Evaluating Military Advertising and Recruiting Theory and Methodology (2004) / Chapter Skim
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8. Performance Management of Recruiters
8. Performance Management of Recruiters
Pages 146-158
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From page 146... ...
We demonstrate that effective performance management requires multiple evaluation methods. ISSUES IN PERFORMANCE MANAGEMENT Service recruiting managers establish systems to select recruiters from among the available pool of Service members, to train and develop those new recruiters, to open recruiting offices in specific locations, to establish production goals for each recruiter, to motivate recruiters with reward and recognition programs, and to monitor and assess recruiter performance.
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From page 147... ...
(By environment, we mean all of the conditions that surround recruiters performing their jobs including the environmental conditions created by the military and those that are broader and culturally based.) As stated in the committee's earlier report, the achievement of recruiting goals can be highly dependent on the economic conditions of the time, with high unemployment rates resulting in the easier attainment of recruiting goals.
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From page 148... ...
Many of the topics discussed selection, training and development, reward and recognition programs, and performance assessmenthave extensive research literatures that deal with many of the problems the Services face, and the Services should seek out appropriate expertise in designing and executing evaluations of such programs. Recruiter Selection The problem of selecting people who will become successful salespeople is not unique to the military, yet there are elements of this selection problem that are found only in the Services.
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From page 149... ...
reviewed 97 studies of the relationship between predictors and job performance of salespeople. They conclude that personality dimensions, tests designed specifically for predicting sales success, individual interests, and other biographical information items are useful in selecting people for sales occupations.
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From page 150... ...
They focused on estimating the value of a cognitive abilities test (in this case, the Armed Services Vocational Aptitude Battery or ASVAB) and recruiter school grades as predictors of the quantity and quality of recruiter productivity.
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From page 151... ...
Recruiter Training and Development Once recruiters are selected, they must be trained to perform their jobs, and they must continue to be developed as they progress in their recruiting career. As with most training requirements, there are multiple strategies available to address the recruiter training requirement, and there are constrained training budgets that limit the amount of time (and thus the specific tasks)
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From page 152... ...
As with recruiter selection, there is a substantial professional literature addressing the issues involved in the development of recruiter training programs, both in the civilian environment and in the military. The committee has recommended that the Services develop and implement training systems that make maximum use of realistic practice and feedback (National Research Council, 2003~.
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From page 153... ...
dimensions are all determinants of successful recruiter performance, then it follows that they are all candidates for inclusion in the evaluation of recruiter training programs. Choosing only a single outcome measure, such as number of new contracts in some fixed period of time, as the standard for evaluating recruiter training that covers all aspects of the recruiter job provides little information that would be useful in improving the training course.
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From page 154... ...
Through econometric modeling, the Services should minimally be able to define the relevant variables for establishing recruiting locations and to consider various methods for determining optimal staffing levels. Recruiter Production Goals Most sales organizations establish goals (targets or quotas)
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From page 155... ...
Here as well, military recruiting organizations are little different from their civilian sales organization counterparts (although military recruiting organizations must contend with legal constraints against using financial incentives for recruiters)
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From page 156... ...
We note the widespread perception that successful duty as a recruiter or drill instructor is necessary for advancement to senior noncommissioned officer rank in the Marine Corps. In addition, there have been suggestions that recruiter special duty assignment pay which is now based exclusively on length of time as a recruiter could be structured to provide an incentive for production rather than an incentive for staying in the recruiting job.
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From page 157... ...
Because of these environmental differences, some of the existing research from the professional literature will be useful, some not. Ideally, the military should undertake continuous and systematic evaluation of each aspect of performance management individually and as a whole in order to improve recruiter performance, relying on professional literature when possible, undertaking its own research when necessary.
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From page 158... ...
The challenge for the Services will be to establish their own overall research frameworks, prioritize their many options, select those research options that are most promising, and continually revise the research plan based on findings and changes in the environment.
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