Attachment_5.pdf

RIC – KICKOFF

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

INTRODUCTION

The RI Shop is key to the success of the RS. An RS cannot consistently make mission without an RI Shop that works as an effective coach to SNCOICs and recruiters and as a trusted advisor to Command Group members and other RS personnel.

Learning Objectives Upon completion of this course, ARIs/RIs will be able to:

• Articulate the responsibilities of the RI Shop, as outlined in the Volume III.

• Understand that the RI Shop uses training and coaching to develop and move everyone in the

RS to Peak Performance.

• Articulate the basic responsibilities of each Command Group member, the OST and other RS resources (MPA, MEPS, Ops, etc.) and leverage training to support each group or individual.

• Understand the role of trusted advisor and how acting in that role builds confidence in an

ARI’s/RI’s ability to have a significant impact on RS decision-making.

• Build (as necessary) and manage the Annual Training Plan, All-Hands (R&R) training, PAR training, etc.

• Understand the importance officer recruiting has on the success of the RS and the Marine

Corps, and support officer recruiting in making its mission.

• Use the tools available to the RI Shop and the Command Group to identify and plan for training needs throughout the RS.

• Understand how to develop and certify SNCOICs through training and evaluations (Annual

Training Plan, MOJT Checklist, S&R, IOFs, POFs, training jackets, etc.).

• Use the resources in the Training Library to support SNCOICs, All-Hands and other training needs throughout the RS.

• Understand how the RI Shop can impact the development of 8411s and 8412s, and take the actions required to support their ongoing professional development.

• Improve written communication to increase effectiveness and credibility.

• Play an important role in personnel planning at the RSS level.

What additional objectives do you personally have for this program?

STOP

RIC – DEVELOPING THE OST

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

THE ERP AND THE OPP: SAME LANGUAGE, DIFFERENT DIALECT

1. Why is it that qualified applicants may never become Marines?

2. Officer prospects are different, so is prospecting for them different as well?

3. What do you look for when you do a visual screen when ACing for officer prospects?

4. How is a TC defined in the OPP?

5. An OSS has one-third the manpower and 5 times the AO of an RSS. How does that impact

ACing?

Continue to the next page.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

6. OST admin time requirement is >50%. How does that impact prospecting?

7. How is family and influencer involvement different on the officer side?

8. What pool-management challenges does an OST face?

9. What additional benefit tags are used in officer procurement, and why are those tags important?

10. Why is OCS NOT recruit training for officers?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

OFFICER COMMISSIONING PROGRAMS, CATEGORIES AND COMPONENTS

The Programs Officer recruiting is divided into 2 programs: the Platoon Leaders Class (PLC) program and the Officer Candidate Course (OCC) program.

Platoon Leaders Class (PLC) PLC is the officer program for undergraduate college students or community college students attending accredited 4-year colleges or universities.

College freshmen and sophomores attend 2 6-week increments (freshmen attend PLC Juniors in the summer before their sophomore year and PLC Seniors in the summer before their senior year;

sophomores attend PLC Juniors in the summer before their junior year and PLC Seniors in the summer before their senior year). College juniors attend 1 10-week training session at OCS.

Upon completion of prescribed training and academic requirements, the candidates are commissioned as second lieutenants and assigned to active duty for instruction at TBS.

The PLC program is divided into 4 categories:

• PLC Ground

• PLC Air/Student Naval Aviator (SNA)

• PLC Naval Flight Officer

• PLC Law

Officer Candidate Course (OCC) OCC is the officer program for applicants who are currently seniors or graduates of a nationally or regionally accredited college or university. Law school graduates must have been admitted to a state bar association.

Upon completion of academic requirements and 1 10-week session at OCS, the candidates are commissioned as second lieutenants and are assigned to active duty for instruction at TBS.

The OCC program is divided into 5 components:

• OCC Ground

• OCC Air/Student Naval Aviator (SNA)

• OCC Naval Flight Officer

• OCC Law

• Ground/Reserve (OCC-R) MCRC assigns each region an OCC and PLC mission based on the number of OSOs and diversity of the available Qualified Candidate Population (QCP). The region then assigns each Marine Corps district a PLC and OCC mission based on the number of OSOs assigned to each MCD.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

Each MCD assigns each recruiting station a PLC and OCC mission, and the RS commanding officer then assigns each OSO within the RS his/her mission. The assigned mission includes diversity requirements for each of the officer recruiting programs.

As you’ve learned, the OPP is a marathon, vs. 12 sprints on the enlisted side. PLC is a yearly mission with phase lines (milestones) at 25%, 50%, 75% and 100%. OCC is a yearly mission with 3 classes (for FY14 – OCC 214, 215 and 216) with phase lines at 33%, 66% and 100%.

For each program and phase line, the OST must make component and category, including diversity goals.

For OCC, it’s especially important that the diversity goal is achieved up front due to the potential for there to be no spaces for active duty males in the summer OCC class. That’s happened in 3 of the past 4 years.

In fact, to meet the officer mission, it’s critical for the OST to meet the requirements for each phase line. Just like in a marathon, it’s very hard to catch up once you fall behind. The OST’s planning for the year must specifically identify how each phase line will be achieved. The RI Shop must understand the phase line goals and be able to help the OST stay on course to make mission.

Diversity The next 5 pages have a letter on 2015 diversity recruiting written by General Brilakis and addressed to all RS COs and OSOs. The information in the letter is timeless and consistent with the Volume II.

Read through the letter to get a good sense of the importance and challenge of the diversity mission.

