This document provides guidance and strategies for Navy recruiters to more effectively recruit candidates. It discusses:
1) The importance of recruiters being knowledgeable about Navy opportunities and representing the Navy positively in their local communities.
2) Strategies for recruiters to broaden their pool of interested candidates and shorten the time from initial contact to commitment by better promoting Navy opportunities through local media and positioning themselves as the key contact.
3) Specific tools and initiatives recruiters can offer to local schools, such as a Navy band, student interviews, STEM support, and mentoring, in order to gain greater access to candidates and maintain interest of those already committed.
This document provides guidance and resources for Navy recruiters to maximize their recruiting efforts. It discusses the importance of public affairs and community outreach to build awareness of Navy opportunities. Sample interview questions are provided to help recruiters engage with school news programs and position themselves as a resource within the community. The goal is to generate more interest in the Navy and reduce the time needed to recruit qualified candidates.
The Navy FitFactor initiative has ended but Navy Youth Programs will continue to offer fitness activities. The CYP Professional Development Institute pilot program in Guantanamo Bay is seeking additional participants. Applications are now being accepted for summer intern positions from 30 November to 30 January 2013. The weekly newsletter provides updates on jobs, training opportunities, and the internship program.
There are several elite special operations jobs within the US Navy beyond Navy SEALs, including explosive ordinance demolition, special warfare combatant-craft crewman, divers, and aviation rescue swimmers. These jobs all require excellent physical fitness and water skills, and their roles include covert insertions, reconnaissance, unconventional warfare, explosive demolition, construction, salvage, search and rescue, and humanitarian aid. To qualify for these programs, candidates must pass a physical screening test and meet education, lawful, medical, and language requirements, and those selected receive special pay and bonuses given the extraordinary training and risks of the jobs. Interested individuals are advised to contact their local Navy recruiting station to learn more.
The document discusses the importance of completing after action reports (AARs) following recruiting events. Without AARs, projects can repeat the same phases of enthusiasm, disillusionment, panic, blame, and praise without learning from past experiences. AARs help determine which events are productive for recruiting and which should be avoided in the future, just as a gardener knows which plants will return based on which survive from year to year. The document provides a template for a standardized AAR form to submit after each event to collect key data on attendance, leads generated, costs incurred, and recommendations to improve future events.
An interview with a Navy officer provided information about submarines and submarine service. [1] Modern submarines are much larger and more sophisticated than World War II models, allowing navies to do more. [2] The U.S. Navy began using submarines in the Civil War to gather intelligence covertly. [3] Today's submarines are used for intelligence gathering, surveillance, delivering resources to remote areas, and maintaining strike capabilities for defense, if needed.
Seabees are Navy construction battalions whose motto is "We build, We fight." [1] They were first organized in 1942 during World War II to build infrastructure like airstrips and hospitals to support Marines.[2] While demand is less than during wartime, Seabees still play an important role in rebuilding efforts in places like Iraq and Afghanistan as well as humanitarian missions.[3] Training takes about three months and covers construction skills as well as weapons handling.[4] Seabees have different specialties like construction mechanics, utilities, and engineering support.[5] Their work maintaining Navy facilities is still needed even without war.[6]
Those who complete this initial training go on to another 6 months of SEAL qualification training and 18 months of advanced specialty training, developing skills across sea, air, and land to operate in small tight-knit teams in any environment.
The document is a transcript of an interview with a Navy chaplain. It discusses the role and importance of Navy chaplains, the qualifications and training required to become a chaplain, and incentives the Navy offers to attract chaplains. Chaplains provide spiritual counseling and support to sailors, Marines, and their families. While many chaplains are Christian, the Navy chaplain corps represents over 100 faiths. To serve, one must have religious education and training as well as complete the Navy Chaplain School. The Navy offers programs to pay for seminary students' education in exchange for military service commitment.
This document provides guidance and resources for Navy recruiters to maximize their recruiting efforts. It discusses the importance of public affairs and community outreach to build awareness of Navy opportunities. Sample interview questions are provided to help recruiters engage with school news programs and position themselves as a resource within the community. The goal is to generate more interest in the Navy and reduce the time needed to recruit qualified candidates.
The Navy FitFactor initiative has ended but Navy Youth Programs will continue to offer fitness activities. The CYP Professional Development Institute pilot program in Guantanamo Bay is seeking additional participants. Applications are now being accepted for summer intern positions from 30 November to 30 January 2013. The weekly newsletter provides updates on jobs, training opportunities, and the internship program.
There are several elite special operations jobs within the US Navy beyond Navy SEALs, including explosive ordinance demolition, special warfare combatant-craft crewman, divers, and aviation rescue swimmers. These jobs all require excellent physical fitness and water skills, and their roles include covert insertions, reconnaissance, unconventional warfare, explosive demolition, construction, salvage, search and rescue, and humanitarian aid. To qualify for these programs, candidates must pass a physical screening test and meet education, lawful, medical, and language requirements, and those selected receive special pay and bonuses given the extraordinary training and risks of the jobs. Interested individuals are advised to contact their local Navy recruiting station to learn more.
