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
influen- cing 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 EVE- RYONE 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," |
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EDITED CHAPTER 7 
RECRUITING SUPPORT MATTERS
7000. Purpose
and General Discussion. In Chapters 1 through
6 the emphasis has been on operational considerations. No doubt about
it, the success of the District will be measured on the efficiency
with which the command can place qualified poolees on the yellow footprints,
and see these young Marines graduate from the Recruit Depot! But there
is another very important aspect of District level command: the functional Staff areas, and the critical support they provide to Mission attainment.
1. The Challenge.
The manpower
market
is shrinking, and will
continue
to shrink over the
next several
years. But the
fact is:
there are enough
available
quality applicants
in the
marketplace to meet and
exceed
needs of the Marine
Corps!
The challenge then be-
comes:
the Marine Corps must
get its
fair share.
2. The Requirement.
The Marine
Corps must
compete aggres-
sively
in the quality market,
and beat
the other Services to
the
punch, getting there
firstest
with the mostest.
3. The Solution.
Our ability to
support
our recruiters bet-
ter than
our competitors do
will play
a big part in our
success
in this competitive
market.
4. The Link to
Mission.
If you,
the Commander,
can link sup-
port functions
directly to
Mission
attainment, you will
motivate
Staff to make an en-
thusiastic
effort for the
recruiters
and Mission.
5. The Staff Support
Link.
Staff
support
areas are directly
related
to mission and must be
presented
in that light. You
will find
that this is a dif-
ficult
connection for a lot of
people
to make. They have nev-
er had
to do it before. |
