l Recruiter/territory Check to see if one
recruiter or territory is having more than a fair share
of the attrition. The problem may be lack of training
or a territorial difficulty.
l Length of time in DEP Divide DEP time into
3- or 4-month intervals and plot out the attrites.
Determine which time frame is resulting in the most
attrites. Long periods in DEP may result in a waning
of interest if DEP management efforts falter. Short
DEP periods may leave the recruit unprepared for
shipping to RTC.
l DEP involvement Besides the length of time
in DEP, check on the depth of DEP involvement. Did
the attrite attend DEP meetings? Were required DEP
l BEERs factors Look for similarities in BEERs
factors such as age, education, police involvement,
drug abuse, and pre-existing medical problems.
l Sex Determine if attrition percentages are
significantly different for males or females.
l Program Check to see if program is a
Are more attrites coming from
nonschool guarantee program or longer enlistment
l Waiver Determine if a significant portion of
the attrites required waivers for enlistment.
l Identification For DEP attrites, find out when
the attrite was identified. All attrites should be
identified as soon as possible. If in-month attrition is
significantly high, take a look at DEP management.
BEERs and motivation should be checked during
every DEP contact.
Using Your Analysis Factor
As with the waiver analysis, the attrition analysis
will help recruiting supervisors identify potential
problems that reduce the effectiveness of their teams.
Look for trends in the factors we discussed. Do some
factors seem to be common to more attrites than
others? The idea is to paint a picture of the DEP
member most likely to attrite. We do this not to
avoid enlisting these types of individuals, but to
identify those in DEP who may need greater attention
We are also looking at potential
training requirements in the station. The analysis
information is only the beginning. Once you have
identified potential problems, you need to dig in.
First, talk with the RINC and/or recruiters involved.
Get their opinions, possible problems, and solutions.
Check P-cards for all attrites, conduct DEP executive
phone calls, observe DEP and recruiter interaction,
and attend DEP meetings. This hands-on problem
identification will enable you to plan appropriate
DELAYED ENTRY PROGRAM
Successful recruiters know that the customer
relationship does not end with the sale. They realize
that the relationship only begins with the sale.
Beyond being simply a sales agent, recruiters must
grow into a sustaining resource for their customers
who are now members of the DEP. Effective DEP
leadership must meet two main objectives: train and
motivate DEP members and generate referral activity.
A strong, motivated DEP provides a major source of
prospects. A poorly organized DEP is detrimental and
fosters attrition. The Delayed Entry Program (DEP)
Management Manual, COMNAVCRUITCOMINST
1133.7, provides in-depth information on DEP
leadership responsibilities, conduct of DEP meetings,
and training materials.
This instruction should be
used as a source for all DEP leadership training.
DEP LEADERSHIP RESPONSIBILITIES
DEP leadership is a responsibility at every level in
our chain of command. The recruiter is responsible
for maintaining and recording contacts with DEP
members, providing them with a list of items to bring
and not to bring to MEPS when reporting for active
duty, updating the DEP members on Navy information
and monitoring eligibility requirements during the
DEP period. The RINC is ultimately responsible for
scheduling all NRS DEP meetings and implementing
and operating the NRS DEP. The RINC also makes
sure the DEP status board is prominently displayed
and up to date.
The ZS identifies and trains to
weaknesses and deficiencies to reduce or eliminate
DEP attrition. The ZS must conduct DEP executive
telephone screens each month. The ZS also provides
the CR with a monthly zone DEP meeting schedule
and assists in presenting lectures and awards at those
meetings. The CR attends a minimum of one DEP
meeting each month and assists in DEP award
The commanding officer (CO),