When you have finished reading the letter, work with your group to answer the questions that follow.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

Questions

1. Given what is said, how can the RI Shop work with the RSCO to support the OST?

2. Station commanders are required to be fully engaged with their OSTs. What are some things that

RSCOs must observe and support in that context?

3. What career recruiter qualities enable them to be “key enablers for the comprehensive approach that we must take that is so necessary for success?”

4. Why does the letter mention the monthly CGAP as a key element in successful mission planning?

How does planning by the OST contribute to the CGAP and the OST’s success?

5. What is said about the true measure of recruiting success, as opposed to just achieving

“submission mission”? How does a well-run Pool program support that?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

6. There are numerous references to “disciplined recruiting.” What does that mean, and what can the RI Shop do to support it?

7. Training is specifically identified as the resource most important to the success of the OST. What can the RI Shop include in the Annual Training Plan to best support ongoing training of the OST?

8. There is a need to consider the “whole person” in the final written evaluations of candidates for board consideration. How can the RI Shop work with the OST to ensure that candidates headed for OCS have what it takes to succeed in that very demanding environment?

9. What specific actions do you think the RI Shop can take to support the OCC and PLC phase line requirements?

Battle Rhythm Example: July - December

Battle Rhythm Example: January - June

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

1. Why is the event important for the officer mission?

2. What short-term preplanning is required for the event to be successful?

3. What long-term preplanning is required for the event to be successful?

4. Apart from the Volume II, how else could you learn about your event?

5. What actions would you take to support the OST’s work on the assigned event?

Trip Report

OSS/MCD Willowbrook/3 MCD Date: 22-24 August 2014 Conducted by: MGySgt D’Angelo Type of Visit: X Training &

Assistance:

Inspection: Informal Evaluation:

Marines Trained: Capt James Brophy Training Objectives: Identify and assess OSS Willowbrook recruiting practices Hours of training provided: 3 days

PRIMARY OBJECTIVE(S)

Assess OSS Willowbrook recruiting practices.

AREAS COVERED

1. Executing campus visits: OSS Willowbrook started execution of its annual plan with a 3-day visit to Grover State University in West Roseland. The fall semester started 25 August, and the OSS requested a table in the campus Student Activity Center. The table was in a good location with access to a high volume of student traffic. Capt Brophy was augmented by the RS Commanding Officer and the RS RI, MGySgt D’Angelo. The ARI was not on the trip; he was in the office, busy with processing work.

The Marines dispersed themselves in the area and in 2 days came away with 29 contacts. The OSO did a good job of ensuring that the Marines focused on contacting the demographic areas specifically assigned in the OSS’s mission letter: female and diversity. To accomplish that, they made sure that every student who wanted to learn more was able to have a conversation with a Marine. The contacts ranged from PLC (Jr/PLCC) to OCC and also included PLC/OCC female and diversity (O/H/AA) prospects. At the conclusion of the first day, Capt Brophy administered an ASTB-E to a prospective OCC Air applicant.

There were 9 hours of area canvassing conducted, along with an ASTB-E being administered. At the end of Day 2, no other prospects had been contacted for screening, were screened or scheduled for appointments/interviews. In addition, there were no meetings with pool members from the school while the OSO was on campus.

The OSO’s original plan was to area canvass (display table) for 3 days. At the end of the second day, however, it was clear that the Marines were getting fewer and fewer contacts. The second day was not as successful as the first. Grover State is approximately a 2-hour drive due east from the OSS. Defino Tech is approximately 25 miles further east from Grover State. No visit to Defino Tech was considered for this trip.

AOP: ___X___

RS CO___X____

RS RI: _______

OSO___X___

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

1. Recommendations

2. Prospecting objectives: MCRISS-OSS showed 283 contacts, with only 3 total interviews for OSS Willowbrook in FY14.

Recommendations

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

3. Interview objectives: Using a sales ratio of 5:1 and calculated using the mission of 19 PLC submissions and 12 OCC submissions for FY15, OSS Willowbrook’s interview objective (95 total PLC interviews/60 total OCC interviews) = 13 interviews (10 PLC interviews per month for July thru May/3 OCCs per month). Thus far, OSS Willowbrook has not conducted any interviews for

FY15.

4. NWA objectives: Using a processing ratio of 2 NWAs/1 contract for an NWA objective of 6 NWAs/month, it is currently impossible to determine whether OSS Willowbrook is on track to meet its objectives due to OSS Willowbrook’s criteria for declaring NWAs. The NWA board should be accurate enough that any stranger in the office can look at the board and know where every NWA currently is in processing. The board, in its current status, does not do this. The OSS was in the practice of declaring applicants NWAs after contact – without meeting the applicants face to face and conducting interviews.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

5. Contract objectives: With a mission of 19 PLC submissions, OSS Willowbrook is currently meeting its monthly objective of 2 PLC contracts per month. OSS Willowbrook has 4 PLC contract submissions so far, with the 25% phase line almost 6 weeks away. OSS Willowbrook currently has zero OCC contract submissions for OCC 218, so it is behind its contracting objective of 1 per month.

All 4 of the OSS’s current PLC contracts are re-submits from FY14, which can give the impression that the OST is having more success than it really is.

6. MCRISS-OSS: The OSS needs to remember that when placing data in MCRISS-OSS, “contact made” needs to be chosen on the MCRISS-OSS prospect board in order for the prospecting results for the OSS to be accurate. The OSS also needs to ensure that any scheduled appointments are properly closed out so that interviews show properly in MCRISS-OSS.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

7. General observations: OSS Willowbrook is coming off of a difficult FY14 mission year. Capt Brophy is responsible for an AO that is difficult to work in because of geographical challenges in the area.

