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CHAPTER 1
THE CAREER RECRUITER FORCE
This training manual (TRAMAN), along with its
nonresident training course (NRTC), is designed as a
self-study course of instruction for those applying for or
newly selected to the Career Recruiter Force (CRF). The
TRAMAN covers leadership, training, and management
roles of the CRF. Most of the instruction is geared to
the zone supervisor (ZS) level, with some recruiter-in-
charge (RINC) level references. The TRAMAN begins
with chapters dealing with people: the CRF community,
training, and personnel management. Next, it covers the
mechanics of recruiting: Navy recruiting station (NRS)
operation and administration, marketing, actual recruiting
procedures and techniques, and public affairs. The last
two chapters deal with management and analysis
systems: visits, inspections, and meetings. The order of
the TRAMAN reinforces the CRF belief in putting
people first, mechanics second, and finally, analysis to
find out what mechanics your people need help with.
This first chapter is an introduction to the CRF. It is
important to understand the concept, development, and
structure of the Force to fully appreciate your member-
ship in this elite organization. In this chapter we give
you a brief history of the Force and how it came to be
with some important milestones that have occurred in its
history. We then give you the assignments available to
members of the Force. After that, we describe the
knowledge and skills that are required by CRF
personnel. Then we give you a brief description of the
recruiting command organization touching on the
various duties and programs of the departments and
personnel.
DEVELOPMENT OF THE CAREER
RECRUITER FORCE
In the following paragraphs we explore the purpose,
history, selection, and scope of the CRF. As you trace
the steps of CRF development, you will better
understand the responsibilities of career recruiting.
PURPOSE
The CRF was created to develop a cadre of
exceptional recruiting managers to provide consistency
and leadership to the recruiting effort. Let’s take a look
at what that charter means to us.
Cadre
Webster defines cadre as a small unified group
organized to instruct or lead a larger group; a nucleus;
an operational unit of key personnel around which an
expanded organization can be built. As a member of the
CRF, you are the nucleus of the recruiting business. You
provide the framework for the entire organization.
Consistency
The word consistency has a twofold meaning and
both apply well to our purpose. First, conformity; we all
want to be doing business the same basic way. The
recruiters have a right to expect their direction and
training to have a common thread and be based on the
same basic principles. Consistency also means the
condition of holding together. Therein lies another CRF
responsibility. By virtue of continued tours in recruiting,
we provide the corporate knowledge and experience to
hold our team together.
CRF HISTORY
Although relatively new to the Navy, the CRF has
already had its share of historic events. Starting with a
small group of dedicated recruiters, the CRF has grown
to an elite organization of recruiting leaders.
Approval by the Chief of Naval Personnel
With the advent of the all-volunteer force, the
recruiting command recognized the need for a stable
force of recruiting managers. The Chief of Naval
Personnel (CHNAVPERS) approved the formation of
the CRF on 9 January 1978 and dedicated 750 billets in
paygrades E-6 through E-9 to the CRF. The CRF was to
make up 25 percent of the recruiting strength.
The First CRF Board
The Commander, Navy Recruiting Command
(COMNAVCRUITCOM or CNRC) held the first CRF
selection board 25-29 April 1978. The board selected 44
proven recruiters to become the first CRF. Originally,
selectees remained in their respective ratings and
maintained a sea/shore rotation.
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