National Guard Recruiter Attrition Management - Coursework Example

National Guard Recruiter Attrition Management SGM Darrell L. Allen United s Army Sergeants Major Academy # 36 Phase II MOS 79T50 Managing Attrition with the National Guard Recruiter, 01/01/2010-Present 12/18/2010 Unclassified West Region SGM, Recruiting and Retention Battalion Abstract The topic is a developed attrition management program that was placed into service to hire the right soldier for one of the most important military occupational specialties today, the Recruiting and Retention NCO. A hiring process was develop to take the prospective soldier desiring to be a 79T Recruiting and Retention NCO through a sequence of interviews to determine if the solider was the right fit for the job. The paper gives the detail of the hiring process and a product that any Senior NCO could use to hire. Also, a six month new Recruiting and Retention Program was developed to assist the recruiter to gain recruiting skill, gain enlistment, adapt to the stressful environment and accomplish mission success. Introduction The National Guard Recruiter is a representative of not only the state, but for all of the U.S. Armed Forces. The National Guard Recruiter is required to fill and retain the ranks of the units across each state. Several thousand training dollars are wasted each year due to individuals being hired into the position as Title 32 recruiters and then within a matter of months resigning. A hiring process was developed to take the prospective Soldier desiring to be a 79T Recruiting and Retention NCO through a sequence of interviews to determine if the Solider was the right fit for the job. This paper gives the detail of the hiring process and a product that any Senior Non Commissioned Officer could use to hire. Also, a six month new Recruiting and Retention Program was developed to assist the recruiter gain recruiting skills, enlistments, adapt to the stressful environment, and accomplish mission success. The commander challenged the sergeant major to develop a course of action to reduce the attrition rate and keep good quality soldiers in these positions. The sergeant major took a twenty four hour class given by the human resource department of the state. Each manager had to develop a hiring practice that would keep us from hiring the soldier for Recruiting and Retention by just selecting someone from a list that applied for the job. Also, after the right person was hired the new six month program was developed to secure the solider in that job and reduce the expense of searching, interviewing and training a second solider. If done correctly it will prevent the number of lost enlistments during the period of the probation. Hiring Process design During the hiring the manger training it was stated that studies show that the U.S Department of Labor indicated that 50% of all new hires leave the job within the first six months. For example, many found that the Recruiting and Retention position turned out to be something that described them. Also, some left because they could not handle the leader’s management style and were not open to the hours it took to do the job and establish the area. It was a challenge to develop a matrix and an interview program. This rational, clever and repetitive design would assist with two major challenges: A. Spend the least amount of time on the interview B. Produce better-quality results every time used The opportunity was given to the managers to look for key items in the interview process. It was determined by the whole group that the person had to have the ability to learn, have proper values and have the ability to learn new skills. First, to learn and to learn quickly was critical to success. Not only the new hires have little time to take hold of the job, they are expected to produce results almost right away. Second, the proper values that exist between you and the business were vital to success. Often times the group determines the person hired values differ with those of the organization and the person is pressured to resign. Third, the person’s ability to learn quickly and to grasp the job instead of blaming their past employer was essential. The training group was given the time to develop a complete interview spreadsheet that they could apply to their own areas. Sergeant Major designed a Recruiting and Retention interview spreadsheet that contained the two page interview sheet with points, questions for each area and a job interview outline. The design of the interview spreadsheet was to develop a list of requirements that focus on the specific requirements of a particular job which each Soldier would be measured and judged. The interview spreadsheet was career field specific in order to be useful and serve its purpose. The descriptive items were written along the top in priority order with the most important one on the left and going in priority order to achieve the stated objectives. The descriptive items for the Recruiting and Retention Interview spreadsheet can be found in the appendixes of this paper. Items that were determined and rated in order for the Recruiting and Retention position were: Attitude/loyalty, Sales Experience, Goal Oriented, Success Patterns, Public Speaking, Computer Knowledge, Analytical Skills, Guard Knowledge, Team Player, Professional Conduct, Continue Education, Generous with Thank You Comments, and Follows Guidance. Each one of these is rated or at least the top ten are given a score based on the order of precedence. After the interview spreadsheet was developed, the questions had to be created under each key area. Puzzle and behavioral questions were developed that where to be asked under each area and to determine the amount of points to be awarded under each. No less than three questions were developed for each item, because the soldier application or resume could supply some of the answers. Also, the first conversation with the soldier could satisfy some of the answers. Finally, it was determined that due to the experience or lack of in the area would make asking the question of no consequence. Also, attached to this spreadsheet was a Recruiting and Retention Noncommissioned Officer’s job description. This job description covers the general eligibility requirements and the description of the recruiting duties, and performances expected. Again, detail of these can be viewed in the appendix of this paper. The interview structure was established by trial and past experience. The training recommended one interview with 10 good questions, with the interview