The document discusses the importance of completing after action reports (AARs) following recruiting events. Without AARs, projects can repeat the same phases of enthusiasm, disillusionment, panic, blame, and praise without learning from past experiences. AARs help determine which events are productive for recruiting and which should be avoided in the future, just as a gardener knows which plants will return based on which survive from year to year. The document provides a template for a standardized AAR form to submit after each event to collect key data on attendance, leads generated, costs incurred, and recommendations to improve future events.
An interview with a Navy officer provided information about submarines and submarine service. [1] Modern submarines are much larger and more sophisticated than World War II models, allowing navies to do more. [2] The U.S. Navy began using submarines in the Civil War to gather intelligence covertly. [3] Today's submarines are used for intelligence gathering, surveillance, delivering resources to remote areas, and maintaining strike capabilities for defense, if needed.
Seabees are Navy construction battalions whose motto is "We build, We fight." [1] They were first organized in 1942 during World War II to build infrastructure like airstrips and hospitals to support Marines.[2] While demand is less than during wartime, Seabees still play an important role in rebuilding efforts in places like Iraq and Afghanistan as well as humanitarian missions.[3] Training takes about three months and covers construction skills as well as weapons handling.[4] Seabees have different specialties like construction mechanics, utilities, and engineering support.[5] Their work maintaining Navy facilities is still needed even without war.[6]
Those who complete this initial training go on to another 6 months of SEAL qualification training and 18 months of advanced specialty training, developing skills across sea, air, and land to operate in small tight-knit teams in any environment.
The document is a transcript of an interview with a Navy chaplain. It discusses the role and importance of Navy chaplains, the qualifications and training required to become a chaplain, and incentives the Navy offers to attract chaplains. Chaplains provide spiritual counseling and support to sailors, Marines, and their families. While many chaplains are Christian, the Navy chaplain corps represents over 100 faiths. To serve, one must have religious education and training as well as complete the Navy Chaplain School. The Navy offers programs to pay for seminary students' education in exchange for military service commitment.
This document provides a summary of various Navy updates and information. It begins by discussing the importance of social media and sharing best practices across the Navy. It then provides links to resources for sailors to manage their personnel information and careers. It also provides information on Perform to Serve successes in allowing sailors to change rates, the Selective Reenlistment Bonus update, and increased support for families with special needs members through the Exceptional Family Member Program.
This document provides a summary of information from the Navy, including updates on social media use, personnel resources, PCS season, medical resources, Perform to Serve successes, Selective Reenlistment Bonuses, special needs family support, combat zone pays, safeguarding classified information, Electronic Service Records, and Enlisted Warfare Qualification programs. The Bottom Line Up Front newsletter aims to keep Navy personnel informed of various issues, changes, and best practices across the organization.
This document provides guidelines and resources for Navy recruiters to effectively engage with potential recruits at various events. It discusses using equipment like a pull-up bar and football toss to attract audiences. It emphasizes tailoring interactions and "Recruiting Assistance Devices" (RADs) like literature and gifts to each person's qualifications and interest in the Navy. More qualified individuals should receive more information and valuable RADs. The Navy's goal is disseminating information to create awareness, while also identifying solid leads. Guidelines address targeting audiences at different events like career fairs, sports games, air shows, and engaging key influencer groups. Costs of various RADs are also listed to help recruiters choose appropriate giveaways. Convention
This chapter discusses the three functions of public affairs: internal information, public information, and community relations. It describes the goals and channels used for internal information, such as print products like command newspapers and family newsletters, and electronic media like websites and television. For public information/media relations, it identifies important media types like newspapers, television, radio, and the internet. It also discusses emerging technologies like social media. Community relations aims to build positive relationships and involves understanding the local community power structure and using communication channels to promote projects that benefit the Navy.
Unit 12 assignment 1 – job market researchBluecare
This document provides instructions for an assignment to research job opportunities in the counselling and community services sector. It outlines 6 steps for students to complete:
1) Search job listings using an online job search engine.
2) Identify in-demand skills/qualities by reviewing job advertisements. Students must identify at least 5 skills.
3) Select one skill to receive further training in and write it down.
4) Research training opportunities for the selected skill and list one option.
5) Based on the job search, identify the highest demand sector for counsellors and community workers.
6) Explain how to develop a professional network, incorporating the use of tools like LinkedIn
This document provides information about an experiential learning event called "Get the Message" that aims to improve delegates' client communication skills. It includes details about a case study on the company Republic Sports that delegates will use to practice their skills. The document outlines the delegate journey, which involves masterclasses on planning interactions, crafting messages, and ensuring messages land. Delegates will do exercises applying the concepts and will have a mock client review meeting. The document also introduces the two trainers for the event.
The memorandum summarizes the author's attendance at the 2011 National Postal Forum conference from May 1-4 in San Diego. The conference provided educational sessions, workshops and a trade show on latest mailing industry technologies and strategies. Key benefits included gaining valuable insights from postal executives, learning about new initiatives and intelligence mail programs, earning professional certificates for attended sessions, and networking with industry leaders. The author found the conference to be highly informative for staying updated on industry changes and helping their organization improve mail processing and reduce costs.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Filling the Vacancy".
Welcome to Satellite Creative. This presentation is aimed at giving you a small glimpse into our world. Who we are. What we do and who we do it for. Residing happily in the pretty market town of Tring servicing local and national clients, Satellite are 18 years young and full of excitement for all things creative. Whether its to run a strategic campaign, provide studio support, build a new shiny website or improve your online traffic, we can help. Make us part of your team.
