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Assistant for Recruiting and Retention Programs
at the Bureau of Naval Personnel (PERS 2331)
for an E-8 with ZS experience
CRF detailer, an E-9 billet
Recruit quality assurance team (RQAT) billets
for E-6 through E-9
Area trainer billets for E-7 and E-8 members
with ZS experience
Officer program recruiters for E-7 through E-9
members
NOTE: Descriptions for NRD, NRA and the CNRC
billets are listed at the end of this chapter.
KNOWLEDGE AND SKILLS REQUIRED BY
CRF PERSONNEL
CRF members face unique challenges. Their
personnel are often scattered over a large geographical
area. Their team members must perform outside their
normal job descriptions to fulfill goals far removed from
their usual occupations. To meet these challenges, CRF
members must have a thorough knowledge of recruiting
techniques and administration as well as leadership and
management skills.
LEADERSHIP
Leadership is the art of influencing people to
progress toward the accomplishment of a goal. As an
art, it cannot be completely taught from a textbook.
Leadership consists of intellect, understanding, and
moral character, qualities that will help you to inspire
and motivate your troops to do their very best.
Leader - A Reputation
Recruiter-in-charge, zone supervisor, chief recruiter–
these are only job titles. The Navy can put you in
charge but it cannot make you a leader. That is up to
you. “Your job title is just a label. ‘Leader’ is a
reputation... and you have to earn it. ” This quote was
taken from Business as Unusual - The Handbook for
Managing and Supervising Organizational Change by
Price Pritchett and Ron Pound.
Level With Your Recruiters
Open and honest dealing with all your people
protects your integrity. It’s up to you to build trust. Your
recruiters have a right to know what’s going on and that
they can handle it. It’s important to remember that these
are senior petty officers who have handled large
responsibilities before their recruiting assignment. To
expect them to operate in the dark without being shown
the big picture is demoralizing.
Senior Subordinates
You may find yourself in the position of having a
subordinate who is senior to you by paygrade or time in
service. This situation may feel awkward at first but can
be rewarding when handled correctly. Keep in mind that
although new to the recruiting environment, senior
individuals can share a wealth of leadership and
management expertise. So, give them credit where credit
is due. Ask for their help and opinions. Try to expedite
their training so they can gain confidence in their
recruiting skills and move on to greater responsibility.
Upper Management Liaison
With upper management geographically removed,
you may need to assume greater responsibility than
those with a centrally located command. Remember,
problems and solutions are best handled at the lowest
level possible. Without overstepping the limits of your
authority, make decisions based on your firsthand
knowledge of the situation. Many problems must be
relayed up the chain of command. Prepare your
recommended solutions before you make the call. If you
need advice before recommending a solution, gather all
the background information beforehand.
Liaison works both ways. You will frequently need
to pass on new policies and directives to your
subordinates. If the information is in the form of a
written directive, by all means give the source.
However, if you are passing on an order, the source
should become you. “The CR says we have to,” and “the
EPO wants to see. . .” are leadership copouts. Take
ownership and responsibility.
Don’t Give Up Your Power
A good chief recruiter will create a certain amount
of command-instilled aura to enhance the CRF
community’s image of elite professionalism. It is up to
you to live up to that image. Your team needs to know
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