RAND

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Encouraging Recruiter Achievement A Recent History of Military Recruiter Incentive Programs

Carole Oken, Beth J. Asch

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National Defense Research Institute Arroyo Center 19980220 038

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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

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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.

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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

83 -

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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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