The NWA board currently in use in the OSS resembles more of a priority contact board (not a component of systematic recruiting) than an NWA board. Having names on the board that do not meet the standard of being declared an NWA gives the OSS a false sense of how well it’s doing.

The OSS also was placing these same names on its mission board. If MCRC had conducted an SRI during this visit, the OSS could have failed.

During this visit, it was obvious that Capt Brophy is attempting to make FY15’s mission year successful. His work ethic and commitment to making mission cannot be questioned.

Final Recommendations

William C. D’Angelo MGySgt, RS Willowbrook Recruiter Instructor

RIC – RI/OPS SYNERGY

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1 syn·er·gy ˈsinərjē/ noun: synergy; plural noun: synergies; noun: synergism; plural noun: synergisms

The interaction or cooperation of two or more organizations, substances or other agents to produce a combined effect greater than the sum of their separate effects.

RS Operations Section – Responsibilities by Billet

OPERATIONS OFFICER (OpsO)

1. Receives daily, weekly and monthly reports from the SNCOICs.

2. Inputs NWA info into MCRISS.

3. Tracks working applicants.

4. Briefs Commanding Officer.

5. Reviews/approves waiver and reenlistment packages.

6. Acts as PPC program manager.

7. Oversees mission planning and execution.

8. Reviews Quality Control SITREPS.

9. Interviews waiver/reenlistment applicants.

10. Acts as Reserve Referral program manager.

1. What are 3 specific actions that the RI Shop can take to support the responsibilities of the OpsO?

2. What specific information can the RI Shop gather from the OpsO to help each SNCOIC and recruiter succeed?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

RS Operations Section – Responsibilities by Billet (continued)

OPERATIONS CHIEF

1. Schedules applicants.

2. Assigns reserve QSNs.

3. Assigns weekly shipping/ship dates.

4. Controls pool file and shipped file.

5. Audits Commander’s Attainment Report.

6. Updates status boards.

7. Reviews MEPS daily report.

8. Reviews MCRISS-RS transaction logs daily.

9. Distributes MCRISS-RS reports.

10. Inputs NWA info into MCRISS (in OpsO’s absence).

1. What are 3 specific actions that the RI Shop can take to support the responsibilities of the Ops Chief?

2. What specific information can the RI Shop gather from the Ops Chief to help each SNCOIC and

RS Operations Section – Responsibilities by Billet (continued)

OPERATIONS CLERK/NCO

1. Prepares waiver packages.

2. Prepares reenlistment packages.

3. Oversees PPC program:

• Distribution of PPCs.

• PPC monthly report.

• PPC file.

• PPC logbook.

4. Maintains productivity/shipping records.

5. Prepares program reports folders (RS-

RSS).

6. Files residual packages.

7. Administers Reserve Referral Credit program.

8. Prepares weekly/monthly reports.

9. Maintains pending discharge from pool board.

10. Maintains waiver/reenlistment log.

11. Administers 20% Random Verification program.

1. What are 3 specific actions that the RI Shop can take to support the responsibilities of the Ops Clerk?

2. What specific information can the RI Shop gather from the Ops Clerk to help each SNCOIC and

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

RS Operations Section – Responsibilities by Billet (continued)

PROGRAM SPECIALIST

1. Performs Operations duties as directed by

OpsO/Ops Chief.

2. Identifies and monitors at-risk poolees.

3. Tracks poolee pool function attendance.

4. Monitors status of poolees.

5. Aids Ops Chief in verifying RS/RSS ship schedule.

6. Collects 30-day pre-ship briefs.

7. Conducts random screening of pool.

8. Assists SNCOICs in coordinating pool functions.

9. Enters IST score and at-risk codes in

MCRISS.

10. Files residual packages.

11. Prepares/verifies pool reports.

12. Briefs Command Group on poolee status.

13. Manages poolee awards program.

14. Requests Command Recruiters.

15. Maintains Command Recruiting file.

16. Prepares Command Recruiting report.

17. Ensures Command Recruiters referral notification letters are forwarded.

1. What are 3 specific actions that the RI Shop can take to support the responsibilities of the Program Specialist?

2. What specific information can the RI Shop gather from the Program Specialist to help each

SNCOIC and recruiter succeed?

RIC – MAXIMIZING MPA IMPACT

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

MPA RESPONSIBILITIES: DETAILS, DETAILS

Read the MPA Inspection Checklist in the Volume III, pages 6-G-9 to 6-G-14, and then answer the questions below.

1. What is an inspection element that you think MPAs struggle to do well?

2. How can the RI Shop help MPAs do a better job in this area?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

CASE STUDY: THE MPA AND THE RI SHOP – SUPPORTING THE MPA

The Situation RS Anytown MPA Sergeant Bellows has been on the job for about 3 months – long enough to understand what he has to do to support the RS and RSSs. He has not yet been to the MPA course and, unfortunately, he’s just not getting the job done.

The RI, MGySgt Steinberg, has not had a chance to spend much time with him. He’s had a few complaints from some SNCOICs though, so he set up a day to go around with the MPA and observe him in action.

