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gives an example of such a form. The form should not
be used in its entirety. Instead, ask a few of the
descriptions at a time and then blueprint the resulting
referrals, Recruiters should not ask for more than they
can effectively follow up on at one time.
PROSPECTS AND APPLICANTS.– Every
interview, whether closed, scheduled for follow-up, or
disqualified, should end with a request for referrals. Try
asking “Who do you know. . ? rather than “Do you
know. . ?” This assumes that yes, of course, they know
someone who can benefit from hearing about Navy
opportunities. Don’t discount those individuals who are
not enlistment eligible themselves, especially when they
have displayed a genuine interest in the Navy. By
letting them know that they can be a part of the Navy
in another way, as an Honorary Navy Recruiter, you
can be well on your way to developing a productive
center of influence (COI). All applicants should be
tasked with providing referrals during the initial
interview. Let them know that providing referrals will
enable you to start working for them right away to help
them earn an advancement before they even leave for
basic training.
CENTERS OF INFLUENCE.– Anyone can be a
potential COI. COIs, however, must be cultivated by
the recruiter. They should know the type of prospect we
are looking for and a little of what we can provide.
Recruiters should build rapport with COIs just as they
would with a prospect. Scout leaders, youth group
advisors,
YMCA/YWCA personnel,
and
teen
employment counselors are natural choices for COI
cultivation.
Other potential COIs might include
managers of fast-food restaurants, video arcades, cycle
shops, or any other establishment that appears to draw
the target market crowd. Use your imagination and keep
an open mind whenever you are meeting people in the
community.
SCHOOL COUNSELORS.– A natural source of
referrals is the school guidance counselors. They are in
the position to have frequent contact with a large part
of your primary market. They are also involved with
helping these young people plan their futures. Some
counselors may want to push every student toward
continued education. Recruiters should educate the
counselors on the excellent training and educational
opportunities offered by the Navy. Make sure they are
kept up to date on information that will meet their goals
as well as ours.
By providing Armed Services
Vocational Aptitude Battery (ASVAB) information and
analysis, updates on past graduates who have enlisted,
and support for school activities, recruiters can build
rapport that will enhance their referral business. A bit
of personalized rapport can go even further. Use your
imagination to find out counselors’ birthdays and send
them a card each year. Thank-you cards for any special
assistance can make a hit. Keep in mind that
recognition is not as frequent in the educational
community as you may be used to in the Navy. Those
letters of appreciation and commendation can be
important in increasing counselors’ support of Navy
recruiting. Imagine the surprise of counselors who have
not been too helpful in the past when the letter of
appreciation is delivered by the recruiter, framed and
ready for hanging. They may decide there are some
ways they can help after all.
OTHER SERVICE RECRUITERS.– Recruiters
also should build and maintain rapport with the other
service recruiters in their territory. Many times
eligibility requirements differ slightly from one service
to another. Qualified prospects may decline enlistment
in one branch of the armed services but still be open to
another. Be cautious when accepting referrals who do
not qualify for another service. We don’t want to look
like the service of last resort.
P A R T I C I P A N T S I N R E C R U I T I N G
ASSISTANCE PROGRAMS.– There are several
programs designed for active duty personnel to provide
assistance to Navy recruiters. The Standard Operating
Procedures Manual,
COMNAVCRUITCOMINST
5400.2, provides
information on the Recruiting
Assistance Leave Program. The Administrative
Procedures for the Hometown Area Recruiting Program
(HARP), Officer Hometown Area Recruiting Program
(OHARP), and Senior Minority Assistance to Recruiting
(SEMINAR) Program,
COMNAVCRUITCOMINST
1300.1, and Policies and Administrative Procedures for
the Hometown Area Recruiting Program (HARP),
Officer Hometown Area Recruiting Program (OHARP),
and Senior Minority Assistance to
Recruiting
(SEMINAR) Program, OPNAVINST 1300.16, provide
background, policy, and procedures for the HARP,
OHARP, and SEMINAR Programs. To get the best
results from participants in these programs, the
recruiter-in-charge (RINC) should spend sometime with
them for training, indoctrination, and planning.
Participants should see recruiters at work and be given
instruction on telephone and personal contact skills.
They should be provided some information on Navy
programs and eligibility requirements. The RINC should
help participants set up a plan of action and goals based
on their knowledge and abilities. Recruiting assistance
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