least six consecutive months.13
13Lerro et al. (1989), and conversations with recruiting staff provided information for this paragraph.
24 -
Other Programs
In addition to the formal national programs, areas and districts
developed awards to account for unique features in their area, and to
reward their own successful recruiters. These programs were usually
short-term competitions, and bonus point opportunities. The winners
were awarded certificates, plaques, or trophies.
INCENTIVE PLANS, FY90 TO FY94
To improve incentives for enlisting enough high-quality recruits to
meet national Navy goals, a new overall plan to reward recruiting team
and individual accomplishment with promotion opportunities was
introduced for FY90 and remained in force through the first quarter of
FY94. The main feature of this new plan was an emphasis on rewarding
team effort in meeting recruiting goals and Navy performance standards.
A team could be as large as an area or as small as a recruiting station.
Both recruiter promotions and awards were retained as incentives. As in
the past, local incentive programs were also encouraged.
The new plan included two programs--the Recruiter Meritorious
■ Advancement Program (RMAP) and the Recruiter Advancement Through
Excellence (RATE) program. Both programs provided recruiter promotion
opportunities, but RMAP was based on individual recruiter goal
attainment, and RATE was based on team production beyond goal
attainment, i.e., overproduction. Promotion nominations were decided by
special recruiting awards boards at the district level, and selections
were made at the national level. Both RATE and RMAP were modified and
combined in March 1993 and renamed the Recruiter Excellence Incentive
Program (REIP). REIP is the promotion system currently in effect.
Meanwhile, the Annual Awards program continued. . For the first half
of FY90, it was based on a revised version of the Competition System
described above. Competition was changed from a contest among all areas
and districts at the national level to an area-specific competition for
district awards. Each area nominated its best district for selection in
the Annual Awards program. This change was instituted to allow areas to
create their own enlistment contract incentives and categories. The
revisions were designed to provide more flexibility to area commanders,
- 25
but the FY90 plan did not work well because it was deemed too
cumbersome, and the Competition System was terminated.
The Annual Awards program, previously associated with the
Competition System, was retained. It was based on a new competition
within areas and their districts. The way incentive points were
calculated was revised. To help units uniformly rank recruiter team
production and levels of emphasis, a Quality Incentive System (QIS) was
created that assigned point values for specific recruiting categories.
Points were reported only for areas, districts, zones, and stations.
Overproduction/Promotion Incentive Programs14
Recruiter Meritorious Advancement Program (RMAP). This program was
in effect from 10/1/89 to 4/28/93 and was established to provide special
recognition for superior performance by individual production
recruiters. Recruiters in paygrade levels E5 and E6 were eligible to
compete. Under the RMAP, 57 E6 promotions were allocated each year.
Headquarters distributed 47 to the districts (2 each to the six largest
districts, and 1 each to the others). The other ten promotions were set
aside until the end of the year to be given to districts with unusually
large numbers of outstanding recruiters. There were 14 promotions to E7
available annually. District commanders submitted narrative nomination
letters to the Commander, Navy Recruiting Command, for each promotion
candidate.
To qualify for an E6 or E7 promotion nomination, a recruiter needed
to demonstrate outstanding personal and professional qualities as well
as superior recruiting success. The commander was encouraged to stress
team spirit and qualities as a team player when nominating a candidate.
Advancing to E6 also required 12 months minimum recruiting duty
immediately before advancement and three years of service as an E5.
Those advancing to E7 required 18 months minimum recruiting duty
immediately before advancement and three years of service as an E6. All
nominees also met testing, physical, and moral requirements before
14Source: Various versions of Navy Recruiting Command Instruction 1430.1, 1430.1A, and 1430.1A Change 1 and 2.
26
advancement. Final decisions on advancements were issued by the
Commander, Navy Recruiting Command.
Recruiter Advancement Through Excellence (RATE). This program was
created to offer promotion opportunities in addition to RMAP. RATE
rewarded districts that overproduced, and was intended to stimulate
districts to work as teams. The program was open to all E4 through E7
personnel including classifiers (job counselors) who met the usual Navy
promotion requirements in addition to the requirement of contributing to
overall group performance.15 Promotions to E5 and E6 were made directly
by the district commander, while those to E7 and E8 were selected from
nominations to a national command selection board.16
Promotion allocations were assigned to districts by the Commander,
Navy Recruiting Command. Up to 90 E7 and 12 E8 promotions could be
awarded annually across districts. The percentage of E5 and E6
nominations available to each district was determined using a table in
the RATE instruction. Each district was allowed to nominate 1 percent
of its senior personnel for every 1 percent of production over its
annual New Contract Objective goals up to 106 percent (see Appendix C
for precise formulas).17 Overproduction was a quantity and quality
measure incorporating both the percentage of new contract goal achieved
and the percentage of high-quality goal achieved. Those nominated for
E7 and E8 but not selected were given Letters of Commendation from the
Chief of Naval Personnel to improve their consideration for regular
promotions.
When a district's new contract production did not meet
overproduction criteria, promotions could still be awarded within zones
demonstrating extraordinary production. Zone formulas for promotion
availability were similar to the district formulas, but the percentage
of recruiters eligible at the zone level was smaller than at the
district level. (See Appendix C for zone formulas.)
15Classifiers competed under the same incentive structure as recruiters.
16Some districts convened district boards to select nominees at all levels, but this was not required.
"Districts also received annual reports of the number of eligible recruiters from Recruiting Command.
27
In July 1991, the RATE program was amended. To improve advancement
selection fairness, district selection boards were created to consider
all aspects of a recruiter's performance, not just contracts written.
Criteria for selecting district board members were clarified, a timely
submission date was established, E5 and E6 rules were extensively
revised, and advancements were limited to either one RATE or one RMAP
award per recruiter, even if he or she were nominated in both
categories. In April 1992, a quality variable was added to the
district-level formula to encourage recruiters to enlist high-quality
recruits. The zone-level formula was also revised to provide greater
opportunity for zone-level promotions.
Recruiter Excellence Incentive Program (REIP). This program was
implemented on April 28, 1993. It replaces and combines elements of the
previous RATE and RMAP programs to provide promotion opportunities for
outstanding recruiters (see Table 3.3). All recruiting personnel in
paygrades E4 to E6, except career recruiters, are eligible for promotion
nomination in this program.
Table 3.3
RMAP, RATE, and REIP Overproduction/Promotion Incentive Programs
RMAP RATE REIP Effective dates
Reward
Number available
10/1/89-4/28/93 10/1/89-4/28/93
Promotions to E6 and E7
57 E6 and 14 E7 promotions
Requirements Superior performance
Eligible E6, 12 months and E7, 18 months on board
Promotions to E5-E8
E5 and E6 by formula, 90 E7 and 12 E8 promotions
Quantity and quality over- production
E4-E7 including classifiers
4/28/93 to present
Promotions to E5-E7
7% avg. FY manning by formula, 1/50/ district
Quantity and quality overproduction and superior performance
E4-E6, 15 months on board
Meritorious Promotions. Under REIP, individuals are rewarded for
superior performance in contributing to mission performance at the
28
district level. To be eligible, recruiters must take the Navy promotion
exam, serve the prescribed time as a recruiter, and may not have been
meritoriously advanced to their present paygrade. Promotions are
awarded at the rate of one for each fifty district enlisted personnel
(or fraction thereof) each fiscal year.
Production Promotions. These are rewards to outstanding recruiters
in overproducing districts. Production promotions are authorized only
in years when the entire Navy achieves its accession and quality goals.
To qualify, a district must also achieve its goals. When advancements
are awarded, a national total of one per fifty (or fraction thereof)
average national fiscal year recruiting staff will be eligible.
Districts receive advancement allocations according to formulas similar
to the previous RATE formulas. These calculations are based on the
degree to which the district exceeds its fiscal year quantity and
quality goals. The formulas for Production Promotions are calculated
monthly at the district level to track the number of eligible achievers
in a district. On the last day of the fiscal year, the district
performs a final promotion calculation using a final annual national
eligibility rate and end-of-FY district calculations. (See Appendix D
for formulas.)
Nationally, the limit for REIP promotions (meritorious and
production) is 7 percent of average enlisted fiscal year manning (the
long standing Navy-wide standard). To spur lagging enlistments in 1989,
advancements were increased to 9 percent, but this limit could not be
sustained, and an official 7 percent cap was incorporated in Commander,
Navy Recruiting Command, Instructions.
Some district commanders use a district or area point system to
rank individual performance when selecting nominees for promotion, but
there is no formal point requirement. In FY93, REIP promotion
nominations required twelve continuous months on board as a recruiter,
but in FY94 the minimum changed to fifteen months.
Annual Awards
The Quality Incentive System. QIS was created to emphasize
critical recruiting categories and quality levels and provide incentive
29 -
to write contracts in them. QIS encouraged competition among recruiting
teams for points. Points were recorded and calculated at the district
level and were used as a measure for nominations to the Annual Awards
program. Districts were required to use QIS points as the only measure
for zone and station awards in this competition system. Since
individuals were not assigned goals as under the Freeman Plan,
individual points were not officially reported, but they were calculated
and used to track recruiter performance. Recruiters could not be
rewarded or disciplined based solely on their individual point
accumulation. However, the rankings informally helped to determine
promotion nominations. The individual points were not tracked at the
national level, although they were available to awards boards at that
level on request.
QIS competition points were developed annually from FY90 through
FY94 by the Research and Analysis Division, Plans and Policy Department,
Commander, Navy Recruiting Command. With the input and approval of the
Commander, the Research and Analysis Division set point values for
achieving or exceeding monthly enlistment contract goals in specific
enlistment categories. If recruiting requirements changed during the
year, points were adjusted appropriately. QIS was abolished in February
1994 when all forms of point competition at the national level were
terminated. The QIS point categories and their annual assigned point
values from FY90 through FY94 are shown in Table 3.4.
The goal categories counting toward the QIS score varied with
recruiting level. Stations and zones calculated points for Basic
Contracts (new contract goal achieved), Workforce (defined as ready to
report for duty immediately between May and October), "A" Cell (recruits
in highest quality level), black and Hispanic upper mental groups, and
recruits qualified and accepted into the Nuclear Field Program.
Districts and areas were judged on the categories described above with
the addition of Pivot Point Objective Delayed Entry Program (PPOD, a
system to control DEP size), Pivot Point Objective Market (PPOM, a
system to control the mix of contracts written for high school students
and non-high school graduate recruits), admiral's emphasis, and
accessions (shipping attainment).
