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referrals  and  recorded  the  appropriate  information  on the station applicant log. CHECK  STATUS OF PROSPECT/ APPLICANTS   SCHEDULED   FOR   FURTHER PROCESSING.–  Make sure dates are verified and follow-up  is  being  accomplished.  Ask  about  the  status of kit preparation, documentation, parental consent (if required), and any anticipated medical or classification problems. CHECK   P-CARDS   FOR   FOLLOW-UP   ON NO-SHOW   APPOINTMENTS.–   Make  sure  an attempt   was   made   to   reschedule   no-show appointments.  If  the  prospect  declined  to  reschedule, make  sure  the  objection  is  listed  and  discuss  the objection  handling  that  was  accomplished.  Discuss ways  to  prevent  future  no-shows. Make sure the recruiter still asked for referrals. CHECK  FOR  FOLLOW-UP  ON  P-CARDS WHERE   THE   RECRUITER   CONTACTED S O M E O N E     O T H E R     T H A N     T H E PROSPECT. –  Make sure the recruiter asked for a best time  to  contact  the  prospect. Check   to   see   if blueprinting was attempted and referrals requested. If the prospect was working, did the recruiter ask for the working  hours  and  place  of  employment? If the prospect was attending school, did the recruiter ask about future plans and interests? Did the recruiter ask for  referrals? CHECK P-CARDS WHERE CONTACT WAS MADE  WITHOUT  AN  APPOINTMENT  BEING SET.–  Check  to  see  if  the  recruiter  used  the appointment power script. Ask the recruiter about the objection-handling   sequence   he   or   she   followed. Discuss  asking  open-ended  questions  and  make  sure the recruiter asked for referrals. CHECK  P-CARDS  WHERE  ATTEMPTS WERE MADE WITHOUT CONTACT.–  Make  sure the phone number is correct. Discuss varying calling times and using DEP personnel to blueprint prospects. Suggest alternate ways to contact these prospects; for example, on a school visit or itinerary. C H E C K     P - C A R D S     O F     D E P PERSONNEL.–  Check to see if contact was made with DEP cards loaded in this day’s working tickler. Make  sure  the  recruiter  is  rechecking  BEERs,  building rapport, and encouraging the DEP members to provide referrals.  Discuss  the  DEP  goals  set  and  progress towards  attainment.  Check  the  card  to  make  sure DEP awards and referral information is complete and up to date. If the recruiter does not contact the DEP member, yet contacts a family member, ensure the recruiter established rapport and asked questions. SCHOOL   VISIT.–   If   a   school   visit   was conducted,  review  the  school  folder  along  with  the P-cards for the day. Check to see if any interviews were  conducted,  follow-up  contacts  made,  or  DEP personnel  contacted.  Discuss  the  development  of  any new COIs. Check on referrals and discuss any other activities accomplished. Review the school folder for documentation, reschedule any missed activity, and discuss overall status of the school’s will-grad goal. If  a  school  visit  is  scheduled  for  the  next  day, review what activities the recruiter has planned to accomplish. Help the recruiter set goals for meeting new  COIs,  contacting  DEP  personnel,  getting  referrals, and any other activities that could assist in the school canvassing  program. ITINERARY.–  If  an  itinerary  was  conducted, review the itinerary data card, discussing each stop with  the  recruiter.  Ask  about  new  COIs,  referrals obtained, and any DEP personnel that were contacted. Discuss  what  new  Navy  awareness  activities  were accomplished. Make sure new potential target market centers  are  being  identified  and  evaluated.  Ask  if  the recruiter feels the itinerary is effective and if not, what changes he or she would recommend. If  an  itinerary  is  scheduled  for  the  next  day, review preprospecting efforts, check to see if any DEP personnel need to be contacted, and ask about cards without phone numbers that might be contacted on the itinerary. Help  the  recruiter  set  goals  for  PDC contacts,   referrals,   new   COIs,   and   new   Navy awareness  efforts.  Discuss  the  evaluation  of  potential target market centers, both old and new. ENSURE   PRECISE   DIRECTION   AND UNDERSTANDING.– As you summarize the DPR, provide  very  precise  direction  on  future  activities. This can be your direction or a reinforcement of the recruiter’s  plans. There should be no doubt in the recruiter’s mind about what is to be accomplished the next  workday  as  well  as  a  long-range  picture.  Get feedback  to  check  for  understanding. END ON A POSITIVE NOTE.– Whether your DPR  has  resulted  in  training,  counseling,  rescheduling 8-10

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