They started the day at RSS Yorba. They got to the RSS at 0900, and they were there for about 10 minutes. During that time, the MPA dropped off some coffee cups and seemed to want to get out of the RSS as quickly as he could. He did not engage at all with the 2 recruiters who were in the RSS at the time. He went right to the SNCOIC’s office, said good morning and asked where he could put the cups. The SNCOIC said good morning as well and also said, “Long time, no see!” The MPA replied, “I have a lot on my plate back at the RS.” The SNCOIC had asked for 50 cups and was only getting 25, so he was not happy about that. The MPA said it was the best he could do. The SNCOIC also asked the MPA about the poolee newsletter, and the MPA said that it was “in the works.”

Next, they went to a local TV station. The MPA did not have an appointment with the station manager but decided to drop by, as the station was close to the RSS they had just visited. The station manager could not meet with the MPA at that time, so her assistant suggested setting an appointment for later in the week. The MPA said he would get back to the assistant to set something up.

The next stop was a local high school where the MPA was meeting a recruiter to provide support on the Educator’s Workshop. The assistant principal was new, and the SNCOIC had met her briefly at a football game. She seemed curious about the Marine Corps and thought the Educator’s Workshop might be interesting to attend. The recruiter was new and had never submitted anyone for the workshop. The MPA had planned to bring materials about the workshop, but he forgot. The recruiter started off the meeting as best he could, and then the MPA unfortunately jumped in and described the Educator’s Workshop in a very dry, matter-of-fact way. The RI stepped in to salvage the meeting and committed to a stronger follow-up plan.

After the meeting, the MPA told the RI that the recruiter should have been better prepared and that he thought the SNCOIC had let the recruiter down. The RI did not comment at the time.

The final stop before they headed back to the RS was another local high school that was hosting a pull-up challenge just before a football game. The MPA had arranged for the necessary gear but did not interact much with the recruiter and the SNCOIC at the event. In addition, the MPA hung back from the students and did not help take the burden off of the SNCOIC and the recruiter. The RI pitched in and dealt with some obviously not-qualified students so that the SNCOIC and the recruiter could focus on students who were more likely to qualify.

Back at the RS, the RI had a chance to talk with the XO to get his observations on the MPA. The XO said that he rarely had any contact with the current MPA, who always “seemed busy.” The prior MPA definitely communicated more often about what was happening in his AOR and, when appropriate, shared information he got from the district.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

The CO had similar comments, saying that he had to “hunt down” and “always stay on top of” the MPA when he needed information about events or advertising.

The RI finished his day with a look at the RS Facebook page. It hadn’t been updated in a month.

1. What overall patterns do you notice that need to be addressed with the MPA?

2. What training or coaching should the RI Shop provide to Sergeant Bellows as a result of the visit to RSS Yorba?

3. At the TV station, how should Sergeant Bellows have responded to the assistant when asked about setting a time for an appointment with the station manager?

4. What training should the RI Shop provide to Sergeant Bellows so that he can do a better job selling the Educator’s Workshop in the future?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

5. At the pull-up challenge event, Sergeant Bellows did not add as much value as he could have.

What skills should he be trained in so that he can really help while at Enhanced Area Canvassing events?

6. Based on what the RI learned from the CO and the XO, what could the RI do to help Sergeant

Bellows provide more value to the Command Group?

7. This MPA has been on the job for 3 months and, at this point, isn’t performing well. What steps could the RI (or other members of the Command Group) have taken during his first 3 months to better prepare him for his role as MPA?

RIC – PROFESSIONAL WRITTEN COMMUNICATION

ACTIVITY: PROFESSIONAL WRITTEN COMMUNICATION

Read each sample of written communication, and answer the questions that follow.

Sample email 1

-----Original Message----- From: MSgt Buford Sent: Monday, November 03, 2:32 PM To: All SNCOICs RS Thistown; All AGunners RS Thistown Cc: Smith, Maj (CO); Tupor MSgt (XO); Pasting MSgt (OpsO) Subject: Staying Number 1

Leaders good afternoon-

I just wanted to say again thank you for your hard work and professionalism that you bring to the table daily. Great job on achieving the title as the number 1 Recruiting Station in the District.

How to stay number 1-

Staying number 1-by being consisted and the go to station for the District.

Other Recruiting stations will try to knock you off the hill. You have too stay focused and bring you're A- game daily.

Doing the Little things right. Setting the example.

Holding the junior Marines accountably. Results-Results Never compromising your Marines or yourself. Integrity at all times.

Stepping your game up over this FY. Mastering your leadership and technical skills. Staying Green. You are Marines on recruiting duty!

Keep developing you're A-Gunners and future Marines in your RSS-keep the bench full.

Marines remember there is always a price on being number 1-Lets keep you’re tropy in the RS over the next year. Stay Focused- Stay Involved!

Thank You Respectfully submitted, MSgt Buford RI – RS Thistown (C)-123-216-4494

GOD GIVES US EVERYTHING WE GAIN!

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

1. What is your overall impression of this communication? Why?

2. What impact would receiving this email have on you? Why?

Sample email 2

What's up sir!

How are you? I'm fine, now that I left RSS Oaktown. What a goat-rope, LMAO! Those guys are all over the place. The best think we could do is send every one of those clowns up to the RS and fire 'em all – kinda like our lame congress! The SNCOIC doesn't care about training anyone. He hasn't been training any of them which is going to really screw the A/SNCOIC when he takes over. I doubt they will make their shipping mission this next Trimester and have already called and chewed out the Ops Chief for letting these happen. We need to just figure out who's gonna cover them and change the mission letters for those dudes. Anyways, call me if you need something sir. I'm heading home.