30
Table 3.4
Quality Incentive System (QIS) Weights: FY 90 To February 1994
Feb Apr May Category FY90 FY91 FY92 FY92 FY93 FY93 FY93 FY94
2 2
1.5 1.5 1.5
Basic contract 1 3 3 3
Male 1
Female 0 .5
Black upper mental group 0 .5 1 1.5 1.5
Hispanic upper
mental group 0 .5 1 1.5 1.5 Nuclear field 0 .5 1 1 1
Workforce 0. 75
Navy veteran 1
A-cell (mental
category A) 5 6 6 Male workforce 5 3
Upper mental group
PPOD 1
PPOM 1
Accession 1
Admiral's emphasis 1
Overall QIS 3
6 6.6 4 1
1111 1111 1111 3 3 3 3
SOURCE: Commander, Navy Recruiting Command, Research Studies Branch of the Research Division, Lieutenant Briggs, November 1994.
The basic QIS calculation involved multiplying the incentive points
in Table 3.4 by the contracts in each goal category, summing the
products, and then dividing by the product sum representing attainment
of all goals. An overall QIS score of "1" (or larger) represents goal
attained or overproduction, on average, across all categories.
Table 3.5 illustrates the way a district QIS score was determined
and points were awarded in FY91 using points shown in Table 3.4. Based
on Table 3.5, then,
QIS = 734/730 = 1.00548
If PPOD, PPOM, and accessions all were attained (100 percent), the
unit would have received 1 point each for a total of 3 points that would
have been added to three times the QIS total, i.e.:
- 31 -
Table 3.5
Illustrative QIS Point Calculation
Total
Points per Contract Total Contracts Points
Contract Goal Point Goal Obtained Obtained
Basic contracts 3 100 300 100 300
"A" Cell 5 80 400 81 405
Hispanic upper
mental group 1 10 10 9 9
Black upper
mental group 1 10 10 10 10
Nuclear field 1 10 10 10 10
Total 730 734
1.00548 x 3 overall QIS points = 3.016438
3.016438 + 3 (PPOD, PPOM, accessions) = 6.016438
Total QIS points submitted for QIS competition = 6.016438.
Awards. Awards for individuals and units are based on nomination
submissions from areas and districts to the Commander, Navy Recruiting
Command. Submissions for units considered QIS points along with other
criteria.
Unit awards in FY94 included outstanding districts and stations in
twelve different categories such as Recruiting District of the Year;
Large, Small, and Medium Stations of the Year; and Most Improved
District. Rewards ranged from trophies to attendance at the annual
national ROY Week festivities.18
Individual awards in FY94 were given in twenty recruiter categories
(including job counselors) such as Best Overall, Area Best, and District
Best, Zone Best and Support Best of the Year. Rewards in these
categories included Meritorious Promotion, Navy Commendation Medals,
Navy Achievement Medals, Letters of Commendation, Trophies, and ROY'Week
attendance. Appendix E contains tables of the FY94 unit and individual
categories and awards.
18Source: Navy Recruiting Command Individual and Unit Annual Incentive Awards, Navy Recruiting Command Instruction 1650.16D, March 15, 1994.
32
Gold Wreath
The Gold Wreath program continued to provide recognition to
individual production recruiters and to support and civilian personnel
satisfying general billet requirements for conduct and performance as
well as specific district production goals. For example, production
recruiters are eligible for a wreath when they write eight net contracts
in three consecutive months and also meet all other district
requirements.19 Support personnel now also receive gold wreaths rather
than silver, while civilians receive a miniature wreath. Recruiters can
win as many as 50 awards in this program. A schedule of awards issued
in a designated order on a periodic schedule specifies the initial Gold
Wreath followed by silver and gold stars, and Letters of Commendation
from increasingly higher authority. Production personnel can begin
receiving awards immediately after assignment to production. Support
personnel must satisfy six months of excellent performance for
eligibility.
INCENTIVE PLANS, FY94 TO THE PRESENT
The current Navy incentive programs are the REIP, the Individual
and Unit Annual Awards Program, and the Gold Wreath Program, as
described above. However, it is no longer required that nominations for
Annual Awards to units be based on QIS. Since the second half of FY94,
areas and districts create their own plans to provide incentives for
units and individuals to write the contracts necessary to achieve
national goals. Area and district awards to achieve local goals
continue.
To replace QIS, all four areas were required to submit incentive
plans to the Commander, Navy Recruiting Command, in March 1994.
Currently, Area Eight, encompassing the West Coast and Rocky Mountains,
continues to operate an area plan, while the other areas allow districts
to develop their own plans, or not, as the district commander determines
is appropriate for that district. The following are examples of area
plans submitted in 1994.
19The revised Gold Wreath program is described in Navy Recruiting Command Instruction 1650.4K, change order 2, effective 3/28/94.
33
Area One, in the Northeast, presented awards to a monthly zone
supervisor, and "Heavy Hitter" and "Captain's Cup" awards to
all who performed within prescribed limits. A quarterly best
zone and station were selected by a board. As short-term needs
arose, specific incentives were offered. Most districts in
Area One retained a basic QIS format but added categories or
changed point awards to suit their requirements. Some
districts also modified the way winners were chosen in the
competition system.
Area Three provided a Master Manager Award (Letter of
Commendation and personalized wall clock) for outstanding
performance among Recruiters in Charge of a three-person or
larger station. The award was based on goal attainment and
other qualifications. Zone and zone supervisor of the quarter
were rewarded for attaining the highest total percentage of
goals according to the following formula: (% new contract goal
attained + % total upper mental group goal attained +
%workforce - attrition delta) / 3. Most Area Three districts
submitting plans followed the QIS format with monthly,
quarterly, and annual awards for individual, team, and manager
excellence. Bonus points were a feature in all districts. One
district appears to reward only individual performance.
Area Five, in the midwest, created an Area Incentive System
(AIS) depending on an areawide formula for computing points and
awarding bonus points. The plan targeted non-prior service,
black upper mental group contracts, and new contract goal
attained. Districts were encouraged to develop plans promoting
high AIS scores.
Area Eight created the Production Excellence Program (PEP), now
called ACE, to uniformly and equitably evaluate and reward
recruiting at all levels. It is the only authorized
competition system in the area; however, noncompetitive local
incentive programs continue. Production points are based on
34
new contracts, emphasis points, bonus points, and workforce.
The point calculations reward low attrition rates. Similar
formulas with different definitions of variables apply for
district, zone, and station competitions. The area also awards
as many as 13 points to individual recruiters who write
contracts at a specified level in the categories listed below:
New contract objective = 6 points
Workforce = 2 points
Upper mental group = 2 points
Black upper mental group = 1 point
Hispanic upper mental group = 1 point
Asian/Pacific Islander upper mental group = 1 point
Nuclear field = 1 point
These plans change as category emphasis and other recruiting
factors change. The points help district commanders to track individual
and district standings and are used to develop interdistrict competition
strategies for the rewards such as the Admiral's Cup and other top
recruiting awards. Many districts "game the system" by knowing the most
valuable contracts and how goal emphasis may change during the year.
For example, a district commander who can anticipate a change in
category value can weight his district to be prepared and have a backlog
of contracts in that category.20
THE FUTURE
A new national competition system is under development. Although
area commanders are generally satisfied with creating and managing their
own competitions, the national command wants more control over setting
priorities. A national point system is also seen as more equitable for
all recruiters. In a national system, rewards are thought to be more
consistent with national priorities and the need to meet a goal. At the
time of this writing, the new system was not sufficiently developed to
include here.
20Based on various telephone conversations with Recruiting Command staff during 1995.
- 35 -
AIR FORCE
The Air Force has had two formal incentive systems since the early
1970s to encourage recruiters to meet and exceed annual recruiting
goals. The Competition System was in effect through FY93 to stimulate
groups and squadrons1 to recruit in several enlistment categories,
referred to as "programs." Programs in the Competition System include,
for example, contracts written, accessions, enlistments into specific
professions (e.g., physician or nurse), and Reserve Officer Training
Corps (ROTC). Each program had its own point value for a contract
written or an accession. That value was based on how difficult it was
to enlist recruits, how important the category was to the performance of
the Air Force mission, and how many contracts were required to maintain
force size. The highest reward in this system was national recognition
as annual Top Group and Top Squadron. The Annual Competition System was
regulated by Headquarters, Air Force Recruiting Service (HQ/AFRS) until
the start of FY94, when groups and their associated squadrons assumed
responsibility for designing individualized competitions.
The second system, the Recruiting Service Incentive Awards Program,
rewards the accomplishments of groups and squadrons participating in the
Competition System, and it also provides awards to flights and
individuals who are the best nationwide or who meet other specified
criteria. These awards can be plaques, trophies, trips, watches, and
other prizes. Examples of categories, rewarded include Top Group, Top
Squadron, Top Recruiter, Top Civilian, the Blue Suit Program, and other
special bonus categories determined annually.
In addition to the annual competition and awards, different command
levels use the two systems to create special short-term incentives as
needed to meet short-term requirements such as seasonal shortfalls. For
1The reporting hierarchy of command moves from Headquarters Air Force Recruiting Service (HQ/AFRS) down to recruiting groups (of which there are four), to squadrons (28 as of January 1, 1996), and then to flights and recruiting stations (single- or multiple-person field offices for production recruiters and supervisors).
36
these short-term or bonus incentives, points or goal achievement may be
used as the primary measure of success.
Both systems are responsive to the recruiting system structure.
Individual recruiters can write or refer contracts in most programs, but
they usually specialize in one type of recruit, such as non-prior
service, officer training school, and health professions. Therefore,
points are given and awards are presented both in the specialty
categories and for combined overall performance.
This section is based on information available as of early FY96.
That information covered the Competition System through FY93 (when it
was suspended) and the Awards Program through FY94. Supplemental
information for FY94 to FY96 is incorporated when possible.
GOALS
Air Force recruiting goals are determined as follows. First,
Headquarters Air Force, with the assistance of the Surgeon General, the
Office of Enlisted Programs, and other personnel program managers,
determines annual force requirements in different categories such as
health care, enlisted force, officer training programs, and others.
Specific recruitment goals, that is, the number of recruits necessary to
assure that the annual force size is maintained, are established to fill
these requirements. The goals are then communicated to Recruiting
Services Operations (RSO), which calculates appropriate allocations by
group in each category, along with suggested squadron goals. Group
goals are determined by statistical computations such as regression and
weighted formulas.2 RSO assigns allocations to groups, which in turn
determine squadron goals. Squadrons assign monthly goals to flights,
and goals for individuals are assigned at the squadron level by the
squadron commander or program manager.
Each squadron is given a goal for writing contracts in a particular
recruiting specialty (for example, physicians), as well as assigned
2Some factors that may be included in the calculations are available recruiting eligible population, mental test scores, vocational test scores, physical exam pass rates, state crime data, economic data by squadron, education levels, market characteristics, minority population characteristics, and prior recruiting performance.