lasting no longer than 40 minutes. The challenge was to be able to make a hiring decision after 40 minutes and know what you are buying in terms of skills, competency know-how, strengths and faults. During this first session 90% was about the soldier and 10% about the actual position. Two more interviews were placed into this design and have been successful when applied correctly. The next interview would be done by the co-worker or another recruiter and it would be 50% about the soldier and 50% about the National Guard recruiting position. The third interview would be 90% about the position and 10% about the soldier. Next was to develop the interview format for the Recruiting and Retention position. A basic format was developed that contained the opening, the interview, the closing and reminders about promoting reliable and lawful interviews. This basic interview format proves to be useful for each Recruiting and Retention conducting the interview; also, as a time management tool as well as a ready reference tool. The entire hiring process tool has saved time and resources when used by the senior leadership. While not ideal, it continues to reduce our attrition rate when followed and the new qualified Recruiter transitions onto the new six month training program. It allows the saving of training dollars and critical time for all leadership. New Recruiter Training Program This six month program is currently in the improvement stage and has shown success as it continues to be improved upon. The program is broken down into phases by months and each phase has requirements to undertake. Each phase will be discussed in terms of how vital the role that the Non Commissioned Officer (NCO) has in its success. The program had to have a set of standards for the new Recruiter to follow and timeframes to accomplish each of those standards. As the new West Region Sergeant Major, the detailed instructions were developed and each recruiter and supervisor was briefed. This memorandum set benchmarks in place for the execution of the recruiting mission. It also outlines the requirements of each stage for sustainment and remedial training. The standards are reviewed with the new recruiter and the expectation of this training program. Phase 1 This phase contains the recruiter in-processing phase at the Recruiting Battalion level, the statement of understanding is signed, the area is assigned, the Recruiter Zone Planner is developed and the calendar is developed with the Soldier Training Publication execution. The mission letter is given to the recruiter and the time management plan is develop with the area supervisor. A mentor is assigned during this phase and the mentor will be senior and a recruiting badge level and rank above the new Recruiting and Retention NCO. During this phase, a plan contains prospecting activities that include contacts the recruiter needs to make. Also, Center of Influence (COI) and Very Important Person (VIP) are established within the area of operations. The supervisor establishes the prospecting resources by assigning zip codes, high schools, college, vo-tech center and units. Each area is evaluated each week by the mentor or the Soldier supervisor. The Recruiter will be introduced into the Recruit Sustainment program and this is where the Recruiter has to use leadership and battle task skills learned from previous training. The evaluation forms in point are included in the appendixes. Phase 2-6 These phases continue to support the recruiter with tools for success. Each phase is a monthly phase that involves a training task to be performed in the assigned area. The Recruiter is required to conduct phone calls, interviews, school programs and unit briefs. This phase contains increased responsibility for an instructor in the Recruit Sustainment program. Also, each phase will require the two other tenets of the Recruiting and Retention NCO to be executed. One is the attrition management. Attrition action in the Recruit Sustainment program is at least a weekly activity and strengthens on drill weekend at the Recruit Sustainment drill. The Recruiter must prepare the new enlistment to ship. Each Soldier is required to be administratively correct, physically fit and mentally prepared to attend training. It’s the recruiter’s responsibility to learn to mentor and progress these soldiers through the training pipeline. Another attrition area is with the soldier’s units. Recruiters are given tasks that involve them in helping the unit soldier to use the benefits and services available. Another tenet is retention. This is where the recruiter is fully engaged in assisting the unit in the long term career of the soldier and is required to update the leadership, counsel career soldiers and implement enlistment ceremonies. In the latter part of the phases, the individual’s responsibility is moved to a higher skill level. Lesson Insights Profound connections between the interview process and new recruiter training program have been demonstrated. The assigned mission is easier for the new recruiter, and the blue print of what is expected is developed from the start. The recruiter experiences a caring team atmosphere as the recruiter contributes earlier to the team mission, and the Recruit Sustainment Program; the overall mission success is reflective of positive efforts. These two areas take time to execute, but time and money is saved. Best of all, a Soldier is saved and each one gets to experience the best job in the military today. Conclusion The objective of this attrition management program was to place the right soldier in the right position. In doing so, one must hire the right Soldier the first time to reduce the cost of retraining and decreasing missions lost while hiring another replacement. The hiring process has proven effective if it is fully executed. The new training program offers the recruiter the tools to provide proven skills, an ability to build a funnel to gain enlistments, a less stressful environment, and ultimately the ability to accomplish mission success. It allows the supervisor to work in a systematic way with the new recruiter and provides an awesome addition to the team. References Rosenberg, D. (2000) A Manger’s Guide To Hiring the Best Person for Every Job. New York: John Wiley & Son, Inc. Appendixes A. Memorandum – West Region Recruiting Standards B. NCOIC Interview Spreadsheet C. Automated Mission Success Planner D. Interview Evaluation C. Prospecting by Phone Evaluation E. NCOIC School Evaluation Form F. NCOIC Lunch Room Evaluation Form G. RSP Evaluation Form Read More