Later, Master Sergeant Chris Martinez Recruiter Instructor Recruiting Station Thattown (C)-123-245-1234

1. What is your overall impression of this communication? Why?

Sample Email 3

Good evening Sir, This email overviews my T&A visit to RSS Low Point. Since we couldn’t talk live, following is the summary you requested.

I reviewed your Trip Report from your visit on 140523, and followed up with the SNCOIC on your recommendations. He updated his Daily Plan and is doing a better job of updating this throughout the day. You identified shipping issues in the next Trimester and directed him to contact the Operations Chief to make a plan to make his ship mission. He has accomplished this by making the necessary Pool moves, and provided training on Grad prospecting.

My concern with the RSS is that the two Marines in the evaluation process are not receiving the necessary training from the SNCOIC. As he prepares to PCS, the A/SNCOIC is going to have his hands full focusing on the RSS contracting and shipping missions. He will have two Marines in the evaluation process, as well as his replacement when he fleets up to be the SNCOIC. I provided training and direction to the SNCOIC on using the Volume I and the T&R Manual, as well as proper documentation within

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

MCRISS-RSS. These details are in my Trip Report. Sir, I recommend that the RI Shop, with the rest of the Command Group, continue to follow up on my guidance to the SNCOIC to ensure these Marines are trained IAW the Volume I and the T&R Manual. This will remove the undue stress for the A/SNCOIC and the Command Group. The next Command Group member in RSS Low Point will be the XO on 140612. If you have any questions or need more information please let me know.

Respectfully, MGySgt Steinberg Recruiter Instructor Recruiting Station Anytown

(C) – 123-456-7890

1. What is your overall impression of this communication? Why?

Sample LOI

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

1. What is your impression of this LOI? Why?

2. What communication challenges have you seen with LOIs in the past?

3. How can poorly communicated LOIs impact invitees?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

PROFESSIONAL WRITTEN COMMUNICATION TIPS AND TECHNIQUES

There are endless books on the subject of writing professionally. The following tips and techniques were compiled from a few highly respected resources on military and professional writing:

1. Get to the point. Or, according to Naval Writing Standards: “Start fast, explain as necessary, then stop.” The strongest correspondence highlights the main point in the first paragraph and then provides supporting information. “Put requests before justifications, answers before explanations and the general before the specific.

Here’s an example that violates the get-to-the-point approach: “The situation keeps getting worse and worse. Every month, we are further behind. Recruiters’ personal lives are suffering, the work atmosphere is poor, and… (2 or 3 paragraphs later)… As a result, I am requesting a change in the mission for RSS Clifftown.”

The brief, to-the-point request should come first, then the rationale.

2. Use short paragraphs, separated by white space. Large, rambling walls of words are daunting and often skipped over. If you feel your messages aren’t being read or are being ignored, first check to see that your writing is accessible.

Go from this:

This email overviews my T&A visit to RSS Low Point. Since we couldn’t talk live, following is the summary you requested. I reviewed your Trip Report from your visit on 140523 and followed up with the SNCOIC on your recommendations. He updated his Daily Plan and is doing a better job of updating this throughout the day. You identified shipping issues in the next Trimester and directed him to contact the Operations Chief to make a plan to make his ship mission. He has accomplished this by making the necessary pool moves and provided training on Grad prospecting. My concern with the RSS is that the two Marines in the evaluation process are not receiving the necessary training from the SNCOIC. As he prepares to PCS, the A/SNCOIC is going to have his hands full focusing on the RSS contracting and shipping missions. He will have two Marines in the evaluation process, as well as his replacement when he fleets up to be the SNCOIC. I provided training and direction to the SNCOIC on using the Volume I and the T&R Manual, as well as proper documentation within MCRISS-RSS. These details are in my Trip Report. Sir, I recommend that the RI Shop, with the rest of the Command Group, continue to follow up on my guidance to the SNCOIC to ensure these Marines are trained IAW the Volume I and the T&R Manual. This will remove the undue stress for the A/SNCOIC and the Command Group. The next Command Group member in RSS Low Point will be the XO on 140612. If you have any questions or need more information, please let me know. Respectfully, MGySgt Steinberg

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

To this:

This email overviews my T&A visit to RSS Low Point. Since we couldn’t talk live, following is the summary you requested.

I reviewed your Trip Report from your visit on 140523 and followed up with the SNCOIC on your recommendations. He updated his Daily Plan and is doing a better job of updating this throughout the day.

You identified shipping issues in the next Trimester and directed him to contact the Operations Chief to make a plan to make his ship mission. He has accomplished this by making the necessary pool moves and provided training on Grad prospecting.

My concern with the RSS is that the two Marines in the evaluation process are not receiving the necessary training from the SNCOIC. As he prepares to PCS, the A/SNCOIC is going to have his hands full focusing on the RSS contracting and shipping missions. He will have two Marines in the evaluation process, as well as his replacement when he fleets up to be the SNCOIC.

I provided training and direction to the SNCOIC on using the Volume I and the T&R Manual, as well as proper documentation within MCRISS-RSS. These details are in my Trip Report.

Sir, I recommend that the RI Shop, with the rest of the Command Group, continue to follow up on my guidance to the SNCOIC to ensure these Marines are trained IAW the Volume I and the T&R Manual. This will remove the undue stress for the A/SNCOIC and the Command Group.

The next Command Group member in RSS Low Point will be the XO on 140612. If you have any questions or need more information, please let me know.

Respectfully, MGySgt Steinberg Recruiter Instructor Recruiting Station Anytown (C)-123-456-7890

3. Make your writing S.M.A.R.T. Recommendations and objectives in Trip Reports, training jacket notations, etc. are only effective if they are clear and actionable. Always make your comments:

• Specific – What specifically needs to happen?