This document provides tips for military veterans to effectively translate their military experience and skills during a civilian job interview. It begins by explaining that interviews are complex for veterans transitioning to the business world because they must communicate their military background in business terms. It then outlines an 8-step process that Lucas Group uses to help veterans with this translation, including assessing their interests and skills, creating job search plans, and conducting interview conferences. The rest of the document provides 8 specific tips for interview preparation and performance, such as using storytelling, avoiding too many details, translating accomplishments into civilian language, and summarizing achievements in the context of goals and results. The overall message is that thorough preparation is essential for veterans to showcase how their military training and
Effectively Translate Your Military Experience in a Civilian InterviewLucas Group
For any professional career candidate, prepping for a job interview is complicated. There are scores of details to manage: your clothing style, eye contact, speaking skills, non-verbal cues, handshake strength, and your views on college sports…not to mention your actual capabilities. Nailing each variable requires thorough preparation, self-awareness, a high degree of professionalism, and a thorough understanding of your audience. Just as hiring managers pore through resumes with the mindset to eliminate, so too do they look for problems in the interview as justification for not hiring you.
Steel Strength Consulting recommends that ArcelorMittal implement a targeted recruitment strategy to attract Latino students from Midwest universities. They suggest ArcelorMittal connect with Latino student organizations on campus to build initial relationships in a low-pressure setting. Then, ArcelorMittal should hold a promotional conference for potential candidates, where students can learn about working for the company through information sessions, networking, and activities showing life in the local area. Specifically, the summary highlights how this event could be implemented in the Burns Harbor region to recruit students and measure the strategy's success. The benefits include aligning with ArcelorMittal's current recruitment tactics and having potential for replication in other regions.
The Navy's Exceptional Family Member Program (EFMP) provides comprehensive support for military families with special needs children. It assists families during relocation by ensuring support for their unique needs is available at new duty stations. Over 16,000 families are currently enrolled. The program coordinates support between various Navy offices and includes dedicated coordinators, education liaisons, and expanded family support centers. EFMP aims to streamline assignments while providing information and connecting families to resources.
This document provides a strategic communications plan to introduce a major boat alteration project to the Navy. The plan outlines the challenge of coordinating maintenance schedules globally. The author's goal is to minimize confusion and delays through open communication. The target audience includes various military, government, and contractor personnel involved in the project. The plan proposes using PowerPoint, video conferencing, and email updates to clearly convey the need for open communication between all parties to ensure project success.
President Ronald Reagan established the first Military Spouse Day in 1984 to recognize the commitment of military spouses to service members' readiness and well-being. The Department of Defense now declares the Friday before Mother's Day each year as Military Spouse Appreciation Day. Bases worldwide hold events throughout the day such as luncheons, workshops, and job fairs to honor military spouses for their sacrifices. Military Spouse Appreciation Day this year is Friday, May 9, and all are invited to recognize and thank military spouses.
The document provides instructions for creating an account and submitting an assignment request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete a 10-minute order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with a full refund option for plagiarism.
The document discusses promoting programs and events at Sinclair Community College through the Strategic Communications Council. It provides an overview of the council's mission to help communicate college initiatives and address issues. It also notes some questions from participants about promoting specific programs like exit counseling, financial literacy sessions, and career fairs.
This document provides guidance on organizing a mass CPR/AED training event. It discusses establishing a task force, holding a preliminary planning meeting, registration, volunteers, fundraising, promotion, logistics, timelines, training content, and making an impact in the community. Key steps include forming committees to oversee registration, volunteers, fundraising, promotion, and logistics. The roles of these committees are outlined along with sample materials like letters, registration cards, and checklists to coordinate the event.
This document outlines the duties and responsibilities of a Floor Shift Supervisor at a community services organization (CSO). It details the induction process for new employees, including: ensuring paperwork is completed; providing a facility tour; establishing personal work goals; explaining documentation requirements like the Daily Individual Log of Occupation (DILO) worksheet; and arranging for uniforms, protective equipment, and workspaces. It emphasizes the importance of the DILO system for work analysis, accreditation, and continuous improvement. The document stresses communication, change management, workforce development, and employee satisfaction to help the CSO succeed in its mission.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
This document provides guidelines for Navy recruiters and personnel to follow when dealing with media inquiries, particularly regarding sensitive issues. The rules emphasize being cordial, gathering information from reporters, staying within your scope of expertise, and getting back to reporters in a timely manner. A media checklist is also included to help properly manage and document interactions with reporters.
The document is a transcript of an interview with a Navy representative about the Navy Reserve Officers' Training Corps (NROTC) program. It provides information on what NROTC is, the qualifications for joining, academic and physical requirements, summer training opportunities, and how to find NROTC programs near a prospective student. The representative encourages interested individuals to contact their local Navy recruiting office to learn more about officer programs and scholarships available through NROTC.
This document provides a summary of various Navy updates and information. It begins by discussing the importance of social media and sharing best practices across the Navy. It then provides links to resources for sailors to manage their personnel information and careers. It also provides information on Perform to Serve successes in allowing sailors to change rates, the Selective Reenlistment Bonus update, and increased support for families with special needs members through the Exceptional Family Member Program.