37
goals in other categories (such as ROTC applications written, or
referrals to other specialties).3 Squadrons in the same group may have
different assigned goals, depending on the group's overall goals. For
example, a squadron located primarily in a large metropolitan area would
probably have larger health professions and minority enlisted goals than
a squadron located in a rural area.
COMPETITION SYSTEM
As discussed above, the national Competition System, in effect
except for FY94, awards points as incentives to groups and squadrons for
writing enlistment contracts or applications in specific program
categories. The programs, and the categories included in each, are
listed below.4 The years that they were in use are shown in Appendix F
(Table F.l).5
Enlisted programs
Non-prior-service accessions
Non-prior-service contracts
Prior-service accessions
Officer Training School (OTS) programs
Black officer training school applications
Minority officer training school applications
Hispanic ROTC (FY95)
Black ROTC
ROTC scholarship applications
Student vocational aptitude tests administered
3Assigned goals are all goals that must be met in addition to the specialty program. Another goal set, "non-assigned goals," includes some special minority categories and short-term incentive programs in which points are awarded or a reward is available if the goal is met. However, these non-assigned goals are not usually key performance measures.
40fficer programs are omitted. The categories, along with the criteria that must be met to win an award, will be described more fully in the Awards Program section.
5FY95 points are included for reference, although the competition system is not discussed.
38
Nonscholarship referrals
Eligible scholarship programs
Combat controllers/parachute jumpers
Basic military training attrition—male and female
Ship day cancellations
Health professions
Physicians
Physician specialists
Nurses
Nurse specialists
Allied health professions (AH)
Dentists
Medical service corps (Biomedical Sciences Corps--BSC)
Health programs scholarship programs
Physician assistant (PA) / physical therapist (PT)
Biomedical sciences (BSC)
Commander emphasis
Minority officer training accessions
Physician assistant (PA) / physical therapist (PT)
FY90 (February-September) mental category I accessions (high
quality)
• Flight success
Operation ASAP (Actively Seeking Another Provider)—FY92
Activity Watch '92
Mechanical Guaranteed Training Enlistment Program (GTEP) or
mechanical aptitude index (AI)
Black officer training school applications
Bonus points
100 percent in programs where 100 percent achievement is not
the standard
• Physicians
• Nurse Specialists
ROTC nurse scholarship applications
- 39
Assigning and Calculating Points
Each year, Recruiting Service Headquarters announced all the point
values and the requirements for earning points. Headquarters was able
to establish program priority by annually adjusting the point values.
Each group and squadron was assigned a goal and received points for its
recruiting efforts. Alone or in combination with other criteria,
depending on the year, a group or squadron needed to have the highest
point ranking or the highest program score to win. When more than one
unit achieved the same point total, the winner was decided using a
system of tie breakers that will be discussed below.
The point values assigned to categories each year reflected how
well program and overall goals were met in the previous year, and how
crucial each program was to filling vacancies and meeting goals in the
current year. Appendix F shows points by program categories. Points
were expressed in terms of weights multiplied by percentage achievement
of category goals. The points in a category were awarded if the unit
met an assigned goal or produced additional contracts beyond a program
goal, i.e., overproduced. A total of 100 points were divided among the
categories. To illustrate how points were calculated, consider a
hypothetical enlisted program in which the goal is 20 enlistments with a
point assignment of 16. Thirty enlistments are achieved, and therefore,
150 percent of goal. The 16 points are multiplied by 150 percent (1.5)
for a total of 24.
For point assignment, each program category listed above was
assigned a level of emphasis, in descending order: Across the Board
(ATB), goaled, or no special emphasis.6 Programs designated ATB were
the highest in terms of points and included physician, nurse, BSC, and
non-prior-service contracts. The points for these top categories ranged
from 8 to 25, depending on the type of program (health, enlisted, etc:)
6For most of FY92, two emphasis levels were added. An emphasis level for physician and BSC enlistments was created, ranking above ATB; these categories were assigned 25 and 22 points, respectively. Also, only in FY92, there was a level for three target programs that were aimed at blacks and reserve officer training enlistments. These programs received one or two points. Other program points were adjusted to accommodate the new emphasis levels.
40
and year. Achieving all ATB program goals was required for competition
in the next level, goaled programs.
Goaled programs included all ATB categories (and counted those
where points were achieved), all health professions, and most enlisted
programs (such as contracts written, accessions, students tested, ROTC
applications and OTS applications). Goaled programs changed slightly
each year, but usually included eleven or twelve program categories.
Points for the non-ATB programs ranged from 2 to 7.
Each year, the Recruiting Service Commander reserved four or five
of the 100 points to use as special bonus incentives for hard-to-fill or
special-need categories. For instance, in FY92, the Commander added a
PA/PT category to the ATB program and awarded his five points to the new
category. There were small yearly variations, but by and large,
enlistment categories selected remained stable.
Points were determined cumulatively as contracts were written.7
Flights applied the point values, tallied them, and then reported them
to squadrons, which reported them to groups for final calculations
before submission to headquarters for final ranking. Points were
reported to squadrons and groups in varying time frames (by the month,
quarterly, semiannually, or yearly, depending on the Commander), but
HQ/AFRS automatically translated report categories into cumulative
averages for the year.
Breaking Ties and Determining Award Winners
When more than one unit achieved the same Competition System point
total in any program or category and no clear winner emerged, final .
standings were determined using a set of criteria called determinants
(or "tiebreakers"). The criteria were applied successively until final
standings were resolved. Although the determinants were altered through
7In FY93, for only that year, point matrices based on an exponential "S" curve were developed for calculating point awards. This means that the number of points for each additional contract increased slower than they would have with a linear increase. Using this method, points were capped at a certain level (usually between 13 0 percent and 200 percent) to promote recruiting activity in all programs.
41
the years, they generally included four criteria that were calculated in
order as follows:
1. Number of ATB programs where 100 percent or more of goal was
achieved,
2. Number of goaled programs where 100 percent or more of goal was
achieved,
3. Total points for all programs, and
4. Percentage of goal accomplished in the highest-point program.
At the final step to break ties, the percentage accomplished in the
two highest-point programs was calculated, and if the tie remained, this
process would continue adding successively lower-point programs until
the tie was broken. Determinants were applied as tiebreakers whenever a
tie occurred in any program or category. It is notable that points, as
a tiebreaker for ranking, were considered third after the highest-value
contract programs, i.e., ATB and goaled programs. Determinants were
eliminated at the national level beginning in FY93, though some
recruiting groups subsequently reinstated them in their own plans.
To receive awards, winners first had to meet required criteria in
Awards Program categories, and then be designated by Recruiting Service
Headquarters as the best or "top" in that category. For example, the
winning Top Enlisted Group between March 1992 and the beginning of FY94
was required to meet the following criteria:
1. Achieve overall goal for all components of the enlisted
program.
2. Achieve the highest Competition System score for the enlisted
program, and
3. Achieve enlistment goal in the following specific enlisted
program components: contracts, accessions, students tested,
ROTC, ROTC black, OTS, and OTS minority applications.
Competition in FY94
As of the end of FY93, the Air Force terminated the national-level
competition system, hoping to give field commanders the autonomy to
determine recruiting priorities and emphasize or promote undersubscribed
42
categories. The new system also provided group and lower-level
commanders the opportunity to reward individuals and offices for their
response to incentives.
Each group was free to use whatever system or set of requirements
it felt would provide the proper incentives to achieve or exceed goal
allocations. Each group developed its own set of points that reflected
goals, markets, and recruiter knowledge and abilities. However, most
groups chose to award points within a structure similar to the earlier
national Competition System, rather than to develop new systems. The
group system designs ranged from a simple Group Commander regulation to
individual squadron plans with their own point systems and complete
guidelines. For example, one squadron required flight-level plans for
points and rewards. Some groups created semiannual, quarterly, and
monthly programs as well as adding targeted flight programs. One
recruiting group assigned points to eleven categories such as physician,
nurse, and net reservations (contracts), and it required that at least
100 percent of the goal be attained before any points were awarded.
Seven other categories, such as minority ROTC, nurse specialist, and
medical service corps, were rewarded for a portion of goal. In the OTS
program, subgoals with point awards for overproduction were designated
in the minority black and minority Hispanic programs. Another group
chose to subtract points for not meeting specified program criteria.
As in previous years, achievement was rewarded by way of the Awards
Program as well as in smaller local competitions. A squadron from each
group was nominated for top ranking at the end of each year. The Top
Group award category was eliminated, but groups still received awards
for specific enlistment categories such as Top Enlisted Program, Top
Health Professions Team, and Group Mission Accomplishment. These awards
were presented through the Awards Program by all command levels,
including headquarters, groups, squadrons, and flights.
The less centralized recruiter incentive systems in effect for FY94
were reevaluated. The Air Force decided to reinstate a national
Competition System beginning in FY95 and published revised instructions.
- 43
AWARDS PROGRAM
The Recruiting Service Incentive Awards Program establishes
criteria and awards to motivate recruiters, enhance morale, and promote
successful recruiting.8 All groups, squadrons, flights, Military
Entrance Processing Stations (MEPS) personnel, individual recruiters,
supervisory personnel, civilian personnel, and spouses may compete where
appropriate. Awards are presented for group, squadron, and individual
performance in numerous categories, as shown in Appendix G.9 The
criteria for winning awards are diverse and can also be reviewed in
those tables. Many group and squadron awards are based on Competition
System points and other criteria; for others, goal achievement, or some
other subjective criteria, such as recruiter ability or recruiting
markets, are the primary achievement indicators.
Incorporated in the program are awards for Competition System group
and squadron winners. Also incorporated are Air Force Recruiting
Command Incentive Sub-Programs (described below), such as Operation Blue
Suit, Master and Senior Recruiter Badge, and Recruiting Service
Olympiad. Additionally, the Commander may offer one-time awards
programs that have definite beginning and end dates during the year as
special needs arise. Examples of these one-time Commander incentives
(presented in Appendix H) are the Operation ASAP, Activity Watch '92,
and Mechanical GTEP (training program for jet engine methanics) or AI
programs.
Many awards are presented to individual recruiters for their
accomplishments. These recruiters track their progress and compete for
rewards in a variety of programs implemented at the squadron or flight
level. Usually, recruiters are assigned goals by their squadron or
flight supervisor. The standard is 2 or 3 new recruits per month per
recruiter, plus any special-need requirements such as mobilizations or
specialty program shortages. When selecting recruiters for awards, most
8This program, adjusted annually, has existed throughout the time period covered here.
9As shown in Table G.3, Awards Programs measure annual FY performance, but new regulations are issued only periodically when revisions are implemented. Therefore, Tables G.l, G.2, and G.3 display information conforming to the dates on regulations rather than by FY.