• Measurable – How will I know when it has happened?

• Attainable – Does the person have the skill, knowledge, etc. to do what is necessary?

• Realistic – Is it possible to do what I’m recommending or achieve what I’m asking for?

• Timely – When is the action needed or expected?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

4. Always use proper grammar and spelling. There is no excuse for poor grammar or misspellings, especially given the numerous resources available on computers and the Internet.

Don’t try to tell yourself it doesn’t matter. If you’re sloppy with your writing and don’t pay attention to the details of grammar and spelling, people will assume you are sloppy in other areas as well.

“Good grammar is credibility… a projection of you in your physical absence. And, for better or worse, people judge you if you don’t know the difference between their, there and they’re.”

– Kyle Weins, “I Won’t Hire People Who Use Poor Grammar. Here’s Why.”

Harvard Business Review

5. “Listen” to your tone. Because we gain most of our meaning from nonverbal physical cues, it’s especially important to be aware of the tone your writing conveys. You don’t have the benefit of your facial expression, tone of voice, etc. to communicate your tone, and “emoticons” aren’t really a professional way to get your point across.

Regardless of your opinion or preferences, writing in ALL CAPITAL LETTERS CONVEYS ANGER, FRUSTRATION or, at best, a lack of effort to use correct capitalization. All caps also are hard to read. Multiple exclamation points, curse words, bold, underlining, etc. all must be used carefully; they convey strong messages, even if unintentional.

Read your writing before hitting send or moving on to the next task. Try reading it aloud to get a better sense of how it will come across to the reader. If you were angry or emotional when you wrote the message, sit on it overnight, reread it with fresh eyes, then revise as necessary or send

it. Ask someone you trust to give you an honest evaluation of an important piece of correspondence before you send it.

What other important tips or techniques do you recommend?

Some Recommended Resources Dalton, John H. Department of the Navy, Naval Correspondence Manual, (29 August, 1996) SECNAVINST 5216.5D Washington, DC Brock, Sue Better Business Writing: Become a More Powerful Communicator (Crisp Fifty-Minute Books) (2009). Axzo Press Garner, Bryan A. HBR Guide to Better Business Writing (2013). Boston, MA: HBR Press Lindsell-Roberts, Cheryl Business Writing for Dummies (2013). New York: John Wiley and Sons McIntosh, William A. Guide to Effective Military Writing: 3rd Edition (2003). Mechanicsburg, PA:

Stackpole Books

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

PRACTICAL APPLICATION: WRITING SAMPLES

Answer the questions below to analyze and provide feedback on the writing samples you brought with you. Refer to the previous reading if you need to refresh your memory on any of the tips and techniques you learned.

1. How can you improve your writing to better get to the point?

2. How can you improve your use of short paragraphs, separated by white space?

3. How can you make the recommendations or objectives in the writing S.M.A.R.T.?

• Specific – What specifically needs to happen?

• Measurable – How will I know when it has happened?

• Attainable – Does the person have the skill, knowledge, etc. to do what is necessary?

• Realistic – Is it possible to do what I’m recommending or achieve what I’m asking for?

• Timely – When is the action needed or expected?

4. What, if any, grammar or spelling errors do you see?

5. What tone improvements are needed?

RIC – SUPPORTING PERSONNEL PLANNING

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

CASE STUDY 1 – ASSISTING THE SGTMAJ

Last year, RS Anytown SgtMaj Jeffrie got a call from Sgt Carter. Sgt Carter said that he had been assigned to recruiting duty and, if possible, would like to work in the RS he came from as a recruit. He was enthusiastic about going back to recruit in his old stomping grounds. The SgtMaj (who was relatively new to recruiting duty at that time) really liked Sgt Carter.

Sgt Carter let the SgtMaj know that he had been meritoriously promoted, had combat deployed a number of times, had been on his high school football team and had a black belt in karate. He also said that he “knew everybody” and that his mom had worked for a local school board in one of the towns in the RS. To the SgtMaj, those sounded like great qualifications.

Before he put a by-name request up through the district, however, SgtMaj Jeffrie thought it would be a good idea to get the RI’s perspective on Sgt Carter.

The SgtMaj had never been involved in selecting a potential recruiter, while the RI, MGySgt Steinberg, had a lot of experience with recruiter selection, RSS assignments and SNCOIC selection. A couple of RSSs in RS Anytown needed recruiters, and the RI was more familiar with those stations and what they needed than the SgtMaj was.

MGySgt Steinberg said he would be happy to look into Sgt Carter’s background and talk to the Sgt over the phone and face to face, if needed.

1. If you were the RI Shop in this case, what else would you want to know about Sgt Carter’s service record, time as an applicant/poolee, interest in recruiting and personal characteristics?

2. What other areas would you consider when helping determine Sgt Carter’s likelihood of success?

3. What could the RI Shop do to gather more information?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

CASE STUDY 2 – IMMEDIATE ACTION

RS Anytown has been dealing with an unfortunate incident in RSS Mapleville, which happens to be the farthest RSS from headquarters. The SNCOIC was just Relieved for Cause because of multiple fraudulent enlistment incidents, which was a shock to the entire Command Group. Now, the RS needs to determine who will run the substation… and fast. The RS only has one PCS move left for the rest of the FY and needs to ensure it’s used wisely. Below are its choices. Each Marine has advantages and disadvantages. Your job as a trusted advisor to the CO is to make a recommendation on who you feel should be the new SNCOIC.