This document provides a summary of information from the Navy, including updates on social media use, personnel resources, PCS season, medical resources, Perform to Serve successes, Selective Reenlistment Bonuses, special needs family support, combat zone pays, safeguarding classified information, Electronic Service Records, and Enlisted Warfare Qualification programs. The Bottom Line Up Front newsletter aims to keep Navy personnel informed of various issues, changes, and best practices across the organization.
This document provides guidelines and resources for Navy recruiters to effectively engage with potential recruits at various events. It discusses using equipment like a pull-up bar and football toss to attract audiences. It emphasizes tailoring interactions and "Recruiting Assistance Devices" (RADs) like literature and gifts to each person's qualifications and interest in the Navy. More qualified individuals should receive more information and valuable RADs. The Navy's goal is disseminating information to create awareness, while also identifying solid leads. Guidelines address targeting audiences at different events like career fairs, sports games, air shows, and engaging key influencer groups. Costs of various RADs are also listed to help recruiters choose appropriate giveaways. Convention
This chapter discusses the three functions of public affairs: internal information, public information, and community relations. It describes the goals and channels used for internal information, such as print products like command newspapers and family newsletters, and electronic media like websites and television. For public information/media relations, it identifies important media types like newspapers, television, radio, and the internet. It also discusses emerging technologies like social media. Community relations aims to build positive relationships and involves understanding the local community power structure and using communication channels to promote projects that benefit the Navy.
Unit 12 assignment 1 – job market researchBluecare
This document provides instructions for an assignment to research job opportunities in the counselling and community services sector. It outlines 6 steps for students to complete:
1) Search job listings using an online job search engine.
2) Identify in-demand skills/qualities by reviewing job advertisements. Students must identify at least 5 skills.
3) Select one skill to receive further training in and write it down.
4) Research training opportunities for the selected skill and list one option.
5) Based on the job search, identify the highest demand sector for counsellors and community workers.
6) Explain how to develop a professional network, incorporating the use of tools like LinkedIn
This document provides information about an experiential learning event called "Get the Message" that aims to improve delegates' client communication skills. It includes details about a case study on the company Republic Sports that delegates will use to practice their skills. The document outlines the delegate journey, which involves masterclasses on planning interactions, crafting messages, and ensuring messages land. Delegates will do exercises applying the concepts and will have a mock client review meeting. The document also introduces the two trainers for the event.
The memorandum summarizes the author's attendance at the 2011 National Postal Forum conference from May 1-4 in San Diego. The conference provided educational sessions, workshops and a trade show on latest mailing industry technologies and strategies. Key benefits included gaining valuable insights from postal executives, learning about new initiatives and intelligence mail programs, earning professional certificates for attended sessions, and networking with industry leaders. The author found the conference to be highly informative for staying updated on industry changes and helping their organization improve mail processing and reduce costs.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Filling the Vacancy".
Welcome to Satellite Creative. This presentation is aimed at giving you a small glimpse into our world. Who we are. What we do and who we do it for. Residing happily in the pretty market town of Tring servicing local and national clients, Satellite are 18 years young and full of excitement for all things creative. Whether its to run a strategic campaign, provide studio support, build a new shiny website or improve your online traffic, we can help. Make us part of your team.
This document provides tips for military veterans to effectively translate their military experience and skills during a civilian job interview. It begins by explaining that interviews are complex for veterans transitioning to the business world because they must communicate their military background in business terms. It then outlines an 8-step process that Lucas Group uses to help veterans with this translation, including assessing their interests and skills, creating job search plans, and conducting interview conferences. The rest of the document provides 8 specific tips for interview preparation and performance, such as using storytelling, avoiding too many details, translating accomplishments into civilian language, and summarizing achievements in the context of goals and results. The overall message is that thorough preparation is essential for veterans to showcase how their military training and
Effectively Translate Your Military Experience in a Civilian InterviewLucas Group
For any professional career candidate, prepping for a job interview is complicated. There are scores of details to manage: your clothing style, eye contact, speaking skills, non-verbal cues, handshake strength, and your views on college sports…not to mention your actual capabilities. Nailing each variable requires thorough preparation, self-awareness, a high degree of professionalism, and a thorough understanding of your audience. Just as hiring managers pore through resumes with the mindset to eliminate, so too do they look for problems in the interview as justification for not hiring you.
Steel Strength Consulting recommends that ArcelorMittal implement a targeted recruitment strategy to attract Latino students from Midwest universities. They suggest ArcelorMittal connect with Latino student organizations on campus to build initial relationships in a low-pressure setting. Then, ArcelorMittal should hold a promotional conference for potential candidates, where students can learn about working for the company through information sessions, networking, and activities showing life in the local area. Specifically, the summary highlights how this event could be implemented in the Burns Harbor region to recruit students and measure the strategy's success. The benefits include aligning with ArcelorMittal's current recruitment tactics and having potential for replication in other regions.
The Navy's Exceptional Family Member Program (EFMP) provides comprehensive support for military families with special needs children. It assists families during relocation by ensuring support for their unique needs is available at new duty stations. Over 16,000 families are currently enrolled. The program coordinates support between various Navy offices and includes dedicated coordinators, education liaisons, and expanded family support centers. EFMP aims to streamline assignments while providing information and connecting families to resources.