44
squadrons or flights consider either percentage of goal achieved or
status in a squadron or flight point system. The point systems are
unique to each unit, unlike the national competition system, and are
used by the unit for competition, record keeping, and local awards. To
receive an award in the Awards Program, a recruiter is selected by the
squadron commander, after which a nomination, including required
documentation of accomplishment, is submitted to headquarters.
Individual recruiters also compete in local flight or station incentive
activities that are not the subject of this report.
Categories, Criteria, and Awards
Each awards category has specified requirements the winner must
satisfy. The more than thirty awards are diverse and encompass numerous
recruiting activities, such as Squadron Mission Accomplishment, Top
Safety Program, Top Rookie, Top Supervisor, and Top Civilian of the
Year. To receive an award, the groups and squadrons usually need to
have the highest Competition System score overall or in a program
category. Often they also must have 100 percent goal attainment in all
other assigned goals. This creates an incentive for fulfilling overall
contract goal requirements. Some programs have their own unique
criteria as well, which must also be met if an award is to be presented.
Over the years, awards categories and criteria have changed in
response to changing conditions. For example, in the group awards, when
the Medical Service Corps program was all but eliminated in FY93, the
physician category was incorporated into the Top Medical category. In
FY94, when groups assumed responsibility for setting incentive targets,
point requirements were changed to other criteria, e.g., production,
special emphasis, and discretionary ways to look at quality.
One. set of awards, given in the Annual Standard of Excellence
Program, is designed to encourage overproduction in the Competition
System by groups and squadrons. To win one of these awards, goal and
over-goal achievement (rather than points) are required, as shown in
Appendix G. All groups and squadrons achieving the criteria are given
awards. In some programs, particularly in health-related categories,
45
recruiters compete either in the individual categories or as squadron
teams. When team awards are presented, each member receives an award.
Several types of awards are presented to the winners. Most
recruiting achievement in the Awards Program is rewarded officially with
plaques and trophies that may be presented individually or at awards
ceremonies. Awards based on the Competition System, for example, are
typically plaques.10 Often, additional recruiting service gifts such as
watches, briefcases, clocks, or business card cases are presented to
individuals (at the discretion of the unit commander) for their
achievement. Trips to Recruiting Service Command presentation
ceremonies or planned vacation leaves reward particularly high
performance from units or individuals.
Special Incentive Programs
The Blue Suit, Senior and Master Recruiting Badge programs, and the
Recruiting Service Olympiad are four annual Awards Program incentive
programs sponsored by the Recruiting Service. They are promoted in
recruiting units because they seek to stimulate overproduction with
■prestigious awards.
• Operation Blue Suit is the Recruiting Commander's special
incentive program. The program was initiated in 1979 to reward
the annual Top Flight recruiters and supervisors. In 1988,
after flights from the same highly productive market area
dominated the award, the program was changed to honor at least
two recruiters in each group. The group commander selects one
awardee and submits two additional nominations to the
Commander's selection board (1 Colonel and 2 senior
noncommissioned officers). The winners and their spouses are
invited to Headquarters in San Antonio for a week of
entertainment.
• Senior and Master Recruiting Badges (or Silver and Gold Badges,
respectively) are overproduction awards presented to enlisted
10When Top Group was still a category before FY94, a rotating engraved bowl was presented in addition to a permanent plaque.
- 46
recruiters and their supervisors. Generally for both badges,
recruiters and supervisors in all specialty categories except
physician recruiter must be assigned a non-prior-service new
contract individual goal by their squadron commander, and then
must:
- achieve 100 percent of all assigned goals and 115 percent
in contracts written,
- achieve a dropout rate of less than 15 percent by the time
of accession to basic military training,
- produce at least 50 percent of accessions in AFQT mental
categories I and II (added in FY95),
- be a production recruiter or supervisor for 12 full months
in the competition year, and
- meet certain goal assignment criteria.
Physician recruiters qualify when 100 percent of the accession
goal is achieved.11 Supervisor badge criteria are similar to
enlisted recruiters but are applied to the entire unit (e.g.,
flight achieves 100 percent of all assigned goals and 115
percent of non-prior-service enlisted new contracts).
Non-prior-service (NPS) flight supervisors are the only award
recipients who must meet a recruit quality component.12 To
1:LWhen recruiters began working in teams to recruit in the medical and nurse categories, team overproduction criteria were established for each category. All members of winning teams receive a Senior Recruiting Badge and are eligible for a Masters Badge.
12Generally there were few recruit quality indicators in the Recruiting Service incentive programs, because Air Force recruits are required to place very high on the AFQT. Scores are targeted in AFQT category I and II (around 65 or greater). New recruits must at the least be high school graduates.
In FY90, a non-goaled Non-Prior-Service Accessions category was added to the Competition System. This category awarded 3 points for a recruit entering active duty and scoring in AFQT category I (top 7 percent). The Commander also added a bonus of 2 points for category I accessions between February and September 1990.
In response to current changes in required applicant AFQT scores, one group developed a six-month program to increase category I and II applications by rewarding the squadron with the greatest percentage of increase.
- 47
achieve this award, the supervisor must preside over a flight
that enlists 50 percent or better in AFQT mental categories I
and II. All badge-eligible recruiters in the flight must also
achieve 100 percent of goal and record less than a 15 percent
Basic Military Training (BMT) attrition rate.
The Master Recruiter Badge may be awarded annually, at the
discretion of the squadron commander, to one individual in each
squadron who previously received a Senior Badge and meets all
those criteria as described above and all criteria established
by the squadron in its individual awards directives.
• The Recruiting Service Olympiad is a program to reward high-
volume recruiters for making non-prior-service active duty
enlistments each fiscal year. Bronze, silver, and gold medals
are awarded within guidelines established annually. Until
1992, gold medal winners were required to enlist at least 100
new recruits. Upon discovering inequalities between force
reduction goals and the Olympiad requirements, HQ/AFRS reduced
the gold medal target to 80 or more recruits and also revised
the other medal categories accordingly. The names of
individuals producing 100 or more active duty enlistments are
permanently engraved on the "Century Club" plaque. Exact
targets for all categories and years can be found in
Appendix G.
Recruiting Service and Group Commander Emphasis and Bonus Programs
Each fiscal year, Recruiting Service and recruiting group
commanders are free to add emphasis or bonus programs as needed. These
are listed in Table 4.1 (see also Appendix F). The recruiting group
programs were announced in periodic bulletins and awards were presented
in the groups.
- 48
Table 4.1
Recruiting Service and Group Commander Emphasis and Bonus Programs
Fiscal
Year
FY 94
FY95
Command3 Program Award
FY88 RS
FY89 RS
FY90 RS
FY91 RS
FY91 RS
FY92 RS
RG
FY93 RS
RG
RG
RG
RG
RS
RG
Minority officer training school
Black officer training enlistments
None cited
Upper mental group category I
Nurse Specialist
PA/PT added to goaled program.
Magnificent 7, quarterly Top Enlisted
Double points
Double points
None cited
2 points
Double points
5 CO emphasis points
No data
"Flight Success" bonus contracts 5 points/mo/yr
(points could be subtracted if certain 13 opportunities low point categories were not achieved)
Spur net contracts = highest percentage Gifts and medals to over goal
Bonus-recruiting physicians Galore in '94
5 top recruiters
Flight non-prior-service applications for mental test category > 90 or
college graduate > 65
Reduce errors at military processing stations. Begin with 100 points and
subtract errors. Highest score wins
Mechanical GTEP - AI (see Appendix H)
Top net contracts - highest percentage Put in AFCM, trip over goal ^^^
1 flight, flight
members and flight
supervisor
5-10 points
trip and gift
Monthly plaque to
flight, flight
supervisor, and
member top squadron
Luxury trip to HQ
aRS = Recruiting Service; Force Commendation Medal.
RG recruiting group; CO = commander, AFCM = Air
49
MARINE CORPS
The Marine Corps Recruiting Service operates under a national
incentive plan established in the late 1970s and early 1980s and a
number of separate programs at regional and lower levels. The national
plan has remained in effect, essentially unchanged, until the present
time and is described in a draft five-volume set of guidebooks for
recruiters, recruiting stations, and recruiting districts. The plan
contains three national recruiter incentive programs—the Commandant's
Enlisted Superior Achiever Awards for recruiting stations, and the
Recruiter and Non-commissioned Officer of the Year Programs for one
individual in each category. Some commandants have also initiated
temporary programs to create incentives and reward recruiters. However,
most recruiter incentive programs in the Marine Corps are created,
managed, and rewarded at lower command levels.
This chapter describes national and regional programs and rewards
for recruiters and recruiting units responsible for enlisted recruits.
Reserve and officer programs are not included. Enlisted programs below
the regional level are described in Appendix I. We begin with an
outline of how the recruiting effort is organized, followed by a
discussion of the recruiting goals that set the standards for recruiter
production.
STAFF, COMMAND, AND ORGANIZATION
Unlike recruiters in the other military services, those in the
Marine Corps are also responsible for selecting and selling enlistment
contracts in specific job occupational fields.1 This additional
responsibility requires active recruiter participation with recruit
applicants throughout the entire enlistment process, i.e., signing a
contract, reporting to duty, and graduating from recruit training.
Follow-through is emphasized and rewarded.
1In the Army, Air Force, and Navy, job counselors or MEPS liaisons are responsible for job or enlistment field selections.
50
The Commandant of the Marine Corps (CMC) is the overall authority
for Marine Corps recruiting activities. The Marine Corps Recruiting
Command is responsible for informing the CMC and drafting policy.
Recruiting policy and goals are set, transmitted, and managed through
the following hierarchy.
Marine Corps Recruiting Command (MCRC) - A major general, known
as the Commanding General MCRC, leads.the Command, sets
policies, and allocates missions (goals) to regions with
recommendations for district allocations and performance
standards.
Recruiting Regions (RRs) - An East and West Region are each
commanded by a brigadier general, who is responsible for
recruiting in their respective region.
Marine Corps Districts (MCDs) - Six districts are each
commanded by a colonel who assigns missions and allocates
personnel (structure) to the recruiting stations. The district
commanding officer is assisted by an executive officer and an
operations officer who both are usually lieutenant colonels.
Recruiting Stations (RSs) - Currently there are 49 recruiting
stations each commanded by a-.major who is responsible for
achieving its assigned mission. These stations manage all
aspects of the recruiting process.
Recruiting Sub Stations (RSSs) - These are recruiting offices
led by non-commissioned officers in charge (NCOIC). Currently
there are 554 sub stations. They are the. most numerous units,
and fluctuate with recruiting requirements.
