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US Army Recruiting Command USAREC Overview Environmental and Industry Assessment Conference I have recently approved the revision to Recruiting Doctrine Publication … PowerPoint PPT presentation

USAREC Overview Environmental and Industry

1 October 2013 through September 2019, the Army

(USAREC) will recruit professional, volunteer

Soldiers Soldier 2020, capable of effectively

executing operations in the Army complex

1st Rctg Bde Albany Baltimore Beckley Harrisburg M

id-Atlantic New England New York City Syracuse

5th Rctg Bde Dallas Denver Houston Kansas

City Oklahoma City San Antonio Phoenix

RED – Command Group BLUE – Staff Group GREEN

Field Commands GREY – External Group

2d Rctg Bde Atlanta Columbia Jacksonville Miami Mo

6th Rctg Bde Los Angeles Portland Sacramento Salt

Lake City Seattle S. California Fresno

3d Rctg Bde Chicago Cleveland Columbus Great

Lakes Indianapolis Milwaukee Minneapolis Nashville

Medical Rctg Bde 1st AMEDD 2nd AMEDD 3rd

Where USAREC Provides the Strength Most Dispersed

Over 11,500 personnel in over 1800 locations!

Army Medical Department (AMEDD) Chaplain Chaplain

Candidate Officer Candidate (OCS) Special Forces

(18X) Translator (09L) Band Ordnance

(89D) Special Forces Officer/Enlisted Cultural

Officer/Enlisted Military Information Support

Operations (MISO) Officer/Enlisted 160th

Special Operations Aviation Regiment (SOAR)

Non-Rated Crew Members (NRCM) Aviation Back Shop

Maintenance Service Support In-Service Warrant

Officer (Tech) In-Service Warrant Officer

Source FY14/15 Mission Letter dtd 23Oct 2013

Command Priorities Supporting Objectives

Implement Army SHARP programNo Sexual Assaults

Execute Army Leader Development Strategy

Understand and operate through Mission Command

Execute Ready and Resilient Campaign Wellness

efforts effective for Soldiers, Civilians

uphold and enforce standards and discipline at

Achieve FY14 mission RA 57K AR 18.3K EP 19.9K

Enable special mission success MRB SORB

Adapt and use marketing intelligence network

Improve Army Reserve recruiting partnership

Adapt Doctrine, Training Education for

Market Intelligence Position Mission the Force

military and will likely decline as the nation

medical professionals increase the difficulty of

like overweight, medical and moral conditions,

significantly reduces the size of the eligible

Fundamental Objectives for Recruiting Market

Qualified Military Available (QMA) Population

For every 4 Americans between the ages of 17

24, less than 1 is eligible to serve in the

military due to disqualifying conditions.

2011 US Population 17-24 year olds 33.1 Million

Ineligible due to medical condition, criminal

history or dependency (too many dependents or

Ineligible due to lack of education credential

and/or extremely low scores on ASVAB

Overweight and/or Exceed Body Fat Standards

0.4 of the population is less qualified in 2012

Of this fully qualified pool, 55 (4.2M) are HS

Diploma Graduates who score greater than 50 on

the ASVAB. The remainder are HS Diploma

Graduates who dont score as well on the ASVAB,

or non-HS Diploma Graduates who score well on the

ASVAB. Congressional statutes limit enlistments

from this portion of the eligible pool.

Sources Woods Poole 2011 Population Estimates

Lewin Group 2007 Study Developed by US Army

Accessions Command G2/9, Center for Accessions

Market Analysis Attitudes EnvironmentThe desirability of a military enlistment is a

in decline (vet population down 20 since 1990

Market Analysis Regional Differences

RY13 Penetration RatesRA AR production per

over 90 of the QMA population 92 of RY13

Mission the recruiting force to maintain FSTP

levels Concentrate placement into critical

MOSs Maintain presence in all recruiting

markets Enable success and improvement

USAREC recruits the most qualified men and women

Less than 3 of 10 youth are qualified to serve!

Prospecting Approx 18.6 M to 23M Contacts for a

Appointment Make Approx 715K appointments made

Appointment Conduct Approx 500K appointments

MEPS Approx 115K Applicants to MEPS for 90K

Future Soldier Training Program (FSTP) Future

Soldier Orientation and assignment to FS Leader

Future Soldier Training Program (FSTP)A Program designed to allow persons to enlist in

the Army for up to 14 months prior to departing

Target AudiencesProspects Youth Ages 17-24 with emphasis on

parents) who are the primary influencers of the

and organization members who also influence our

Messaging Targeted To Primary Segments On

Local AssetsAvailable for local use based on commander

Deployable Rapid Assembly Surgical Hospital

Branded H3 with Audio Visual Gaming Console

VISION Connecting the US Army – its Mission, its

Values, its Soldiers, its Career Opportunities –

Board members are committed and trusted community

and business leaders whom have the ability to

influence others. Advisory Boards generally

meet quarterly to understand the Army and its

mission, challenges, issues and successes.