This document provides a strategic communications plan to introduce a major boat alteration project to the Navy. The plan outlines the challenge of coordinating maintenance schedules globally. The author's goal is to minimize confusion and delays through open communication. The target audience includes various military, government, and contractor personnel involved in the project. The plan proposes using PowerPoint, video conferencing, and email updates to clearly convey the need for open communication between all parties to ensure project success.
President Ronald Reagan established the first Military Spouse Day in 1984 to recognize the commitment of military spouses to service members' readiness and well-being. The Department of Defense now declares the Friday before Mother's Day each year as Military Spouse Appreciation Day. Bases worldwide hold events throughout the day such as luncheons, workshops, and job fairs to honor military spouses for their sacrifices. Military Spouse Appreciation Day this year is Friday, May 9, and all are invited to recognize and thank military spouses.
The document provides instructions for creating an account and submitting an assignment request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete a 10-minute order form with instructions, sources, and deadline. 3) Review bids from writers and choose one. 4) Review the completed paper and authorize payment. 5) Request revisions to ensure satisfaction, with a full refund option for plagiarism.
The document discusses promoting programs and events at Sinclair Community College through the Strategic Communications Council. It provides an overview of the council's mission to help communicate college initiatives and address issues. It also notes some questions from participants about promoting specific programs like exit counseling, financial literacy sessions, and career fairs.
This document provides guidance on organizing a mass CPR/AED training event. It discusses establishing a task force, holding a preliminary planning meeting, registration, volunteers, fundraising, promotion, logistics, timelines, training content, and making an impact in the community. Key steps include forming committees to oversee registration, volunteers, fundraising, promotion, and logistics. The roles of these committees are outlined along with sample materials like letters, registration cards, and checklists to coordinate the event.
This document outlines the duties and responsibilities of a Floor Shift Supervisor at a community services organization (CSO). It details the induction process for new employees, including: ensuring paperwork is completed; providing a facility tour; establishing personal work goals; explaining documentation requirements like the Daily Individual Log of Occupation (DILO) worksheet; and arranging for uniforms, protective equipment, and workspaces. It emphasizes the importance of the DILO system for work analysis, accreditation, and continuous improvement. The document stresses communication, change management, workforce development, and employee satisfaction to help the CSO succeed in its mission.
This document provides guidance to Navy leadership on supporting sailors through effective sponsorship, indoctrination, career development, mentorship, family support programs, and recognition. It emphasizes the importance of welcoming new sailors through proactive sponsorship, conducting thorough indoctrination programs, holding regular career development boards, utilizing command ombudsmen and mentors, and publicly recognizing sailors' accomplishments. Implementing these practices sets the foundation for sailors' success and positively impacts retention.
This document provides guidelines for Navy recruiters and personnel to follow when dealing with media inquiries, particularly regarding sensitive issues. The rules emphasize being cordial, gathering information from reporters, staying within your scope of expertise, and getting back to reporters in a timely manner. A media checklist is also included to help properly manage and document interactions with reporters.
The document is a transcript of an interview with a Navy representative about the Navy Reserve Officers' Training Corps (NROTC) program. It provides information on what NROTC is, the qualifications for joining, academic and physical requirements, summer training opportunities, and how to find NROTC programs near a prospective student. The representative encourages interested individuals to contact their local Navy recruiting office to learn more about officer programs and scholarships available through NROTC.
This document provides recruiting support materials and instructions for recruiters to use. It recommends recruiters print Navy job fliers and information sheets to provide basic information about Navy jobs and requirements to anyone they contact. It also includes draft news releases about recruits joining the Navy that recruiters can send to local newspapers and schools. Additionally, it contains sample question and answer vignettes about the Navy for recruiters to customize and distribute to school counselors and newspapers. The purpose is to help recruiters promote the Navy and broaden their reach to potential recruits with minimal time investment.
Navy nurses play an essential role in supporting both military missions and disaster relief efforts, presenting challenges and opportunities not seen in civilian medicine. While shipboard duty is possible, nurses spend only a portion of their time at sea. The Navy attracts nurses through programs like the Nurse Candidate Program, which provides up to $34,000 in pay and bonuses to complete a nursing degree. Upon graduation and licensure, nurses commission as ensigns with pay comparable to civilian nurses. Non-nursing medical roles are also available for those without four-year degrees, as the Navy's medical needs extend beyond just physicians and nurses. Interested individuals can learn more by contacting their local Navy recruiter.
The Navy has significantly invested in nuclear technology, operating over 80 nuclear-powered ships and 100 nuclear reactors. All of the Navy's submarines and aircraft carriers use nuclear power, which allows them to run faster, quieter, and over longer distances than diesel engines. The Navy employs both nuclear power, which produces electrical energy, and nuclear propulsion, which propels ships through water. The Navy has used nuclear technology since 1955 and continues advancing it through highly-trained personnel and extensive education programs.
This document summarizes an interview with a Navy medical officer about opportunities in Navy medicine. The officer explains that Navy medical teams face unique challenges in supporting military missions at sea and responding to natural disasters, which provides valuable learning experiences. While all Navy personnel serve aboard ships at some point, many have non-sea duties as well. The Navy offers incentives like scholarships, bonuses, and education assistance to attract physicians. The Health Professions Scholarship Program pays tuition and living expenses in exchange for an active duty commitment after medical school. Those who complete the program enter the Navy as commissioned officers without debt from medical training. There are also opportunities in medical technology and as corpsmen for those without medical degrees. Interested individuals can contact their local Navy
The document provides information for Navy recruiters to help answer questions from local communities about supporting veterans and active military personnel. It outlines how recruiters can direct requests for Navy color guards at funerals, inquiries about burial at sea, and donations for troops overseas to the appropriate Navy and military organizations. It also provides contact information for the Department of Defense to handle other defense-related subject matters.