Permanent Contact Stations (PCSs) - These offices are
established in areas where there is heavy traffic such as
shopping malls. PCSs may be collocated with other service
offices and are manned full-time under the control of an NCOIC
of a RSS.
Transient Recruiting Facilities (TRFs) - To periodically work
in outlying regions of an RSS's area of responsibility, a
- 51
recruiting facility, manned on less than a full-time basis, is
used by individual recruiters.
GOALS
Each fiscal year, a national Personnel Procurement Operation Plan
(OPLAN) is prepared containing the annual and monthly contracts written
and total force enlisted shipping requirements (i.e., required numbers
reporting to recruit training) with shares allocated by region and
suggestions for allocation by district.2 Since recruits do not
necessarily ship in the month they sign a contract, region commanders
determine the number of new contracts required to assure that monthly
shipping goals are satisfied. Commanders must also meet a national
mandate that at least 55 percent of the year's shipping requirements be
in the DEP at the beginning of each fiscal year.
The region apportions new contract goals to recruiting districts.
Within these shipping and new contract goals, other goals for applicant
education, quality, and racial and ethnic mix are established.
Additionally, quotas and criteria are included for other goals (e.g.,
musicians), terms of enlistment, and over- and undershipment. Thus, the
Marine plans emphasize the full recruiting process.
Individual recruiter goals are determined at each recruiting unit
level to conform with the unit's assigned mission. Each recruiting sub-
station non-commissioned officer in charge establishes daily work
requirements to ensure that recruiters satisfy individually assigned
missions.
AWARDS
A variety of awards may be earned through the incentive plans
discussed in detail below. Some awards are promulgated by the Office of
the CMC and are not specific to recruiting. These awards are shown in
Table 5.1 in hierarchical order, with the highest status first.
Usually, the first three awards go to higher-ranking Marines.
2Until FY94, the OPLAN was issued by the Commandant of the Marine Corps. Since FY94, the plan comes from Headquarters, Marine Corps Recruiting Command.
- 52
Table 5.1
Marine Corps Awards and Recognition in Hierarchical Order
Award/ Recognition Criteria
Command Level Presenting Comments
Legion of Merit
Meritorious Service Medal
Navy Commendation Medal
Navy/Marine Corps Achievement Medal
Certificate of Commendation
Certificate of Commendation
Meritorious Mast
Letter of Appreciation
Exceptionally meritorious conduct in performing outstanding service
Distinguished outstanding meritorious service or accomplishment
Distinguished heroic or meritorious achievement
Secretary of the Navy
Commandant of the Marine Corps or authorized commander
Authorized commander
Sustained performance Commanders or specific achievement of a superlative nature as an individual or leader
Exceptional performance beyond normal expectations
Noteworthy, commendable, or innovative service beyond normal expectations
Noteworthy or commendable performance
authorized to convene special courts martial
Commandant of the Marine Corps
Battalion commander or equivalent
Same as Achievement Medal (or commanding general)
Any officer senior to recipient
Commandant issues certificate and commander awards it to the recruiter
These may be district level or higher; awarded to major or lower rank
Usually presented to sergeants or below
Not put into personnel file
SOURCES: Navy and Marine Corps Awards Manual, SECNAVINST 1650.IF, August 8, 1991, and various district awards and recognition instructions.
The awards shown in Table 5.1 are based on the general criteria
given, which can be adapted to different commands such as the Marine
Corps Recruiting Command. Awards are presented based on either a
specific act or achievement or sustained superior performance. Superior
53
performance awards usually are issued at the end of each FY. In the
MCRC, these awards can be presented at the discretion of either the
commanding general or local commander for performance in special
recruiting campaigns or for overall success. Different recruiting
levels are authorized to present each of the awards shown in Table 5.1.
Other forms of recruiting force recognition, including material
awards, may be earned through the MCRC incentive plans. Promotion
incentives, for example, may be included in the plans, but they are
emphasized to a lesser extent than in the other services. The awards
are described in the context of each plan.
RECRUITING INCENTIVE PLANS
National Plan
For many years, Headquarters, Marine Corps Recruiting Command,
administered only the Commandant's Superior Achiever Award for top
recruiting stations and periodic short-term campaigns to reward
recruiting units and individuals. Awards were added in FY95 for the top
national recruiter as Recruiter of the Year, and in FY96 for Non-
commissioned Officer of the Year.
The Commandant's Superior Achiever Awards are presented to
recruiting stations for meeting and exceeding annual quantity and
quality goals in a "superlative" manner. Recruiting stations are
recommended by district commanders to their region command. The
regional commander reviews these recommendations and then nominates
deserving stations to the Commandant. The number of stations receiving
the Superior Achiever Award is not limited. Selected recruiting
stations receive their awards at the annual Recruiting Operations and
Training Conference. In addition to this public recognition, the
winning stations each receive a letter from the Commandant and a large
plaque portraying a brass etched copy of the letter. These plaques are
displayed at the recruiting station.
Over the years the criteria have changed slightly, but the FY95
plan is representative of the overall requirements necessary to qualify
54
for the award.3 (Table 5.2 illustrates ways the plan has changed since
1987.) The criteria for the FY95 plan include:
1. OPLAN requirements must be met or exceeded,
2. Standards and criteria must be satisfied as objectively as
possible,
3. Automated Recruiting Management System (ARMS) data must be used
to complete the nomination worksheet,4
4. At least 100 percent of recruiting station goals must be met,
5. At least 90 percent of non-prior-service enlistments must be
4-, 5-, and 6-year terms,
6. Shipped persons must be at least 95 percent high school
graduates and 63 percent in mental categories I-IIIA,
7. The musician goal must be achieved, and
8. The next-year DEP must be at least 55 percent filled. At least
95 percent of those in the pool must be high school graduates,
and 63 percent must be in mental categories I-IIIA.
Recruiter and NCOIC of the Year. Created in FY95, this award honors
one recruiter each year who is chosen from among six nominated (one from
each district). All active duty or extended reserve recruiters who write
contracts during the full FY are eligible for nomination.
The nominated recruiters are required to:
meet height, weight and physical fitness standards,
complete education requirements for promotion,
• perform with direct effect on mission success, and
• ■• get 63% of their contracts in mental category I-IIIA, 95
percent from high school graduates, with no more than 20
percent shipping pool attrition and 13 percent region depot
attrition.
3Source: Personnel Procurement OPLAN, FY95, Commanding General, Marine Corps Recruiting and Recruit Training Command, September 23, 1994.
4ARMS is a Marine Corps recruiting data collection system.
55 -
Table 5.2
Commandant's Superior Achiever Award Criteria, FY 87 to FY 95: Percent Enlisted Recruits Required
Fiscal Year
100 100 100 100 100 100 100 100 100
100 100 100 100 100 100 100 100 100
100 100 100 100 100 100 100 100 100
Award Criteria 87 88 89 90 91 92 93 94 95_
Shipping goala
Male mission
Female mission
Total force
Shipping quality3' b
Male non-prior-service high school graduatec 95 90 90 90 95 95 95 95 95
Male non-prior-service mental category I-IIIA 63 63
Male and female non-prior- service mental category I-IIIA 63 63 64 64 63 63 63
Shipping criteria
Term of enlistment 4, 5, or 6 yearsb 90 90 90 90 90 90 90 90 90
College Enlistment Program & Quality Enlistment Program combined3 100
Quota serial number filled3 100 100 100 100
Shipping pool3
Total force starting pool 50 50 50 55 60 65 55 55 55
Reserve Officer Training Scholarships3 100 100 100 100 100 100 100 100 100
Musician Enlistment Option Program3 100 100 100 100 100
NOTE: Winners must also satisfy reserve criteria and quotas. Quotas are the goals assigned to recruiting stations by the recruiting district.
3Percentage of goal that must be achieved. bPercentage of contracts or recruits shipped that must meet the
characteristics stated. cFrom 1988 on must be high school graduates in the highest qualification
test level (Tier I).
The winner is recognized for exceptional leadership, management,
organization ability, innovation, and initiative in accomplishing the
mission. In addition to recognition, the top recruiter receives a Navy
56
Commendation Medal from the Commandant and a promotion to the next-
higher rank. The five nominees not selected receive the same medal from
the Commanding General of the Marine Corps Recruiting Command.
Non-commissioned Officer in Charge of the Year. Recently created,
this new program recognizes NCOICs in addition to recruiters. The
nominated NCOIC must satisfy all the recruiter requirements and must:
lead the RSS to achieve 100 percent of the assigned contract
and shipping mission, and
not have been previously selected as Marine Corps Recruiting
Command or Marine Corps District NCOIC of the Year.
Each nominee receives a Navy and Marine Corps Commendation Medal
from the Commanding General and a professional library. The nominee
selected as NCOIC of the year also receives an award from the Marine
Corps Association.
The Summer Recruiting Offensive of 1989: A Commandant's Campaign
Periodically, a Commandant designs and initiates incentive programs
with awards bestowed at the national or local level. These programs
usually have a specified term and focus that encourages efforts for a
special need or in a category requiring an extra push. One example is
the Summer Recruiting Offensive conducted in 1989.
In June of that year, the Commandant circulated an instruction for
a campaign to reward individual recruiters and units. This program
lasted for two months, from July 1 to August 31, and focused on placing
high-quality recruits in the October-to-May DEP.5 The expected result
was to increase high-quality contracts and to prepare the DEP for a
transition to a monthly 10 percent level load shipping pattern.6
Participants in the offensive included recruiters, non-commissioned
instruction # 1500 MRT, 15 June 1989. 6Level load shipping was originally designed to ship the same
number of recruits each month. This plan did not fit into the recruiting cycle (it did not allow for seasonal and other differences) and was revised to increase the variance allowed around 10 percent. Currently, a FY trimester shipping goal is in effect, so 32 percent ship the first trimester, 22 percent ship the second trimester, and 46 percent ship in the last trimester of the FY.
57
officers, recruiting station commanders, district directors, and
recruiting units.
Requirements. Individuals and recruiting units were measured by
the gross number of high-quality contracts written that met occupational
fields assigned in the mission. Recruiters were handicapped based on
their previous production levels by creating high and low performance
groups.7 In addition, recruiting sub-stations were handicapped as large
and small.8 The handicaps were designed to create an incentive for all
recruiters to compete.
Awards. Awards were presented at the national, district, and
recruiting station level. Each level incorporated 1st, 2nd, and 3rd
place winners resulting in over 40 awards. The prizes included framed,
autographed posters of the Commandant, Certificates of Commendation,
leather flight jackets, swords, and.autographed baseball bats.