A. Sgt Collins has been a canvassing recruiter in RSS Mapleville for 2 years. He has been the A/SNCOIC for about 6 months. Sgt Collins has a respectable APR and has never been on probation or on the “radar” as an inconsistent recruiter when it comes to contracting. His Pool program is one of the best in the RS, and he has even given a class to recruiters at R&R training on how he runs his Pool program. He is respected by the recruiters in his RSS and has expressed interest in running a station. He has been known to be somewhat of a “hip-pocket” recruiter. Not a lot of his efforts are recorded in MCRISS-RSS, and the only interviews that show up are the ones that become NWAs. His HS/CC program leaves a lot to be desired, however. He has one favorite high school where the majority of his contracts come from, and he neglects most of the other schools. Sgt Collins is known for his arrogance and has argued with his SNCOIC and Command Group members on why he even needs to use “the system.” He told the ARI on a visit that, “I just make it happen, MSgt. Contracts cure all.” This move would not require a PCS.

B. SSgt Hoffman is a canvassing recruiter in RSS Newton. She has been at the RSS for 22 months and has been doing a great job. She has a well-run HS/CC program, one that she had to build on her own because the recruiter before her completely neglected it (this was well documented during her 3-6-9 Month Evaluation). Her systematic administration is excellent, and everything is always updated and matches. She is the A/SNCOIC and did an excellent job of running the station when the current SNCOIC was away at the Career Course. She was in the top 5 recruiters last year and will probably be in that same group again this year. If it was not for her high pool and MCRD attrition, she could potentially be considered for Recruiter of the Year and even meritorious promotion. Unfortunately, the majority of her discharges are because of either erroneous enlistment or apathy. This move would require a PCS.

C. SSgt Dorchester is a canvassing recruiter in RSS Mainville. He has been at the RSS for 20 months and so far is average as a canvassing recruiter. During PAR and his 3-month evaluation, it was well documented that he was struggling with his MC3 skill usage but has corrected most of this through training from the SNCOIC and RI Shop. He still struggles at times with his prospecting technique and interviews, but it is a great improvement from when he was in the evaluation process. The area he excels in is his work ethic and use of the systematic components. He never has to be told twice to do anything and holds himself accountable if he makes a mistake. If something is due, the SNCOIC knows he can count on SSgt Dorchester to accomplish it. All of the other recruiters go to him when they have questions about MCRISS-RSS, and they go to him with the Volume I questions before they bother the SNCOIC. He has not had any DEP discharges since he checked in and is the only Marine in his RSS who uses the Command Recruiting program effectively. This move would require a PCS.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

1. Which Marine do you think you would recommend? Why?

2. What else, if anything, would you want to know or do before making your recommendation?

3. What are the consequences of moving up someone who isn’t qualified?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

CASE STUDY 3 – ASSISTING THE CO

It’s the time of year when fitness reports are due for all 27 recruiters in RS Anytown. The CO of RS Anytown, Major West, is new in the billet and has never done fitness reports for recruiters before.

He is inclined to write fitness reports based on the numbers. The numbers that matter most to him are the net contracting numbers for each recruiter. Based on his limited experience, that’s the number he thinks is the best indicator of a recruiter’s ability and success. He believes that recruiters who get monthly rewards on a regular basis are sure to get great, fit reps if the CO goes by the numbers alone.

From his experience, MGySgt Steinberg, the RI, has a different perspective on what the CO should consider when he evaluates recruiter performance for the fitness reports. He’s particularly concerned that the CO will undervalue the performance of Sgt Hammer from RSS North Royal. Sgt Hammer is not one of the top 10 producers in the RS. As a result, the CO, unless he expands his perspective on recruiter performance, will not rate the Sgt highly.

MGySgt Steinberg knows that, given the challenges Sgt Hammer faces in his sector, he is doing much better than the net contracting numbers alone indicate. The RI knows that this is true of other recruiters in the RS too. The RI’s goal is to make sure that the CO sees beyond the numbers in a way that better reflects the challenges, accomplishments and abilities of each recruiter.

1. To ensure that all fitness reports accurately represent recruiter performance, what kinds of information (and why) do you think the RI Shop should provide to the CO on each recruiter?

2. Where can the RI Shop get the information that you identified in your answer to Question #1?

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

PRACTICAL APPLICATION – BACK AT YOUR RS

Imagine that there is a personnel meeting at your RS next week. The CO wants to discuss personnel for the future and has asked each Command Group member to think about the state of the RS and what areas need a course of action. Think about the next SNCOIC in your RS who will be rotating.

Answer the questions below, and be prepared to share your work.

1. When is the SNCOIC leaving? Has a replacement been identified?

2. What are the specific requirements to consider for this billet (large RSS, rural AO, etc.)?

3. Will this require an internal (within the RSS) or external move? Why?

4. What are some challenges the new SNCOIC will face (Marines in the evaluation process, recruiter rotations, distance from the RS, etc.)?

5. At what point will your RS need to make this decision? Why?

RI ROLES AND RESPONSIBILITIES

RECRUITER INSTRUCTOR (RI)

The RI is a Command Group member, who works directly for the Commanding Officer. The RI is the senior 8412 in the RS. The primary duty of the RI is to function as a member of the Command Group, and to continually provide training and assistance to the recruiting force.

ASSISTANT RECRUITER INSTRUCTOR (ARI)

The ARI is a Command Group member, responsible to the Commanding Officer, working under the supervision and staff cognizance of the Recruiter Instructor and is assigned tasks to perform each month at the RS and RSS level. Assists the Recruiter Instructor in the development and conduct of the RS training program.