The document discusses the importance of fire prevention and fighting skills for all Navy sailors. Fires pose a major risk on ships due to the presence of fuels, explosives, and the inability to evacuate in the event of a fire. While all sailors receive basic firefighting training, the Navy also employs specialists in fire protection and prevention who are responsible for advanced training, safety policies and procedures, and enforcing fire safety. These skills learned in the Navy can transfer well to civilian firefighting and safety careers. Interested individuals can learn more about Navy opportunities in fire protection by contacting their local recruiting station.
The Navy offers several rewarding career opportunities and incentives for dentists. Navy dentists provide dental care for sailors, Marines, and their families, both domestically and abroad. They use some of the most advanced technology without the high costs of starting a private practice. The Navy also offers scholarships to cover tuition and living expenses for dental students, in exchange for a service commitment upon graduation. Dentists have opportunities in various specialties and typically avoid student loan debt. While shipboard duty may be required, dentists spend only a portion of their time at sea. The Navy is looking for talented medical professionals from many backgrounds to support its global missions. Interested individuals should contact their local Navy recruiter to learn more.
This document provides an overview of public affairs support materials contained on a disc to help with personal recruiting efforts. It includes sections on street-smart recruiting methodology, school access resources, school news program and vignettes, event management assets, Navy job fliers, sensitive issue guidance, hometown news, frequently asked questions, delayed entry program news releases, after action reporting forms, and a public affairs guide compiling all disc contents. The document lists and briefly describes the various resources available to aid recruiting efforts.
The Navy has included aircraft as an essential resource for over 100 years since shortly after the Wright brothers' first flight. Early aircraft were used for scouting from some ships in 1911, and aircraft carriers that planes could take off and land on were developed by the mid-1920s. The Navy currently operates around 3,000 manned aircraft of various types, including attack planes, command aircraft, and helicopters, though not all are based on aircraft carriers. While some aircraft focus on delivering firepower, the Navy also conducts humanitarian missions. Supporting naval air operations requires not just pilots but over 2,500 personnel per air wing including maintenance crews, weapons specialists, and aircrews.
The document identifies the top five discrepancies found on LPO and DLCPO inspections in FY 2011. For LPOs, the top discrepancies related to documenting follow-up training, developing the station planner, conducting applicant screenings, ensuring consistent Future Sailor contact, and LEAD prospecting. For DLCPOs, the top issues involved ensuring proper station planner development, using the school canvassing program, monitoring LPO training documentation, ensuring applicant screening follow-ups, and documenting station visit remarks. The document also lists learning objectives and questions to test understanding of inspection trends and requirements.
The NRD Denver Officer Programs department is poised to succeed in FY2011 through experienced recruiters and consistent processes. Potential weaknesses include turnover in key billets, but the experienced team will mitigate impacts. Increased focus on reserve medical programs is needed. Top opportunities include aggressive marketing at top universities and community colleges to access qualified candidates for officer programs.
This document outlines Navy recruiting procedures for enlisting and commissioning applicants. It details the required briefings and documentation for enlistment/commissioning, including distributing documents, administering oaths, handling disqualifications, and obtaining military identification cards through DEERS. Recruiting staff must thoroughly review applicants' files for any issues, ensure all program requirements are met, and properly execute, document and distribute all enlistment/commissioning paperwork in accordance with Navy recruiting directives.
This document provides guidance for Navy recruiting personnel on ethics and prohibited practices. It outlines policies regarding fraternization with prospects, applicants, and others. Specifically, it prohibits unduly familiar personal relationships that could undermine integrity or trust in the recruiting process. The document also provides direction on appropriate use of government vehicles, travel cards, and cell phones to ensure their use complies with regulations. Recruiting personnel are expected to adhere strictly to rules on ethics and prohibited behaviors given the unique environment of Navy recruiting.
The document discusses the Aviation Selection Test Battery (ASTB), which is used to select student pilots and flight officers for the US Navy, Marine Corps, and Coast Guard. It provides an overview of the ASTB, including its purpose, administration, scoring components, minimums required, and relationship to performance in flight school. The ASTB consists of six multiple choice subtests and has been in use since 1942, with revisions over time. It is primarily used to predict success in aviation training programs.
The document discusses diversity in the Navy. It states that diversity has made the nation and Navy stronger. It notes that as leaders, the Navy must embrace demographic changes and build a Navy that reflects the country. It also says diversity of thoughts and experiences keeps the Navy strong. The document charges Navy recruiters with improving diversity and includes a calendar of upcoming diversity events focused on different minority groups.
Social media is a form of communication where users publish and share content. It allows for more interaction than traditional media and has benefits like return on investment and brand identification. The basic components of social media include concepts, media, and social interfaces. Popular social networking sites for the Navy include Facebook pages for Navy recruiting, Navy life, Navy healthcare, and more. LinkedIn allows professionals to connect, collaborate, and find business opportunities.
