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Page Title: Chapter 4 - Navy Recruiting Stations Operations and Administration
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we the CHAPTER 4 NAVY RECRUITING STATION OPERATIONS AND ADMINISTRATION The last chapter dealt with people issues. Now are going to take a look at your material assets, recruiting  stations  and  assigned  vehicles.  This chapter will detail the use of these assets as well as cover other operational and administrative subjects concerning  the  Navy  recruiting  station  (NRS). RECRUITING  FACILITIES Our  recruiting  stations  send  a  message  to  the public.  We  want  that  message  to  be  positive  and professional and to reach as much of the target market population  as  possible. You  may  be  tasked  to evaluate   present recruiting stations   or   make recommendations  for  new  locations.  You  also  have an  ongoing  responsibility  to  assess  your  recruiting station(s)  to  ensure  standards  are  maintained.  To make   an   effective   assessment,   you   should   be cognizant  of  the  location  and  facility  requirements  for an NRS. EVALUATING   LOCATION The  location  of  any  business  is  an  important marketing  consideration.    You can make the most of current     locations,     but     if     you     are     making recommendations  for  new  locations,  you  want  to consider  several  factors  that  can  enhance  your recruiting    efforts.    Let’s    take    a    look    at    the considerations  for  till-time  stations  and  part-time offices  separately. Full-Time Stations There are four major factors in selecting a location for  a  full-time  recruiting  station. ACCESS   TO   MASS   TRANSPORTA- TION.– Your  applicants  should  be  able  to  get  to  your station. Transportation from your station to the test site  and  the  military  entrance  and  processing  station (MEPS)  is  also  a  consideration.  Check  local  bus lines, trains, and even airline information for some areas. HIGH   PEDESTRIAN   TRAFFIC.–   High pedestrian  traffic  is  ideal  for  personally  developed contacts (PDCs). You want to choose an area where people frequently are found on foot. Stopping by the NRS might not have been on their original agenda, but since they are here. . . GOOD VISIBILITY.– Your station, itself, will be a form of advertising. You want it located where as many  people  as  possible  will  see  it.  A  fifth  floor office  in  a  heavily  populated  area  may  not  attract much attention. Not only do you want people to see the station, you want them to see it in professional surroundings. Look at the businesses in the area. Are they  consistent  with  the  Navy’s  values? MARKET PROXIMITY.–  Using  your  marketing data, which we’ll discuss in detail in the next chapter, determine  if  the  location  is  close  to  schools  and  other target  market  centers  where  military-age  people congregate.  The  area  with  the  greatest  concentration of population density may not be the best location. Look  closely  at  market  quality.  We  should  be  located as close as possible to the market we are recruiting. The   NRS   station   market   analysis   and   review techniques  (SMART)  board,  Station  Level  Market Share  Report,  and  the  Department  of  Defense  (DOD) All-Service Accession Data Report will all be useful to  you  in  identifying  market  proximity.  Your  final evaluation of the location should be based on actual on-site  observations. Part-Time  Offices Due to cost, part-time offices are authorized on an exception  basis.  Any  separate  part-time  office  should be in office spaces only, not exceed 150 square feet, and be at least 50 miles from full-time stations. Joint use  of  part-time  office  space  with  other  service recruiters is encouraged. A substantial number of businesses  are  willing  to  make  space  in  their  firm available to a Navy recruiter. There are no objections to accepting an offer for desk space in an office of a local firm as long as it is clearly understood that no favors have been asked for and none granted. Space should never be solicited and offers should be referred to the chain of command. 4-1

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