• District Annual

• RS Annual Training Plan

• Monthly Command Group

MAINTAIN TRAINING PLANS/REPORTS

• Monthly Training Plan/Schedule/R&R Records

• Monthly Training Reports

• Inspection Survey Results (RS)

• Reports (RS)

• Training Plan

CREATE TRAINING PLANS

• Monthly Training Plan

• The RI/ARI will maintain an RSS/OSS/MEPS Inspection and Visits Book on each RSS, OSS and MEPS. The book will contain:

– Reports

– Checklists

– Other materials per Volume I and Volume III (Chapter 6, part H)

MAINTAIN RSS/MEPS/OSS INSPECTION AND VISITS BOOKS

• These files will contain, at a minimum:

– Student

– PAR Training

– 3-6-9 Month Recruiter Eval/MOJT Checklists and Summaries or (1-3-6 Month for

SNCOICs)

– Individual

MAINTAIN INDIVIDUAL TRAINING RECORDS/EVALUATION FILES

(RECRUITERS, SNCOICS, MEPS LIAISONS, OPS CHIEF, OSO, OSA, ARI)

• and Training (PAR)

• / Training (R&R)

• Training/Assistance Visits

PROVIDE RS LEVEL TRAINING

• Ongoing RS Level Training as needed

• SNCOIC Training

• Lesson Plan libraries should include:

– Detailed

– Student

MAINTAIN AN UP-TO-DATE LESSON PLAN LIBRARY (PAR AND R&R)

– Lesson

– PAR Training Binder

• The RI/ARI conducts follow on evaluations of the SNCOIC at the 1-, 3- and 6-month period after

• The RI/ARI provides on-the-job training to the newly assigned SNCOIC after completion of the District SNCOIC course and evaluates the SNCOIC’s of the tasks required to succeed using the 1-, 3-, 6-Month Evaluation/MOJT Checklist.

CONDUCT SNCOIC MOJT TRAINING AND 1-3-6 MONTH EVALUATION

CONDUCT 3-6-9 MONTH RECRUITER EVALUATION

PARTICIPATE IN OSO & OSA EVALUATION WITH

ASSIST WITH/PROVIDE TRAINING FOR RS MEMBERS

AND ALL MARINES THROUGHOUT THE RS

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.0

SUPPORT PERSONNEL PLANNING

RIC_DutiesResp_11x17_Blank.indd 1 4/6/15 4:06 PM

RIC – ANNUAL TRAINING PLAN

Continued on next page.

ANNUAL TRAINING PLAN

The following should typically be included in the Annual Training Plan:

a. Recruiters School graduation dates What: New recruiters graduate from Recruiters School.

When: 6 times per year.

Why Important: The RI Shop needs to plan for new recruiters reporting into the RS to schedule PAR training and also to schedule EAD Marines who will attend Recruiters School.

b. PAR training

What: Training for new recruiters and all newly assigned RS personnel, to include OSOs, EAD recruiters and Recruiter Aides. 5 days, including MC3 Sustainment Module 1 and other topics (Command Group topics, welcome aboard, policies, programs and other topics, as indicated in the Volume III, pages 8-8 to 8-10, Chapter 8).

When: Within 30 days of the date the Marine reports to the RS for duty.

Why Important: The RI Shop must plan to train new recruiters and schedule Command Group member talks, etc.

c. Refresher/Reinforcement (R&R) training with subjects What: Training for entire RS on relevant subjects (ethics, awards, Command Group topics, MC3 Sustainment, Training Library modules, etc., as indicated in the Volume III, pages 8-18 to 8-19, Chapter 8).

When: Monthly (minimum of 12 hours of recruiting-specific R&R training per quarter).

Why Important: The RI Shop must prepare subjects, plan for facilities, allow for travel planning, schedule Sector training (if necessary), schedule Command Group members, etc. This training sets the tone for the recruiter’s entire experience on recruiting duty.

d. District Training Team dates for Command Group training What: In addition to the District Orientation Course (DOC), this is training done by the District Training Team for RS Command Group, typically based on trends noticed by the district or needs expressed by the RS.

When: 2 formal training sessions per year (1 billet-specific and 1 follow-on training), plus DOC.

Why Important: The RI Shop has to plan for the date and topics.

© Copyright 2015 Marine Corps. All Rights Reserved. v 1.1

e. Inspections What: District Training Team, often along with the region, conducts annual SRI for the RS, MEPS, OPS, etc. RI also inspects each RSS, OSS and MEPS.

When: 1 time per year.

Why Important: The RI Shop needs to ensure that the RS is ready for inspection, is operating effectively and is using all of the systematic components.

f. RMC dates What: Dates for Recruiting Management Course for new Command Group members.

When: 3 times per year.

Why Important: The RI Shop needs to plan to cover when Command Group members will be away and pay attention to who is going and when. It also needs to plan for training and support when the Command Group members return to the RS (plan for DOC, etc.).

g. RIC dates What: Recruiter Instructor Course for new RI Shop members.

When: 3 times per year, to coincide with RMC.

Why Important: The RI Shop needs to plan to cover when RI Shop members will be away and pay attention to who is going and when. It also is important to plan for training and support when the new RI Shop members return.

h. CRC dates What: Training for new 8412s.

When: 4 times per year.

Why: The RI Shop needs to plan to ensure the A/SNCOIC can cover the new 8412 when he/she leaves the RSS.

i. Other events…