Attachment (5) Participant Guide Example.pdf

PDF 9 MB Posted Oct 1, 2025

Attached to: Sales Force Training Materials and Services
Solicitation number: M00263-25-R-1005
Issued by: United States Marine Corps

About this file

Written by GovTribe AI · Oct 1, 2025

This document is a Marine Corps Recruiting Management Course (RMC) participant guide containing training materials and exercises for Marine Corps recruiting personnel. The comprehensive guide covers multiple aspects of recruiting management, including Command Group responsibilities, performance models, communication skills, and program analysis.

Key sections include strategic planning tools like the Knowledge, Skill, System, and Attitude (KSSA) Diagnosis Model, Peak Performance Model, and Command Group Action Planning. The guide features interactive exercises such as a Lego-based team building activity, style assessment, communication skills training, and simulated scenario planning. Participants are guided through analyzing recruiting station performance, understanding recruitment challenges, evaluating trip reports using S.M.A.R.T. goal setting, and developing action plans to improve recruiting effectiveness across different programs like high school/community college outreach, priority prospect tracking, and officer recruitment.

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Amendment 2 M00263-25-R-1005 Summary of Changes.pdf	PDF	Nov 14, 2025
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R M

IZER

ELC

M E

Welcome to:

RECRUITING

MANAGEMENT COURSE

Name: _________________________

Date: __________________________

C O

M E

ENERGIZER INSTRUCTIONS

Continue to the next page.

• Your budget is $500.

There is a caveats to this game.

• CEO = CO

IZER

ELC

M E

ENERGIZER TALLY PAGE

Tally

Category Tally

Planning Time

STOP

C O

M E

Style 1 Style 2 Style 3 Style 4 forward warm

Your immediate family and friends information

You are most

Your attention

Your view of led motivated

You manage your

Your overall

You frequently highest, underline

2. 3. 4.

Continue to the next page.

STYLE AUDIT ANALYSIS

Note: Highest Score (Primary Dominant Style) Second Highest (Secondary Dominant Style)

IZER

ELC

M E

Continue to the next page.

STYLE GENERAL CHARACTERISTICS

Keys to Communication with this style hurry status

• Has many goals, usually high somewhere

• Give them the “bottom line” innovative radio on stylish a hurry able, old favorites

• Exhibit friendly attitudes

• Control body language al information

• Good at setting goals in many areas swers questions

C O

M E

ENERGIZER TEAM DEBRIEF

IZER

ELC

M E

BIG THEMES

BIG THEME #1

BIG THEME #2

BIG THEME #3

BIG THEME #4

C W

T W

O K

KNOWLEDGE, SKILL, SYSTEM, AND

ATTITUDE DIAGNOSIS MODEL (KSSA)

Continue to the next page.

C W

EEK

O K

KNOWLEDGE, SKILL, SYSTEM, AND

ATTITUDE DIAGNOSIS MODEL (KSSA)

C W

T W

O K

PEAK PERFORMANCE MODEL

C W

EEK

O K

NOTES

C W

T W

O K

WHAT THE COMMAND GROUP SHOULD

KNOW AND DO

system 4.

C W

EEK

O K

C W

T W

O K

BUILDING AND SUSTAINING TRUSTED

PARTNERSHIPS

Create three strategies for building trust.

C W

EEK

O K

G T

H E

MINI CASE ACTIVITY

Continue to the next page.

VARIABLE – DISCHARGES

ECU

TIN

E M

ISSIO

VARIABLE – SHIPPING

assigned months.

G T

H E

VARIABLES – CONTRACT PLACEMENT AND HIGH-VALUE TARGETS

ECU

TIN

E M

ISSIO

VARIABLE – POOL PARITY

G T

H E

PRACTICAL APPLICATION PART 1:

ACTIVITY ANALYSIS

ECU

TIN

E M

ISSIO

G T

H E

PRACTICAL APPLICATION PART 2:

COMMANDER’S ATTAINMENT REPORT

STOP

ECU

TIN

E M

ISSIO

C K

N O

W Y

O U

R P

R O

G R

A M

S O

OPENING ACTIVITY NOTES

STOP

you have had.

mission.

CHALLENGES OF SALES LEADERS

STOP

targets on a regular basis.

Executive (MCRC) Leadership Needs

• Information

Sales (Recruiting) Team Needs

• Common Language

C K

N O

W Y

O U

R P

R O

G R

A M

S O

GOALS OF A SALES MANAGER / GOALS OF A

COMMAND GROUP MEMBER

4. To build a strong team

C H

S/CC

O G

R A

HIGH PERFORMING SALES

ORGANIZATIONS

STOP

The Organization

Example:

Walmart

High, Medium, Low

High

Trust Level High, Medium, Low

High

Immediate

Both

Listening to Customers Yes, No

Yes

Momentum

Yes, No

Yes

C H

P R

O G

R A

STOP

HIGH SCHOOL/COMMUNITY COLLEGE

BOARD EXAMPLE

C H

S/CC

O G

R A

REPORTS FOCUS AND PRACTICAL

APPLICATION

Continue to the next page.

WHAT

WHY

HOW

WHAT

C H

P R

O G

R A

PRACTICAL APPLICATION – PART 1

C H

S/CC

O G

R A

PRACTICAL APPLICATION – PART 2

C P

R O

G R

PPC

G R

O L

G R

A M

STOP

THE POOL PROGRAM

answers to the following questions.

How hard is the pool working to give referrals?

What is the health of the pool?

of reasons.