Community Urban League US Hispanic Chambers of

Partnerships and outreach promote Army awareness

USAREC developing new doctrineTwo new manuals, 3 3-0 (Recruiting Operations)

serve as capstone documents to guide all

aligning our efforts w/ how the Army applies

methodologies (Military Decisionmaking Process

seeing the annual mission (vice focusing on

Bottom Line Complete overhaul of current

Planning developing integrated solutions for

DA Selects and Volunteers Selected for Recruiting

Army Career Branches provide packets based on

Human Resources Command (HRC) mission guidance

Volunteers and OCONUS based Soldiers receive

Battalion level Assignments prior to their report

date to the Army Recruiting Course (ARC)

Brigades/Battalions make Company and Station

participation in extremist organizations and

incidents within the past 5 years upon selection.

(including proceedings under the provisions of

the Uniform Code of Military Justice, Article 15

(UCMJ, Art. 15) or had adverse action taken by

any authority for any offense that involves moral

turpitude, regardless of sentence received or any

offense under the UCMJ for which confinement of 2

or marital, emotional, or major medical problems

that would hamper performance on recruiting

Pass APFT and meet Army Height/Weight Standards

Have a Behavioral Health evaluation statement not

Cadre Recruiter 79R Becomes Primary MOS Proven

Track Record Must be Excellent Trainers 56 are

SFC Average Age is 37 3017 Total Cadre

DA Select Recruiter 65 Selected by DA 35

Volunteer Serve 3 Year Recruiting Tour Average

Service is 11 Years Average Age is 31 Need 1 out

of 14 to Reclassify to 79R 5228 Total DA Select

Recruiters 94 DA Selects have OIF/OEF Experience

CO 1SG, BN/BDE OPNS NCO, SENIOR MASTER TRAINER,

CENTER NCOIC, ASST CENTER NCOIC MASTER

TRAINER, BN/BDE OPNS NCO, EO ADVISOR,

Numbers Include On-Production, Staff, and

79R On Production Recruiter 0 Selected by

HRC 100 Volunteer 0 Call to Active Duty

(IRR) Serve 3 Year Detail Average Service is 13

Years Average Age is 38 25 Total DA Select

Recruiters 76 DA Selects have OIF/OEF Experience

Cadre Recruiter 79R Becomes Primary MOS 61 are

SFC Average Service is 12 Years Average Age is

38 1487 Total Cadre Recruiters 63 79R have

CO 1SG, BN/BDE OPNS NCO, SR MASTER TRAINER, SR

CENTER NCOIC, ASST CENTER NCOIC, MASTER TRAINER,

BN/BDE OPNS NCO, GUIDANCE COUNSELOR, FUTURE

Numbers Include On-Production, Staff, and

Recruit the Recruiter (RTR) Division Outreach

Efficient Processing, Quality Control and

One of the key advantages of working as a team is

that having multiple eyes on an individuals

enlistment process can reduce administrative

errors, decrease acts of misconduct, and improve

efficiency.The intent is to continue to move errors, waste,

and loss as close to the beginning of the process

ditch effort to accomplish a monthly mission or

maintain standards, holding ourselves accountable

We must maintain standards in enlistment

processing and efficiently manage recruiting,

from first contact to shipping, at the lowest

As we plan and develop integrated solutions for

our transformation to USAREC 2020 it is important

to consider all aspects of recruiting operations.USAREC is executing its operational mission every

day providing little ability to go off line and

transformation plan will depend on how well we

integrate across all functions, use our limited

By empowering leaders at each level of the

organization with the authority to act through

mission command and hold people responsible for

adhering to standards, recognizing them when they

do, we can accomplish the mission and transform

One of our challenges has always been dealing

with complex missions in a geographically

dispersed organization.Mission Command is the basis for our operations

that will give us the collective focus and

adaptability to accomplish our very complex

operation across the spectrum and is how we

direction through mission orders, enabling

subordinate leaders to exercise disciplined

incorporates the aspirations, To serve, to live,

to connect and to grow. Establishing this

well-being end state will assist the command in

This approach empowers agile, adaptive leaders as

they conduct operations in the context of their

USAREC developing new doctrineTwo new manuals, 3 3-0 (Recruiting Operations)

serve as capstone documents to guide all

aligning our efforts w/ how the Army applies

methodologies (Military Decision making Process

seeing the annual mission (vice focusing on

Bottom Line Complete overhaul of current

USAREC must task organize to meet changing

mission requirements, available resources and

environmental shifts in the economy or market.Past transformation efforts have provided solid