In addition to the awards just described, the Commandant presented
special awards to top producers during the campaign period. The
recruiter in each district who wrote the most gross contracts received a
Navy Achievement Medal. The non-commissioned recruiting sub-station
officer in charge of the sub-station with the most gross contracts in
each district was awarded a Navy Achievement Medal, and the NCOIC with
the most gross contracts in the region was nominated for meritorious
promotion. Another special award went to poolees (people who sign
contracts and are awaiting shipment) who refer potential recruits to
recruiters. They received a Commandant's poster for two referrals or a
Marine Corps buckle for three referrals.
Western Recruiting Region Plan
The Western Region Decoration and Awards Program currently in
effect is designed to reward "meritorious performance, outstanding acts
of heroism, achievement, and sustained superior performance" by
7Recruiters averaging two or more contracts per month before the campaign competed against each other and recruiters with less than two contracts competed against each other.
8Large recruiting sub-stations had four or more recruiters and small ones had less than four.
recruiting units and individuals.9 This plan provides for awards
bestowed by the region and awards that districts may use for their
incentive programs.
Requirements and Awards. There are four specific western region
incentive awards programs for sustained performance with superior
results:
1. Top recruiting station,
2. Most improved recruiting station,
3. NCOIC and recruiter of the year, and
4. Quality award.
The top recruiting station of the year must ship 100 percent of its
mission in each category (males, females, ROTC scholarships, etc.),
produce 100 percent of the CMC's new contract goals, and not exceed a
set attrition level. Stations are ranked by average quantity and
quality of the recruits contracted and shipped, per recruiter. A bronze
statue of an eagle is awarded to the winning recruiting station.
The most improved recruiting station is judged by improvement in
quality and quantity attainment. Districts each nominate one station to
the region commander, who makes the final selection and awards a plaque.
Districts also nominate non-commissioned officers-in-charge and
recruiters for one annual award each—a plaque. The top NCOIC from the
entire western recruiting region receives an NCO sword.
There is also a quality award given to one recruiting station.
Station quality rankings are based on how well recruits are screened
before they are shipped and include percentage of recruits who report
for duty, who are high school graduates or in mental group categories
I-IIIA, who pass an initial physical-strength test, who pass urinalysis,
and who make no post-enlistment disclosures of certain kinds (drugs,
arrests, etc.). The achievement of each station in each category is
compiled in an automated system and ranked relative to all stations in
the district. Using these rankings, an awards board makes the final
selection and uses its discretion in the event of a tie'. Usually the
9Depot Order 1650.7M, Depot Decorations and Awards Program, Western Recruiting Region, 1992.
59
Station with the lowest attrition percentage and best category I-IIIA
percentage is selected.
Eastern Recruiting Region Plan
The Eastern Recruiting Region provides guidance, sets standards,
and supports district and station recruiting and recruiter activities.
To provide recruiter incentives, it administers the Commandant's
Superior Achiever Award and periodically conducts regionwide award
programs. Two examples of Eastern Recruiting Region recruiter incentive
awards programs are the Superior Performance Award in 1995 and the
Triple Crown War Club Award in 1996. For 1996, an overall recruiter
incentive plan was also in force.
FY95. All recruiting stations meeting Eastern Recruiting Region
recruit quality and quantity goals during FY95 were recognized and
awarded the Superior Performance Award. Those stations also qualified
for Eastern Recruiting Region Station of the Year. Stations must
achieve the following five awards criteria:
1. FY shipping mission,
2. FY contracting goal,
3. Prescribed start pool,
4. Prescribed I-IIIA shipping and contracting percentages, and
5. Prescribed Tier I shipping and contracting percentages.
Each eligible recruiting station that met all standards for all
five criteria listed above received a Commanding General's Certificate
of Commendation as the Superior Performance Award. The recruiting
station with the best attrition percentage for the FY was awarded a
trophy as Eastern Recruiting Region Station of the Year. Attrition
percentage represents overall contracting quality and training
preparation factors.
FY96. The Eastern Recruiting Region FY96 award and recognition
plan includes an overall plan and a Triple Crown War Club Award plan.
The overall commanding general's plan contains four initiatives to
reward district and recruiting station commanders, and recruiters. The
- 60
Triple Crown War Club Award emphasizes recruiting station shipping,
contracting, and quality attainment.
Overall plan criteria and awards are as follows:
1. All district and recruiting station commanders achieving
monthly contract goals receive a congratulatory call from the
commanding general.
2. Each month, the recruiting station commander with the highest
region contract attainment receives a letter of congratulation
from the commanding general.
3. Each month, the recruiting station commander with the highest
district contract attainment receives a letter of
congratulations from the commanding general.
4. Recruiters of the top male and female recruit graduating from
training attend graduation as the commanding general's guest.
Graduations are weekly events.
The Triple Crown War Club Awards go each month to the top
recruiting station that achieves all of the following:
1. Lowest region attrition overall (the award is not given if the
station exceeds the region's fiscal year-to-date attrition),
2. Overall shipping mission, and
3. Net new contract mission.
The award for this plan is an engraved, Louisville Slugger baseball bat.
District and Station Plans
Each district devises an overall plan offering incentives and
awards to recruiters and recruiting units for meeting or surpassing .
goals and performance standards. These plans usually are based on point
schemes that emphasize recruiting priorities. Priorities differ
somewhat among districts, depending on their assigned goals. Often,
short-term campaigns are devised to provide additional incentives during
specific seasons or to meet key goals. Generally, these campaigns have
a theme that generates enthusiasm and focuses recruiter attention.
61
Depending on the scope of the plan and the expected outcome,
success could be measured by overall or specific category point
achievement, goal achievement, quality achievement, and/or contract
quantity achievement. The awards have varied in number; usually, there
have been awards for units (by size) and individuals. Depending on the
rigor of the competition, awards could include medals, certificates,
plaques, swords, trophies, letters, and gift items.10 Some short-term
incentive plans that focused primarily on the number of contracts
written used symbols from sports, the wild west and cowboys, or the
Marine Corps as themes. They used titles such as Superbowl 96, Ghost
Rider 95, and Operation Southern Storm. Other campaigns with titles
such as Grizzly Award, Operation Balanced Excellence, and Buffalo Hunt
focused on at least two of the following: contracts written, high
school graduates, mental quality, shipping and shipping pools, or
recruiting unit quality. Two examples of district plans during the
1990s appear in Appendix I.
Stations developed plans that rewarded recruiters and NCOICs for
achievement in categories similar to those in the district plans.
Awards in these plans were usually trophies, plaques, certificates,
medals, and gift items such as mugs or t-shirts.
10The western region allocates 130 Navy Achievement Medals to its three districts to use for their incentive programs.
62
CONCLUSION
We have described the incentive plans and goaling methods used by
the services over the past 15 years or so to manage their recruiting
personnel. We have shown that different services have taken different
approaches and, even within a service, the approach has varied over
time. The plans have varied in terms of their emphasis on units or
individual behavior, the method used to measure performance, whether
absolute or relative performance is used as a basis for rewards, and
whether the incentive systems are run at the national or more local
levels. The frequency of changes suggests that the services themselves
are unclear as to what incentive plan best fits their needs in any given
set of circumstances. Although some past research has examined how
goals and some specific incentive plan features have affected recruiter
behavior, relatively little is still known about the answers to such
questions as:
1. Has productivity been increased because of changes in service
incentive plans?
2. Is one plan better than another?
3. What features should the ideal plan have?
4. If one plan is clearly more effective, should OSD direct a
standardized incentive plan?
5. Are monetary incentives feasible?
Answering these questions requires several inputs. First, one
needs a model of recruiter behavior and how it responds to various
factors, including incentives. Second, one needs empirical estimates
based on this model that will indicate how recruiter behavior and
therefore recruiting outcomes respond to alternative incentive plan
features. Although past research has provided some insights into how
recruiter behavior responds to incentive systems, that earlier work did
not take a broad approach. It did not address such issues as whether
competitive or relative performance standards are better than criterion-
based or absolute performance standards, whether plans based on unit
63
performance are better than ones based on individual performance, and so
forth. Future research should provide these inputs. In doing so, it
will also provide insight into how incentive systems affect recruiting
outcomes, and whether changes in these systems can account in an
important way for problems that arise in meeting accession targets.
- 65 -
Appendix A
ARMY INCENTIVE AWARD POINTS
66 -
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- 67 -
Appendix B
NAVY RECRUITING COMMAND COMPETITION SYSTEM FORMULAS FOR CALCULATING POINTS (Instruction 1650.81 FY89)
Enlisted NRCCS Annual Categories For FY89 (Points Awarded Based on FYTD Attainment)
Category ^Yj; Points Awarded Total New Total FYTD N/C Attained 0 For Y<1.0 Contract Total FYTD N/C Objective 6Q + 190Q (Y_1} For 1 0< Y < 1 05 0bjective 155 For Y > 1.05
NF New Con- NF FYTD N/C Attained 74 (Y)15 For Y<1.0 tract Objec- NF FYTD N/C Objective 74 + 56.92 (Y-l)0'5 For 1. 0< Y < 1.1 tive (Note 1) 92 For Y > 1.1
NAMa UMG NAM UMG Accessions 0 For Y<1.0 Accessions NAM UMG Accession Goal 54 For Y>1.0 (Note 3)
2 Black UMG Black UMG Accessions 104 (Y) For Y<1.0 Accessions Black UMG Goal 104 + 50.84 (Y-l) ' For 1. 0< Y < 1.2 (Note 2) 138 For Y > 1.2
2 Hispanic UMG Hispanic UMG Accessions 66 (Y) For Y<1.0 Accessions Hispanic UMG Goal 66 + 35.89 (Y-l) ' For 1. 0< Y < 1.2 90 For Y > 1.2
aNon-prior service active duty male.
Area and Districts Use the Same Formulas
Note 1: Points awarded only if FYTD NF accession goal is met.
Note 2: For area competition, bonus points are awarded only if UMG
percentage targets (listed in comnavcruitcomnote 1133) are met.
This does not apply to quarterly Admiral's Cup Competition.
Note 3: No points will be awarded in this category unless HSDG targets
are also met.
Enlisted NRCCS Annual Categories For FY-89
Category Points Awarded
Active Duty (ACDU) Accession Goal
DEP Management
New Contract Objective
NF Accessions
17 (Note 1)
8 (Note 2)
14 (Note 3)
1 (Note 4)
68
Note 1: Active duty accession category includes the following programs:
USN NPS, Male Active Mariner, Male TEP, USN NPS Female, Female
Active Mariner, Female TEP, Total Prior Service and Total ACDU
Accession Goals. Sixteen points will be awarded to each area
or district that attains all program goals. A bonus of one
fourth of one point will be awarded to each district for up to
four overships; for areas, overship points will be awarded
using a correction factor of 1/X, where X is the number of
districts in the area, up to a maximum of one point per month.
Note 2: DEP Management point are awarded based on the formulas below.