L PR

O G

R A

STOP

POOL PROGRAM PRACTICAL APPLICATION

POOL CARDS

O L

G R

A M

• Parent event.

Write your ideas below.

POOL FUNCTIONS

L PR

O G

R A

C C

D R

P R

O G

R A

QUIZ

C C

D R

P R

O G

R A

C C

D R

P R

O G

R A

YOUR MONTHLY COMMAND PROGRAM

needed.

STR

U C

STRUCTURE AND THE ASSET MAP

R U

R E

STRUCTURE DECISIONS

STRUCTURE TIMELINE

STRUCTURE GUIDELINES

• Fair and equitable distribution of assets

STR

U C

STRUCTURE VARIANTS AND PITFALLS

“SUPER SNCOIC”

MARKET SHARE REPORTS

C K

N O

W Y

O U

N N

EXPECTATIONS, INFLUENCING, AND HIGH-

PERFORMING TEAMS

STOP

KEY WORDS

What does it mean in Command Group leadership?

What effect does this have on the other Marine?

How can you use this concept wisely?

What is my personal strategy around setting and creating high-performing teams?

INSPIRE

REASON

ASK

AUTHORITY

FORCE

C K

N O

U R

PER

N N

SELF-AWARENESS MATTERS, SO ASK

MYSELF...

STOP

How am I purposeful

How do you plan

How do I pause

Where do I need to be proactive

How do I pivot exploring

2s ROLES AND RESPONSIBILITIES OF SNCOICs

STOP

ICs &

8412s

WHAT DOES IT REQUIRE?

SNCOIC 8412

D e m o n st ra te d K n o w le d g e, S ki ll

S ys te m , a n d

A tt it u d e

SNCOIC 8412

C h a ra c te ri st ic s

2s CASE STUDY: RECOMMENDING A MARINE

FOR THE SNCOIC ROLE

Continue to the next page.

CANDIDATE A

best students he has ever had.

PROS:

CONS:

ICs &

8412s

CANDIDATE B

PROS:

CONS:

2s CANDIDATE C requirements.

PROS:

CONS:

Recommendation to the CO: __________________________________________________

E O

ACTIVITY: ENLISTED VS. OFFICER

RECRUITING

ENLISTED RECRUITING OFFICER RECRUITING

E O

ERP VS OPP: IMPORTANT DIFFERENCES

E O

STOP

DIFFERENCES OF THE OST MISSION:

COMMAND GROUP MEMBER SUPPORT

C M

THE KSAs OF A GOOD MEPS LIAISON

C M

EPS

SELECTING A MARINE FOR THE

MEPS LIAISON BILLET

C M

MEPS COMMUNICATION SKILLS

E M A

MATCH THE RESOURCE TO THE

RESPONSIBILITY

STOP

Negotiations with vendors

Paid media initiatives

Coordinating digital engagement

E M

A C

QUICK REACTION ACTIVITIES

Quick Reaction Activity #1

Can you see any issues in regard to vigilant and

E M A

Quick Reaction Activity #2

Can you see any issues in regard to vigilant and

E M

A C

Quick Reaction Activity #3

E M A

E M

A C

REPRESENTATION OF OUR BRAND

E M A

E M

A C

E M A

ANNUAL MARKETING PLAN CHECKLIST

added.

AMP ELEMENT APPROPRIATE

NEEDS MORE

ATTENTION

NEEDS TO BE

ADDED

Priority

Marketing and Advertising Support Needs

MAC Support

Tactics

Lead Generation

Mail Program

E M

A C

AMP ELEMENT APPROPRIATE

NEEDS MORE

ATTENTION

NEEDS TO BE

ADDED

tising

Promotional Items

Collateral Material

Program

Events

E M A

C C

G A

FUNCTIONAL BRIEFS

• T = Training required

C C

G A

P PR

STOP

ACTION PLAN FROM GAP ANALYSIS

RECOMMENDATIONS

C C

G A

XO should call in the Administration Chief, Supply/Fiscal Chief, and MAC Marine to for assistance:

observations based on the month

CGAP CHECKLIST

C C

G A

P PR

Command Group members will bring any reports, charts, boards, or other materials

C C

G A

M U

O N

CGAP SIMULATION PREPARATION

C C

G A

P SIM

TIO

C C

G A

M U

C C

G A

P SIM

TIO

C C

G A

M U

C C

G A

P SIM

TIO

C C

G A

M U

C C

G A

P SIM

TIO

C C

G A

M U

C C

G A

P SIM

TIO

C C

G A

P D

CGAP: BEST PRACTICES

PREPARING FOR THE CGAP

Best Practices

Practices to Avoid What does not work well? How is time wasted? What is unproductive?

C C

G A

P D

IEF

CONDUCTING THE CGAP

Practices to Avoid What does not work well? How is time wasted? What is unproductive?

PRACTICAL APPLICATION: YOUR TRIP

REPORTS

First:

Notes from Your Own Trip Report Review:

Evaluation Training

9. If available, was the request from the

SITE V

ISITSCurrent Report Rewrite

Measurable

Attainable

Realistic

Timely achieve the goal?

PRACTICAL APPLICATION: TRIP REPORTS -

PEER REVIEW

Notes from the Trip Report Review:

Evaluation Training

9. If available, was the request from the

SITE V

ISITSCurrent Report Rewrite

Measurable

Attainable

Realistic

Timely achieve the goal?

Finally, answer these questions in conversation with the peer review:

STOP .

File details come from the government source that posted it. Updated Oct 8, 2025.