organizational structure, spans of control and

geographic alignments at the battalion and

are positioned in their markets and how companies

are aligned to contiguous markets using the

Positioning Analysis Evaluation (PAE) process

adjust to mission needs using the recruiting

operations plan and timelines to fluidly task

organize execution of recruiting functions for

Training poses a special problem for USAREC,

being a geo-dispersed unit using skill sets

unique for the Army while constantly executing

our mission.Commanders are expected to leverage social media,

blogs, webinars, MilSuites Pro-Net, and

train-the-trainer events, as with ongoing

Master-Resiliency, to help bridge the training

training process is a fundamental shift in past

We will apply Army Training doctrine more than

the past and use an already successful Army

We have grown outdated with much of our material

support and must fix the situation as quickly as

our budgets allow, shifting funding priorities

where necessary and gaining support from the

Army.First order of business is our mobile

replace laptops, providing protection to

Personally Identifying Information (PII) that cut

recruiter action more effective and efficient,

smart devices providing major gains in data

We are looking at two key marketing support

areas, Personal Presentation Items (PPI) and

event support equipment at the local level. We

need to equip our forces to engage their markets

independently, not relying on only national

Leader development, especially as we further

establish mission command as a key principle of

recruiting, is critical to our success.Company commanders must own their missions and

established in AR 600-20, Army Command Policy,

and should develop their subordinate leaders

MilSuites /Pro-Net to directly engage on key

to extend leader development to our Soldiers and

leaders limiting our travel and time away from

As commanders execute their authority, I expect

them to rely on the advice and knowledge of our

NCO leaders and recruiting experts. Their

experience is invaluable to ensuring mission

TransformationAs USAREC works together to set our direction, we

will take advantage of the lessons learned from

Current OperationsOur future transformation is a full spectrum

effort across all the integrated planning domains

of doctrine, organization, training, material,

working as a team, to accomplish all of our

Our efforts to transform USAREC will mirror

efforts by the Army to transform the entire

USAREC must relook positioning of our centers to

ensure we are in the right places. Transforming

to Small Unit Recruiting and Pinnacle in recent

years, USAREC gave up too many Recruiting Centers

in areas where we have had past success.Tight budgets are reason to ensure we are in the

give up locations with low potential to achieve

and where feasible consolidate into facilities we

currently lease or can share to enable commanders

and first sergeants to exercise mission command

and amenities at reduced costs, and in the case

of in-service missions for accessibility to their

We must continue to work closely with the Corps

of Engineers to anticipate and get ahead of

demographic shifts, ensuring we occupy and

dominate the terrain decisive to acquiring the

Working as a TeamWe must work as a team with every individual

working together to execute recruiting

operations. The team leader, based on the

mission, personnel, and resources must task

executing every step of the recruiting process

There will be no more just do two mentalities

Leaders will not divorce themselves of the

responsibility to be involved and lead their

dogmatically apply those roles based on the size

from prospecting to processing or a future

Soldier event, then the leader must make that

The key is leader involvement, organizing and

leading their team, to accomplish the mission and

continually execute, simultaneously, all

functions in the recruiting process, especially

prospecting, processing, and future Soldier

Leading Future SoldiersOur Future Soldiers need leadership to ensure

they remain motivated and prepare them to fulfill

of losses were acceptable. This is extremely

wasteful as the time and energy spent to recruit

recruited masks shortfalls we will need to

those who want to serve and leverage the future

Our Future Soldiers are a great advocate for Army

opportunities and referrals. We must maintain a

positive relationship with them and their

Another key to success is recognizing excellence

in the organization. We had to make changes and

focus on the team.While our intent was to eliminate individual

awards tied purely to production, we ended up

eliminating nearly all individual recognition and

just tied to a number of contracts an individual

I expect commanders to continue using the Army

awards system and their own programs to recognize

teams and individuals based on excellence.

Maintaining Contact with Communities

Our mission requires us to maintain contact with

We must use marketing, social networks and a

virtual presence to continue providing

opportunities where our physical presence is

We need to focus our physical presence where we

can gain the most recruitsCommanders need to measure return on investment

abilities, needs in a marketplace and leverage

the targeting process to acquire the resources

needed for success, support where feasible, and

best use of our Soldiers ability to engage the

market in their communities and ensure a Army

AMEDD, SORB) and work with Army Reserve and

relations with military communities including

We must develop and maintain the systems that

support recruiting. Whether an administrative

process, an information system, meetings,

training events, or communications, we must learn

to do routine things routinely.Must ensure continuous feedback from the most

critical point in our operational environment,

the Army interview, through each level of command

including Army leaders, other Army organizations,

USARECs vision is fully integrated and

universally accessible paperless systems with one

time data entry that are flexible, mobile, and

Managing talent and selecting the right personnel

to fill recruiting positions Army designated

positions of special trust is essential to our

We must have the right balance between the

experience and continuity of our civilian and

senior 79R force and the breadth and operational

experience of Leaders and Soldiers rotating from

help replace a workforce consisting of many

USAREC is currently leading an Army review of

Career Management Field 79 and we will use the

results of this effort to inform our future

An important characteristic of a learning

organization is using knowledge management to

learn from past lessons and apply that knowledge

Knowledge Management ProcessLearning organizations dont continue to repeat

We have invested considerable time, energy, and

resources during our past transformation efforts.

We will not waste that investment by giving up

TSC IV Overweight else Qualified 1.1M (3.4)

Overweight else Qualified 3.8M (11.4)

less than 1 in 4 Qualified Medical Moral Depen

Unqualified TSC Education 6.7M (20.2)

Sources Woods Pool 2012 Population Estimates

Lewin Group 2007 Study

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