Recruting and Retention Track

[BillB]

P226, Recruiting and Retention Specialty Track is a joke. Other than grammatical errors, some of the requirements are so far out in left field to be unrealistic. Place 2 classified ads to recruit people for vacant positions. Where does the ad go, to "Help Wanted"? Who's going to pay for this? If I was the Commander, I wouldn't. Take part in several missions. What has that to do with recruiting, other than give some experience in other fields. But that ignores any experience in cadet programs.
I was a Wing and Region Recruiting Officer and produced programs that had a double digit growth in membership. But I barely can qualify for Technician level.

[RogueLeader]

Not to mention that you need to have
1) A tech rating in another area
2) two years service prior

[TankerT]

And.... sooo many of the requirements are from the PA track... word for word...

[DNall]

Any suprise HQ doesn't have a handle on recruiting & retention?

[RogueLeader]

Most wings, from what I hear, don't have a good handle on it, btu Iowa is tossing some ideas around that should let us have a very nice grip on it.

[DNall]

Do feel free to share.

[Major Carrales]

The key to recruting and retention lies in two things...

1) Get people started and help them, don't just give them a pamphlet and send them on their way with  no guidance

2) Make them feel involved...offer the unit as their unit and the option to add thier visions to that of the Unit

3) It has to be fun, hard work is best done when people WANT to be there, avoid the petty political squables, correct in private and prais ein public.  Generate a squadron where people like eachother, a Chuch they might call it fellowship.

4) PUBLIC AFFAIRS, peopl ehave to know a) there is a unit, b) what the does, c) the utility of the unit, d) how they can get  involved.  If people are saying good things about the unit, service minded persons will flock to it.


Any SPEC TRACK in that field must address these issues.

[RogueLeader]

One of the big desires for the Recruting/Retention is Wing wide recruting- one officer who can travel around the State. have no other job at wing or local.  The problem is finding a willing person who can and will do this.  A record is going to be formed for each squadron called a "Unit Manning Document" Listing all personel at each job, and notating all vaciencies, so to identify jobs to recruit people into areas that they want to be involoved.  It also goes to keep too many people from being in one area.  For example, we don't need four assistant Finance officers and so on.

[DNall]

That's great, but it's too much for one person. We've talked in the past about having a Wg level Tiger Team to go out & help units w/ manning problems. They'd have a recruiting & retention team, and then they'd have a specialist in cadet programs, AE, ES, and Sq Ops... they'd be able to step in , shift things around, get a shared vision in place with solid mgmt practices & some leadership training.

Of course the idea behind that was to collect accurate metrics, identify troubled units, and attack into them with this hard driving team to put things on track super fast & then stand aside. You could use the same process to start a new unit too.

[SAR-EMT1]

Lol.. does ILWG have one of these Tiger Teams...we could use them at my unit.

[Capt Rivera]

One of the big desires for the Recruting/Retention is Wing wide recruting- one officer who can travel around the State. have no other job at wing or local.  The problem is finding a willing person who can and will do this.  A record is going to be formed for each squadron called a "Unit Manning Document" Listing all personel at each job, and notating all vaciencies, so to identify jobs to recruit people into areas that they want to be involoved.  It also goes to keep too many people from being in one area.  For example, we don't need four assistant Finance officers and so on.

Sounds cool! I might even be willing to do this... but there is one thing before I sign for this job... $$$ Some states are BIG, even if you split it with a team of officers who covered certain counties, there WILL be issues with hotel stay, Gas/mileage, missing work? Sounds like it would be more of a full time job then not. Not only would you have to do the leg work, but you would have to do all the research and relationship creating/maintaining.

[JC004]

Data from NHQ:

Recruiting and Retention Specialty Track numbers (nationwide)
Total Enrollments: 178
Master-Rated: 7

[afgeo4]

The Recruiting & Retention specialties ARE difficult, but what is the problem with that? I think it's about time we start working our butts off for our "badges"!

Recruiters are (or should be) the best, brightest, and strongest CAP members. We represent our organization, the USAF, and our nation to our citizens, young and old. We need to have the knowledge of most of CAP's programs. We need to be able to answer just about any question thrown at us either from memory or from a regulation. As a recruiter you only have one chance to make that first impression that CAP deserves. That's why I agree with all the requirements in the pamphlet. It shouldn't be easy. In fact, I think it could use more retention taskings. On the same note, I think most other tracks should become more difficult as well. Professionalism and competency comes from training. Pride comes from knowing that the training was difficult.

My only issues with the requirements are:
1. Attending a recruiting/retention workshop/seminar... Who's going to be the instructor for this seminar? This is a brand new specialty track!
2. Create plans in line with the Wing recruiting & retention policies... I would take a wild guess and say that most wings don't have those. I know mine doesn't.

I think the wanted ads requirement should include the internet and not just press. I think placement of TV/Radio advertisement/PSA should be a requirement for Master rating.

[JC004]

BTW... wanted ads? Where in the current pamphlet are those mentioned?

Page 6...very top.  (Senior Rating section)

[mikeylikey]

We will also need to be the friendly guy who gets the "departing" member to stay in. 