To receive any points, the first out month's DEP percent must
be at least 85%.
Part (A) DEP Profile
Adjusted DEP Profile Percent
1st Out Month DEP Percent
2nd Out Month DEP Percent
3rd Out Month DEP Percent
15% - In-Month Attrition Rollout Percent
Y = Adjusted DEP Profile Percent.
Points = 0
4 -s- [ (Y-235)/7.5]
4
For Y < 205
For 205 < Y < 235
For Y > 235
Part (B) In-Month Attrition and Rollout
Y = Adjusted DEP Profile Percent.
Points
4 - 0.8 (Y-15)
0
For Y < 15
For 15 < Y < 20
For Y > 20
Note 3: Monthly new contract points will be awarded in two subcategories as defined below:
(A) Total new contracts
69 -
Y = (NC Attainment) / (NC Objective)
Points = 7(Y)8 For Y < 1.0
7 For Y > 1.0
(B) Pivot Point New Contracts
Pivot Point New Contracts (PPNCS) are those written to ship between
the present and the end of May, necessary to make shipping goal during
that time frame. These contracts will be counted towards a Pivot Point
Objective (PPO). Those contracts written into next June and beyond,
regardless of whether they are will-graduate or work-force applicants do
not count towards achievement of PPO.
The Pivot Point Percent (PP%) is the percent of the current month's
NCO which must be PPNCs to ensure that accession goal will be attainable
in the future. The PPO is the PP% expressed as a hard number goal for
which the NRA/NRD will be held accountable. The PPO and PP% shall be
determined as follows:
PPO = Pivot Point Objective
PP% = Pivot Point Percent
AG = Accession Goal (Present through May)
TD = Total DEP (Present through May)
NCOT = Total NCO (Present through May)
NCOP = Present Month's NCO
AF = Adjustment Factor = 10.5%
PP% = 100 (AG - TD) / (NCOT) -*- (AF)
PPO = (PP%) (NCOP)
*AF will be zero in the month of May.
Z = (Pivot Point NC Attainment) / (PPO)
Points = 7(Z)8 For Z < 1.0
7 For Z > 1.0
The total points earned for monthly new contracts will be the sum
of the points earned in sub-categories (A) and (B).
Note 4: Nuclear Field Accession Overship Points are Awarded as Follows:
70
In March, April and May only:
NRD Points =0.5 points per overship, limit one bonus point
NRA Points = (Area Overships) / (2 x number of NRDS), Limit one
bonus point
Enlisted Quarterly Award Categories For FY89
The enlisted quarterly award (Neptune's Cup) is intended to
stimulate increased competition by means of a shorter award period and
an award which is tied solely to enlisted production volume and good DEP
management. Constraints on this award are (1) that it may only be won
once in a fiscal year by any given NRD and (2) that any NRD that fails
to attain its Pivot Point Objective for any month during the quarter
will be eliminated from contention.
Category Points Awarded
New contract objective 3 6 (Note 1)
DEP management 8 (Note 2)
Note 1: The quarterly new contract category will be treated like the
annual new contract category, insofar as points will be tracked
as though an entire quarter had been completed. To determine
actual points, multiply by a correction factor of X/3, where X
is 1, 2 or 3, depending on the number of months elapsed in the
quarter.
Y = Total No. Attained for the Quarter
Total NC Objective for the Quarter
Points = 24(Y)8 For Y < 1.0
36 - 12(Y)-8 For Y > 1.0
Note 2: The DEP management points earned each month during the quarter
will be the same as the monthly category in the annual
completion (see above).
71
Appendix C
NAVY RECRUITING COMMAND RECRUITER ADVANCEMENT THROUGH EXCELLENCE (RATE) PROMOTION FORMULA TABLES FOR DISTRICTS AND ZONES
(Instruction 1430.2--FY93)
District-Level Formulas for the Number of Promotion-Eligible Recruiters (September 1992 criteria)
Variable Calculation
District Goal Achievement (DGA)
100% DGA < 106%
% promotable
# promotion-eligible
DGA 106%
% promotable
# promotion-eligible
(% new contract achieved + % male "A" cell achieved) / 2C
DGA - 100
(% promotable / 100) X (# personnel on board)
6 + 952.2 [(DGA - 100) / 100] 3-3559
(% promotable / 100) X (# zone personnel on board) aMale "A" cell = upper mental group/high school graduate. Added to formula
April 1992.
Zone-Level Formulas for the Number of Promotion-Eligible Recruiters (September 1992 criteria)
Variable Calculation
Zone Goal Achievement (ZGA)
100% > ZGA < 106%
% promotable
# promotion-eligible
ZGA > 106%
% promotable
# promotion eligible
(% new contract achieved + % male "A" cell achieved) / 2C
0.52 (ZGA - 100)
(% promotable / 100) X (# zone personnel on board)
0.52 {6 + 952.2 [(ZGA - 100) / 100)] 3.3559}
(% promotable / 100) X (# zone personnel on board) aMale "A" cell = upper mental group/high school graduate. Added to formula
April 1992.
72
Appendix D
NAVY RECRUITING COMMAND RECRUITER EXCELLENCE INCENTIVE PROGRAM (REIP) PRODUCTION PROMOTION FORMULAS FOR DISTRICTS (Instruction 1430.4—FY94)
A. % District Goal Achievement
= (% new contract goal attained + % upper mental group goal attained) / 2 (Goals are fair-share annual goals determined by using the lowest original or revised goal. Final FY production day is the last day of the FY.)
B. For production at least 100% but less than 106%
% promotable = % Goal Achievement - 100 # promotion-eligible = (% promotable/100) X (# personnel on board) (For number of personnel on board, divide the sum of those on board the last day of each month by 12.)
C. For greater than 105.999% production
% promotable = 6 + 952.2[(% achieveme # promotion-eligible = (% promotable/100) X (# personnel on board) % promotable = 6 + 952.2[(% achievement -100) / (100)]3-3559
Final production promotion calculation—based on production promotions
available on the last day of the fiscal year.
Authorized promotions = a x (b/c) a = # of promotion-eligible district personnel b = total national promotions available c = total # of personnel eligible for promotion nationally
73
Appendix E
NAVY RECRUITING COMMAND INDIVIDUAL AND UNIT ANNUAL INCENTIVE AWARDS TABLES (Instruction 1650.16D--FY94)
COMNAVCRUITCOM Individual Unit Awards Table
Honors Awards T R 0 P H Y
L E T T E R
0 F
C 0 M M
R O Y
W E E K
N 0 T E S
Title of Award
1. Recruiting District of the Year (George L. Carlin Award)
2. Recruiting District of the Year Runner-Up (Charles E. Lofgren Award)
3. Officer Recruiting District of the Year
4. Enlisted Recruiting District of the Year
5. Overall Station of the Year (Admiral's Cup)
6. Small Station of the Year (Admiral's Cup)
7. Medium Station of the Year (Admiral's Cup)
8. Large Station of the Year (Admiral's Cup)
9. Most Improved District of the Year (Officer and Enlisted)
10. Best District in Minority Recruiting (Officer and Enlisted)
11. Most Improved LEADS District
12. Best LEADS District (Officer and Enlisted)
74
Notes
1. Station of the Year (Admiral's CUD). Awards will be presented for the best small, medium, and large stations of the year based on overall performance and goal attainment for the fiscal year in all categories. Area Commanders should submit area nominees for each of the three categories. The overall winner will be determined from those nominations and will receive an additional award. Each member of the station team will receive a Navy Achievement Medal and the station will receive an engraved Admiral's Cup trophy in addition to ROY week attendance. The RINCs from the other two stations of the year will attend ROY week also.
2. Most Improved District of the Year and Most Improved Districts in Officer and Enlisted Recruiting. The Most Improved District of the Year award is presented to NAVCRUITDISTs which have made the greatest strides in growth, recruiting potential and overall managerial performance in enlisted, officer, and overall recruiting categories.
3. Best Districts in Minority Recruiting. Minority recruiting is one of the more challenging aspects of being a recruiter. To be successful, recruiters must have a degree of sensitivity, awareness, and tenacity. There are two awards for minority recruiting - Best District in Minority Officer Recruiting which will be based on production in black and Hispanic recruiting and Best District in Minority Enlisted Recruiting which will be based on production in Black recruiting only.
4. Best LEADS District and Most Improved LEADS District. Enlisted and
Officer LEADS contribution to new contract objective, Enlisted and Officer NALTS conversion rates and overall managerial performance are the factors used to determine Best LEADS District. Most improvements in LEADS and NALTS productivity (comparison between past and current fiscal years) and Lead Tracking Center support for the recruiter should determine Most Improved LEADS District. Submission will be in standard letter format addressing the above criteria.