The document provides information about the Direct Commission Officer Indoctrination Course (DCOIC) conducted at Officer Training Command, Newport (OTCN). It details the mission and goals of OTCN, an overview of the DCOIC program, physical fitness and uniform requirements, and expectations for students attending the intensive 2-week course to prepare them for service as naval officers.
1. Introduction
Before most sailors become recruiters, they have experienced Navy life in other commands,
aboard ships or in some other essential capacity. Their experience with public affairs in those
operations has often centered on internal news and events -- photos, videos, shipboard news and
the like – with occasional nuggets of news for external dissemination. That’s just what you
should expect from a Navy mass communications initiative.
Within this broad-based district, one thing remains constant. YOU ARE THE FACE OF THE
NAVY TO YOUR LOCAL COMMUNITY. You are most often the initial contact source. You
are the source of information to those around you. And you are the people we count on to
represent Navy in the strongest way possible.
This guidebook has been assembled to help you do that successfully. It also has been developed
to help make your recruiting effort as productive and successful as possible.
You will find that regular use of the resources contained in this guide will broaden the Navy
knowledge base of the people you are trying to reach, entice more people to contact you about
Navy opportunities, enhance your relationship with school administrators and guidance
counselors, and shorten the time frame with candidates from the initial discussion to the
commitment to enlist.
2. STREET-SMART RECRUITING
You did the training, learned about all the forms and processes, and grew to understand
everything you needed to know about the step-by-step procedures that would take a remotely
interested young person from almost unaware to a committed enlistee. But the reality is that this
is Navy reality! Nothing goes exactly as planned.
In this Fit vs. Fill environment, the pressure is on every day for you to find exactly the right
person to fill exactly defined jobs in the Navy. The pressure comes from the top and relentlessly
pushes down to the CO, XO, OPO, EPO, CR, ACR, LCPO, LPO and then to you. You feel the
heat from the time the goal is set until even after your station has met its numbers.
That process won’t change, but the way in which you go about achieving goal can and should
change. Let’s explain.
The top-down pressure you experience is focused on acquiring qualified recruits one at a time –
we need one more NUC, one more CT, one more ET, one more doctor, one more dentist, one
more chaplain, etc. The problem is that you need to have way more than one in your source pool
in order to work the prospect successfully, and that only adds to the frustration. Besides that, if
you haven’t had enough conversational sessions with each qualified individual, it still will take a
long time before you can successfully move the person into the available slot.
Our objective here is to 1) broaden the base of interested individuals in the source pool, and 2)
shorten or reduce the number of conversational sessions that it takes to move someone from
remote interest in the Navy to keen interest in an available job slot. More simply, the objective is
to have you working SMARTER, not harder – freeing time for you.
The process is really no different from what takes place in an industrial sales environment.
Cahners Publishing Company conducted research that shows that it typically takes 8-11 sales
calls from the time an industrial sales person first calls on a purchasing agent until the time the
sale is complete. That’s the sales process for key equipment or production supplies, but your
recruitment process is similar. After all, recruiting is virtually the only place in the Navy where
we have something to sell – Navy jobs, educational opportunities and experience.
In the first few sales calls, the industrial sales person explains his company, his product, and the
key differences between his offering and that of his competitors. He also explains how he
operates as the conduit between the purchaser and the supplier.
In the next few sales calls, the sales representative gathers information about the prospective
purchaser’s company, end products, and how his particular product can fit the prospect’s needs.
He also finds out about just-in-time delivery requirements, payment practices and other things
essential to any transaction.
It is only after these initial calls that the two parties really get a chance to rollup their shirtsleeves
and get to work on the particulars that can make the sales transaction take place. The same is true
3. for your recruiting process – general information, followed by trust building, followed by needs
analysis, followed by commitment in the form of a contract.
What Cahners Publishing Company also found out is that the organizations that did the best job
of explaining the particulars of their products and services in advertising and publicity
campaigns also enjoyed significantly more prospective-customer responses, and their sales
people needed to make fewer calls with less overall sales call time required to complete the
transactions. Why? Because 1) many more people were aware of the company and its offerings
and 2) the detailed information that prospective customers already had meant that less had to be
covered in person.
The very same practice applies to productive Navy recruiting. The better job we do via school
media and news media of building Navy awareness, explaining Navy opportunities for jobs and
educational support, identifying Navy personnel needs, focusing attention on the local Navy
Recruiting Station, and highlighting YOU as the right contact for your target audience, the
MORE PROSPECTS WILL BE COMING TO YOU instead of you to them.
There are three important places where we intend to focus this initiative:
1) Where your target market works (school)
2) Where your target market plays (key events)
3) Where your target market and their influencers gather information
There are important messages:
1) Navy has important skilled jobs to fill – with good benefits.
2) Navy supports advanced education in a variety of ways
3) Navy has qualifications to be met – intelligence, physical conditioning, health, legal,
behavioral
4) Navy has people on hand to help them join, and the nearest location is YOUR NRS
ADDRESS.
STREET-SMART MARKETING MOTTO:
“Put your mouth where the Money is.”
4. SCHOOL ACCESS EDGE
The best single opportunity to access quality candidates is through the schools. However, getting
schools to grant that access is difficult, especially if we are simply ASKING for the opportunity
to set up a contact location in the school cafeteria.
