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CHAPTER 7 RECRUITING SUPPORT MATTERS

7000. Purpose and General Discussion. In Chapters 1 through 6, a heavy emphasis has been on operational considerations. The discussions have centered around influencing recruiting from the "operational" point of view, with a focus on writing "Quality" contracts. No doubt about it, this operational frame of reference is the "priority" of recruiting...and in fact, is the MISSION! The success of the District will be measured on the efficiency with which the command can write "quality" contracts ...place qualified poolees on the "yellow footprints"...and see these young "Marines" graduate from the Recruit Depot! This is a fact...and it is best that EVERYONE realize that fact and focus their effort to accomplish these tasks...by category, by month! However, that being said, there is another very important aspect of District level command that will require a considerable amount of time and effort...that is, the functional Staff areas, and the critical day-to-day SUPPORT they provide (directly and indirectly) to mission attainment.

1. The Challenge. As in any Command, in order for the "operators" to perform at peak efficiency, there is a tremendous amount of well coordinated "Staff support" that is required. Nowhere is this "support" function more important than in the fast moving world of competitive, inter-Service recruiting. Timely support, that is directly linked to the mission, is essential if the Marine Corps is going to "land the quality contracts". A key point that must also be kept in perspective is how this support is linked to Market. It is a fact that the available manpower market is shrinking, and this trend will continue over the next several years. When the manpower "Quality" factor of the Marine Corps, as well as of the other Services, is added to this "raw Market factor"...the availability of "quality" applicants is reduced even further. A fact, however, remains! That fact is...there are enough available "quality" applicants within the "marketplace" to meet...and in fact exceed,...the Quality manpower needs of the Marine Corps! Those numbers are there! The "real challenge" then becomes...the Marine Corps MUST get its "fair share," or perhaps even more than its fair share! The raw numbers, however, ARE THERE!

2. The Requirement. In confronting this "challenge", the Marine Corps' position MUST BE...to aggressively complete in the "quality" market...and indeed, beat the other Services to the punch. We WILL get our fair share of the quality contracts, and more! It is a fact, that a well motivated recruiting force...PROPERLY SUPPORTED, can get more than their fair share out of the available market. The guy that gets there "firstest, with the mostest" is going to...get the "quality" contracts. To survive in the years to come, without sacrificing "quality," the Marine Corps must do a better job at recruiting in the "quality" market, than the "other guy".

3. The Solution. In Chapter 3, a discussion of "Staff functioning" identified the importance of each Staff section clearly realizing the importance of linking their support function to the mission. This is indeed a CRITICALLY important phase of successful recruiting operations...the full integration of all assets IN SUPPORT OF the mission. As we move into the "more competitive future", where successful recruiting will become more important than ever in maintaining our "quality" standards...the requirement to SUPPORT the recruiting force better will increase accordingly. Our ability to support the recruiters better will play a big part in our success in this more competitive quality market. It could very will boil down to the highest quality contracts going the Service recruiters who are best and most efficiently supported. Consider for a moment the area of "Advertising". It does not take a an experienced Recruiting Commander to see the very important position "product advertising" will play in this more competitive market.

4. The Link to Mission. In short, your ability to properly provide the needed support to the recruiting force is important now ...but, it is going to become increasingly more important as the next several years unfold. Even more importantly to the individual Commander, will be his ability...with innovative and creative leadership...to "link" these support functions DIRECTLY to mission attainment. If the Commander can do this...it will give enthusiastic and motivational meaning to the EFFORTS that "Staff" personnel are providing to the recruiters and the mission.

5. The Staff Support Link. This chapter will attempt to provide greater meaning to the critical role these Staff support areas play in the overall operational picture. These Staff support areas ARE directly related to mission...and "Staff support," like everything else, must be presented and understood in that light. You will find that this is a very difficult "connection" for a lot of people to make. They have never had to do it before. They have never seen, in a real-time sense, the direct impact of their Staff support effort on the MISSION. This direct "connection" can be made...and MUST be made. The Staff support sections must grow to appreciate this connection...and, in fact, must become enthusiastic BELIEVERS! When they do...the extra effort that must be put into their business to ensure competitive success...will change from a "chore", into a "Marine-like" challenge. It will become FUN!

7001. Concept of Recruiting Support. The concept of support from Staff areas is not unlike that in any other organization. The only adjustment is relating it to the "recruiting environment"...and, gaining a VERY sensitive appreciation for "Quota pressure" at the recruiter level. Such an awareness, if properly presented to the Staff personnel, will heighten their sense of urgency in providing the necessary support. In many other commands, the DEMAND "on the street" is not as severe...and the time sensitivity is not such a critical concern...for both mission and morale!

1. Areas. All of the Staff functional "support" areas are involved! (See Figure 7-1.) Some are harder to connect to MISSION than others...but, the fact remains, that on close examination, and with some creative and innovative UNDERSTANDING, the connection can be directly drawn between EVERY Staff area and the recruiting "mission". In this chapter, each of these connections will be made.

Staff Functional "Support" Areas Personnel/Admin Fiscal Logistics Public Affairs Figure 7-1

2. Impact on Recruiting. The impact of the Staff actions and functions must be understood. This "understanding" will be a learning process for most District Staff personnel because of their lack of experience in the "operational aspects" of the recruiting mission, and indeed, recruiting in general. However, with some clear, persuasive, "basic" training...and some "awareness sessions"...this learning process can be done, and Staff personnel can become trained "recruiter support" zealots! The analysis of the Staff functions, and the "creative" connection to the mission, should be left to the Staff Section or Branch Heads to develop. With some basic guidance, these Staff officers, and other personnel, should be able to come up with some "direct" connections...that will be clearly understood and very visible to the KEY figures involved.

(1) the Staff personnel...and

(2) the recruiters

3. Connection to Mission. The "connection to mission" will be the goal of this learning and analysis process. In some cases, this will be easy...e.g., personnel, promotions, vehicles, advertising, etc. In other cases, the connection will not be as clear, and the process will be more difficult...e.g., supply management, civilian employment, print media support, etc. Regardless of the ease with which this process can take place, the connection MUST be made, and all personnel must learn to THINK in terms of "Recruiter and Mission SUPPORT"...and believe that, "my job makes the difference". In those cases where there is resistance, or a lack of understanding or appreciation of this approach, some "direct" persuasion may be in order. Since this "concept" will demand more work and deliberate thought on the part of the Staff, there may be some initial resistance encountered. There will also be a legitimate lack of understanding at first. Once the "breakthrough" is made, however, the process and attitude will really catch on. Everyone will see and feel the "contribution" to mission that they are making. (See Figure 7-2.)

4. Responsibility. The ultimate responsibility of "creating" the atmosphere within which this concept will flourish rests on the shoulders of the District Commanding Officer. The initial idea and guidance must be driven from the TOP...and actively supported and recognized from the TOP...the Commander! The implementation of the policy is the functional responsibility of the District Executive Officer as he exercises his duties as "Chief of Staff" and Staff Action coordinator. Through his interaction with the Staff Branch Heads, the XO will be the driving force behind the "assistance" provided to the Staff to understand and structure their "thinking" to develop this "connection". This will take both group and individual "sessions"! Once armed with the conceptual guidance and a basic orientation to the recruiting mission, it will be the responsibility of each Staff officer to develop the support structure and methods to do this within their Staff functional areas. In many cases, individual, "persuasive instructions" will have to be provided to help structure the connection between ALL areas of support, and their impact on recruiting. The time it takes to do this, is time well spent! A key word in this process in "INNOVATIVE"...innovative "thinking" ...and innovative "presentation"! Sometimes the "connection" is not very obvious!

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