75
COMNAVCRUITCOM Individual Awards Table
Honors Awards
LEGEND
ROY - Recruiter of the Year
(AW) - Area Winner
(NW) - National Winner
M
E
R
I
T
0
R
I
0
U
s
A
D
V
N
C
M
N
A
M
L
E
T
T
E
R
0
F
C
0
M
M
T
R
0
P
H
Y
R
0
Y
W
E
E
K
N
0
T
E
S
Title Eligibility Requirements
ENL ROY
(AW) All recruiters assigned to
recruiting production and on
production for at least 9 months
of the competitive period
X X
OFF ROY (AW)
All officer recruiters assigned to
COMNAVCRUITCOM field activities X X
CHIEF ROY
(AW) All recruiters assigned as Chief
Recruiter for at least nine months of the competitive period
X
ENG ROY (AW)
All recruiters assigned to
COMNAVCRUITCOM field activities X
MEDICAL
ROY (AW) All recruiters assigned to
COMNAVCRUITCOM field activities X
NROTC ROY
(AW) All officially designated and
functioning Navy Reserve Officer
Training Corps/Broadened
Opportunity for Officer Selection and Training (NROTC/BOOST)
coordinates for the 12 consecutive
months preceding nomination,
(only military personnel are
eligible for this award)
X
ZONE SUP
ROY (AW) All recruiters assigned as Zone Supervisor for at least nine
months of the competitive period
X
76 -
COMNAVCRUITCOM Individual Awards Table
Honors Awards
LEGEND
ROY - Recruiter of the Year
(AW) - Area Winner
(NW) - National Winner
M
E
R
I
T
0
R
I
0
U
s
A
D
V
N
C
M
N
A
M
L
E
T
T
E
R
0
F
C
0
M
M
T
R
0
P
H
Y
R
0
Y
W
E
E
K
N
0
T
E
S
Title Eligibility Requirements
ENL ROY
(NW) All recruiters assigned to recruit-
ing production and on production
for at least nine months of the
competitive period
X X X X
OFF ROY (NW)
All officer recruiters assigned to COMNAVCRUITCOM field activities
X X X 1
CHIEF ROY
(NW) All recruiters assigned as Chief
Recruiter for at least nine months
of the competitive period
X X X
ENG ROY (NW)
All recruiters assigned to
COMNAVCRUITCOM field activities X X 1
MEDICAL
ROY (NW) All recruiters assigned to
COMNAVCRUITCOM field activities X X 1
NROTC ROY
(NW)
All officially designated and func-
tioning NROTC/BOOST coordinates for
the 12 consecutive months preceding
nomination (only military personnel are eligible for this award)
X X X
ZONE SUP
ROY (NW) All recruiters assigned as Zone Supervisor for at least nine
months of the competitive period
X X X
CLO OF
YEAR (NW) All CLOs in support of recruiting X X X 2
77
COMNAVCRUITCOM Individual Awards Table
Honors Awards
LEGEND
ROY - Recruiter of the Year
(AW) - Area Winner
(NW) - National Winner
M
E
R
I
T
0
R
I
0
u S
A
D
V
N
C
M
N
A
M
L
E
T
T
E
R
0
F
C
0
M
M
T
R
0
P
H
Y
R
0
Y
W
E
E
K
N
0
T
E
S
Title Eligibility Requirements
EDSPEC
(NW)
All civilian billet incumbents who
have filled the position at least
one year as of 31 August of the
current year
X X X 3
CLASSIFIER
OF THE
YEAR
All classifiers who have functioned
as a classifier for at least nine
months of the competitive period
X X X
RDAC OF
THE YEAR
All civilian, reservists, or
retired personnel who are serving
or have served as Chairperson of
RDAC during the competitive period
X X X 4
NUC FLD
ROY
All Nuclear Field Recruiters who
have functioned as such for at
least nine months of the
competitive period
X X X
SUPPORT
PERSON
All billet incumbents who have
functioned as such for at least
nine months during the fiscal year
(military and civilian personnel
are eligible)
X X X
LEAD
TRACKING
CENTER
SUPERVISOR
All LEAD Tracking Center
Supervisors who have functioned as
such for at least nine months of
the competitive period
X X X
78
Appendix F
AIR FORCE RECRUITING SERVICE COMPETITION SYSTEM FY87 TO FY93; FY95
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32 -
Appendix G
AIR FORCE RECRUITING SERVICE INCENTIVE AWARDS PROGRAM
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- 101 -
Appendix H
AIR FORCE ONE-TIME INCENTIVE PROGRAMS
Activity Watch '92 was implemented in response to a national mid-
year call for 5500 additional non-prior-service accessions with a
particular requirement to speedily process high school graduates. All
new applicants who signed contracts during the four-month competition
period were counted toward a recruiter's award total. To meet the
immediate need, high school graduates booked and processed during the
first two competition months were credited as two recruits. Recruiters
and flight supervisors were eligible. Since the size of flights can
vary, flight supervisor accomplishment was measured as an average of
flight production. Winners received watches, presented by the commander
if he was available, and documented recognition at Headquarters and in
the recruiter magazine.
Operation ASAP was a six-month special emphasis program instituted
in 1992 by the Commander to increase activity in health profession
programs. Operation ASAP meant Actively Seeking Another Provider,
specifically in the physician, physician assistant, and physical
therapist categories. All applications received at the recruiting
squadron after the program inception date were counted. For award
consideration, individual recruiters needed to submit at least one new
application in each category. When teams competed, one contract per
recruiter was required. All recruiters writing two or more contracts in
one category received a wristwatch. The top three recruiters in each
category received a three-day expense- and duty-free vacation.
Additionally, squadrons with three or more contracts (one or more for
groups) in either category were awarded a wildcard enlistment to apply
to any allied health or nurse specialist program goal. Squadrons or
groups that satisfied both the physician and PA/PT requirements received
two wildcard enlistments they could apply to their nurse program or
allied health program goals.
Mechanical GTEP or AI was a FY95 national incentive program to
increase the number of Mechanical GTEP or AI recruits. Mechanical GTEP
102
is a Guaranteed Training Enlistment Program for jet engine mechanics,
and AI is an applicant's aptitude index (in this case for mechanics). A
recruiter was required to achieve his or her assigned contract goal
between November 1, 1994, and February 28, 1995. Those satisfying the
goal were eligible to receive one point for each mechanic career field
reservation during the four-month time frame; they lost one point for
each cancellation. Nine accrued points were required to compete in this
incentive program. All eligible recruiters received a recruiting
service portfolio-calendar and the opportunity to become a group winner.
Winners who achieved the highest point total in their group received a
flight in a T-37 or T-38 at Randolph Air Force Base, dinner with the
Commander, a plaque, and other recruiting service gifts.
103
Appendix I
MARINE CORPS DISTRICT INCENTIVE PLANS (EXAMPLES)
1ST DISTRICT
Three district plans covering the 1990s vary in the participants
included, emphasis, and measurement schemes. In most years, district
winners and one winner per recruiting station were recognized. The
following are brief summaries of the three plans.
FY91. In FY91, recruiting stations, recruiting sub-stations,
NCOICs, and recruiters participated in the district program. Recruiting
unit awards were issued by the district commander and presented to
recruiting units by the district commander. Individual awards were
presented at lower levels by recruiting station commanders, and at
higher levels by district commanders.
Recruiting stations competed at the district level in overall
performance for monthly, quarterly, and annual awards based on an
established point system, and quarterly for recruiting unit quality,
operating standards, attrition rates, disqualifications, etc. Points
were awarded as a percentage of achievement for some categories
(shipping, contracts, phaseline, and other categories), or as designated
points for others (i.e., unit operating standards including failures,
administration, and others. For example, the category "achieving or
exceeding shipping mission" was worth 10 points. If a recruiting
station achieved 104 percent, the total point calculation was:
1.04 X 10 =10.4 total shipping points
Unit quality categories were worth 0.5 to 3 points for achieving
set standards.
The awards included trophies, plaques, medals, certificates, and
cups.
Phaseline is a recruiting period, normally one week. Some units
set phaseline goals.
104
FY94. The FY94 plan reduced the number of recruiting station
awards by 60 percent (from 5 to 2), added a second recruiting sub-
station category (to separate large and small sub-stations) making 6
awards at that level, and added 2 individual awards bringing that total
to 6. The new individual awards were rookie recruiter of the year, and
a centurion award for outgoing recruiters who wrote at least 100
contracts during their tour of duty (maximum 48 months). A district
awards board was added to select top district-level, and individual
award recipients, i.e., the best in the district, while recruiting
station commanders selected top recruiting-station-level recipients,
i.e., the best in the station. Rather than using a point system (as in
FY91), all but 2 categories calculated the percentage achieved as the
standard for awards. For example the shipping mission category for
units was calculated as follows:
# required , # shipped = % shipped
The exceptions were net productivity and band contracts. The net
productivity category was calculated as (gross contracts minus pool
discharges) divided by (number of months times number of recruiters)
equals monthly productivity average per recruiter. Band contracts were
counted as the number shipped.
FY95. In this plan, the district added annual awards for a top
overall recruiting station, rookie recruiter, and NCOIC. An award for
any recruiter achieving 50 contracts was also added. A point system for
recruiting stations was reinstituted, while recruiting sub-stations and
individual recruiters retained the FY94 format. Recruiting station
point calculations included 4 shipping criteria, 5 production criteria,
and 5 recruiting station quality categories. All categories except
evenflow shipping (calculated by time period) calculated points as 10
percent times the percentage of goal or standard achieved. No points
were awarded for recruit quality, but points were deducted for not
achieving quality standards. Points were also deducted for not
achieving standards in recruiting station quality.
The FY95 plan also included a two-month campaign in late spring
that counted contracts written by recruiters, NCOIC by unit size (large
105
or small), and recruiting stations/sub-stations. To qualify, units were
required to meet their monthly mission, and individuals were required to
write at least two net new contracts per month. Those with the most
contracts received district commander certificates of commendation and
either a plaque for best in the district, or a desk set for first place
in each recruiting station, or a mug for second place in each recruiting
station.
9TH DISTRICT
Annual Plan
Unit Awards. The FY95 and FY96 annual plans reward each of the top
three recruiting stations for monthly, quarterly, and annual
achievement. Points are awarded for various shipping, contract,
attrition and bonus categories. Recruit quality and quantity as well as
regular timely shipping and contract submission standards are the focus
of the plan. Awards are a Spearhead plaque for monthly winners, a
Trident plaque for quarterly winners, and a 9mm replica pistol for
annual winners.
Individual Awards. Individual recruiters are rewarded in three
categories for contracts written as they are achieved. Additionally,
awards based on net accessions per recruiter (APR), are presented by the
district to the Sergeant Major of the month, district recruiter of the
quarter, district recruiter of the year, district non-commissioned
officer in charge (NCOIC) of the quarter, and district NCOIC of the
year. Depending on the level of award and length of time to achieve the
award (annual awards are usually more valuable than monthly awards), the
awards range from certificates and plaques to Navy Achievement Medals.
Short-Term Campaigns
In the fall of FY95 and FY96, short-term campaigns were conducted
for two months (four months for NCOICs). The FY95 campaign used a
cowboy theme and concentrated on gross contracts written for individual
recruiters and contract placement in six-month shipping pools for
NCOICs. Recruits in DEP received awards for referrals to recruiters.
Over 320 recruiter and 65 NCOIC awards were available and included
106
shirts, model guns, and cowboy hats. One NCOIC was chosen as the top
from all recruiting sub-stations based on the percentage of six-month
pool achieved, and received a replica 1890s colt 45 pistol.
In FY96, the revised fall campaign was conducted around a football
theme. In this campaign, each contract written by individual recruiters
was worth one point. Those recruiters achieving 4, 7, and 9 points
received t-shirts specified for their respective point category. In
addition, medals, certificates, and meritorious masts were awarded,
based on point ranking, among the top 50 recruiters. NCOIC award
criteria were determined by each recruiting station. Recruiting stations
were also authorized to award one Navy Achievement Medal, 3 Commanding
General (region) Certificates of Commendation, and 4 Commander
(district) Certificates of Commendation.
Accessions per recruiter were the criteria for recruiting station
achievement. The campaign was conducted as a double elimination
tournament that rewards recruiting stations that perform well early in
the campaign. The recruiting stations are randomly assigned to a matrix
after the first round (approximately one week), and recruiting stations
with high gross accessions per recruiter are in one matrix level while
low gross accessions per recruiter are in another level. The recruiting
stations compete against each other in their assigned level for up to 8
rounds until one recruiting station emerges as the winner. District
staff also competed in this campaign. They participated in a football
pool by selecting individual winners and district total gross APR each
round. The staff person with the most winning choices was the winner.
107 -
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Ill
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