You all know that you will have much more success if you can OFFER some resources to help
them enhance their own higher education experience. That’s why we are working to provide
tools to help in that regard.
Please recognize that your position with your school contact will be enhanced just by offering
this kind of support, regardless of whether or not the school takes you up on the offer. The four
key areas are:
NAVY “HORIZON” BAND – This one-class-hour contemporary show includes pop,
rock and rap music and invites students to join in. The band points out the recruiters who
set up the show, and also identifies the location of the local station(s). Only nine locations
in the country can take advantage of this. This is a special advantage for NRD Chicago,
but the windows of available band time are small.
SCHOOL NEWS – A number of “canned interviews” are being prepared so that you can
offer support to the school newspaper or intranet. Some are included in the following
pages. These nuggets of information will help you get a foot in the door, but you can
enhance your position even more by producing information about recent graduates who
now are seeing the world as U.S. Navy Sailors. Contact the PAO for assistance doing this
S.T.E.M. INITIATIVE – Students proficient in Science, Technology, Engineering and
Mathematics are high on the Navy’s wish list. We are working to assemble elements that
you can bring to the schools that will point out how acquired STEM skills can be applied
in the Navy and the real world. Those elements are expected to include videos, speakers,
and even Great Lakes “A” school tours. In the meantime, please investigate whether the
schools you serve have things like First Robotics Teams. If so, offer to help with the
development and construction of the team’s robot.
WIDE WORLD MENTORING – This is your opportunity to be a guide to others. It
begins with a brief 10-15-minute presentation that lets you address HS staff and students
to explain the level of character and contribution expected of American employers,
including Navy. This is designed as a platform from which you can also a) bring your
Navy-taught skills to a classroom and/or b) bring in nugget presentations detailing how
skills developed in high school can be applied in real world jobs, especially those
available in the Navy.
5. In addition to these four keys to help access school students, we are trying to also help you
maintain the interest of delayed entry personnel with three other initiatives:
NEWS SPOTLIGHT – This is really a warmed over version of Fleet Hometown News,
but it accomplishes much more. With this minor-input effort, we can help spotlight the
fact that your future sailor has taken the initiative to join the Navy, and thereby enhance
their commitment to their future career.
SPORTS CONNECTION – As a part of our public affairs effort, NRD Nashvillehas been
able to institute some relationships with sports teams in our area. Occasionally these
teams offer tickets to service members for actual games. Working with them, we also
have been able to identify a few ways in which we can gain entry to practice sessions and
other similar events. As we can set these up, we will make those opportunities available
for you to bring in delayed entry people as a part of the mix, adding another enhancement
to committing to Navy. Sports resources we are working with include: Tennessee Titians,
Nashville predators, Memphis Redbirds, Bristol Speedway and a few other small outlets.
If you know of any sports teams that the NRD Nashville could benefit from contact the
PAO to discuss.
OTHER VENUES – other possibilities for boosting future sailor interest and involvement
include Navy Week activities, air shows, etc.
6. SCHOOL NEWS
Every school has a news program – a way of alerting people about things that are going on in
their school community. Most of these are faculty-supervised, student-run newspapers,
newsletters, intranet sites or blog spot. Where faculty people are involved, there is a direction to
students for gathering news and for contributing articles of worth. In every case, there is at least
one student who is most aggressive in supporting the effort, and at least one student who lags
well behind the others, but still has a requirement to fulfill a news obligation.
Either of these student categories will ultimately be our link to informing all students in the
school about Navy. But first, we have to make a positive connection with two others at each
school – your ongoing key contact in the administration or counseling office, and the faculty
advisor responsible for the school news.
Those recruiters who work with this in a positive fashion will quickly recognize that
implementing this on a regular basis, while appearing to be an added obligation, is really just an
opportunity to get in front of the right school people every few weeks in a way that impresses
them with the Navy recruiters’ skill, knowledge, professionalism, and most of all –
OPPORTUNITIES FOR JOBS AND EDUCATIONAL SUPPORT FOR THE STUDENTS. You
become a key to the future of many of the schools’ best and brightest young people.
What follows is a series of interview vignettes. They are designed to put you in the limelight
with school administrators and counselors. They present an opportunity for you to make a
focused visit to the school. If two copies are delivered on each visit – one for the counselor and
one for the news faculty advisor – it can multiply your points of access in each school. They each
impart a nugget of fairly general but uncommonly known information that can help to elevate
your status as a knowledge source to your contacts. And they will remain in the office of those
you visit for a longer period than you do.
Review the series of vignettes for yourself and determine which ones will be most appropriate
for your schools. The school year is only eight months long, so there are more than enough of
these for you to deliver over the course of the school year. If you made it a point to deliver one
every three weeks, you would only use ten of these in a year’s time. Over the course of two
years, you can begin to repeat vignettes that you delivered before, and most people will regard
them as fresh information.
CAUTION: All new things take time before they become acceptable and useful to others.
Persistence is the key here. It could take at least a half year for some administrators to begin
delivering the second copy to the school news faculty. It could take almost the entire year before
the faculty person decides that this is a reliable enough information flow so that he/she can feel
comfortable passing it along to a student for inclusion in the school news media. Nevertheless, it
is sure to produce opportunities for access within the school.