Something like "I know your AFIADL course has not show up in 3 years, and you have been passed over for promotion, and you usually end up driving cadets everywhere, please stay in just a little longer, I promise you everything will CHANGE"!

[afgeo4]

We will also need to be the friendly guy who gets the "departing" member to stay in. 

Something like "I know your AFIADL course has not show up in 3 years, and you have been passed over for promotion, and you usually end up driving cadets everywhere, please stay in just a little longer, I promise you everything will CHANGE"!

Or perhaps... "lemme look into this" and then have a chat with that member's unit commander and see what's really going on. Perhaps the commander failed to realize their treatment of said member has caused issues. It's our job to bring the issue to the surface. Perhaps the commander is doing this out of spite. In that case, it is our duty to bring the issue to the next level. Perhaps the member him/herself is at fault here. Then you have to consider if the member is worth retaining. Either way, we have to find ways to keep members in the program and happy. Even if it means suggesting that they switch units. Often we have to be the middle person between a member and a commander. It's a tough place to be, but someone should be there.

[JC004]

We will also need to be the friendly guy who gets the "departing" member to stay in. 

Something like "I know your AFIADL course has not show up in 3 years, and you have been passed over for promotion, and you usually end up driving cadets everywhere, please stay in just a little longer, I promise you everything will CHANGE"!

Or perhaps... "lemme look into this" and then have a chat with that member's unit commander and see what's really going on. Perhaps the commander failed to realize their treatment of said member has caused issues. It's our job to bring the issue to the surface. Perhaps the commander is doing this out of spite. In that case, it is our duty to bring the issue to the next level. Perhaps the member him/herself is at fault here. Then you have to consider if the member is worth retaining. Either way, we have to find ways to keep members in the program and happy. Even if it means suggesting that they switch units. Often we have to be the middle person between a member and a commander. It's a tough place to be, but someone should be there.

No need to look into it.  It's mikeylikey's fault.  He starts a lot of problems.  But that's ok, because he is just trying to prepare everything for my eventual take-over.   

Hopefully, a bright Recruiting/Retention person has a grasp on this BEFORE the member is on the way out the door, but there seem to be a good number who won't say much at all...they just quietly drift away and you hear about the cause afterwards (also mikey's fault).

[afgeo4]

Sounds like Mikey's in serious need of some R&R "love"

[JC004]

Sounds like Mikey's in serious need of some R&R "love"

Pretty much he was saying his initial quote to himself.  He dissociates sometimes.  I need him around for my revolution, though.

[afgeo4]

Sounds like Mikey's in serious need of some R&R "love"

Pretty much he was saying his initial quote to himself.  He dissociates sometimes.  I need him around for my revolution, though.

Just noticed that you're from PAWG... will you be attending the McGuire AFB Air Show next month?

[JC004]

Sounds like Mikey's in serious need of some R&R "love"

Pretty much he was saying his initial quote to himself.  He dissociates sometimes.  I need him around for my revolution, though.

Just noticed that you're from PAWG... will you be attending the McGuire AFB Air Show next month?

I might be.  We shall see.  My schedule has been all kinds of whacked recently.  I'm doing Sun N Fun this weekend...come on down...it's hovering around 80 degrees down here (and not real humid).   

[CadetProgramGuy]

Being a former Army Recruiter, the first thing CAP must focus on is the internal problems.

Retention:  CAP has a loss rate measures in days and months.

Officers leave the program after about 90 days, cadets about 6 months.

The quesiton should be asked Why are they leaving?  If you or your unit cannot answer this question effectivly then you have a retention issue.

Find out why.  MML and SIMS tells you when a member is 90 days from Expiring membership.  Drop them a phone call, better yet talk to them in person.  Let them know you care. (Taken from another thread)

If your membership chooses to leave CAP send them a letter, thanking them for their time and effort, reminding them that the training they received is valuable to CAP.

Only when the hemmorage is stopped, then you can concentrate on recruiting.  To be honest, recruiting may become easier if you treat your people better.

Just a couple of thoughts.

[JC004]

[CadetProgramGuy]

And with that...My one good thought for the week is gone.

[SAR-EMT1]

Ok, my situation is that my unit only has 4 active seniors and 3 active cadets.

To keep any newbie involved for more then a month we need a MASS influx.

The only way to get new bodies is to offer interesting opportunities. And we cant do that with our numbers.

To even have a shot at keeping our new applicants for 3 months, - let alone 6 months. Id say my unit needs 5 more seniors and a dozen cadets.

So my question is... how can I recruit that number whilst keeping folks from leaving at the same time?

- edit for spelling

[BillB]

One thing you can do for the first month or so, is forget the CAP cadet program per 52-16. What you need to do is to get prospective cadets or your current cadets to do interesting activities, such as touring a Control tower, meeting with the person in change of the flight line at your FBO. Find a school that has JROTC (air force or army) and get the instructor to visit and teach basic D&C. Things along this line to keep the cadets interested. Then start the program per 52-16. This will get you some cadets and with cadets come the parents.
The above can be done with the few active members you have, and should help build the unit to the point that you can do an effective recruiting program. The old Florida Wing Manual CP-1 "Project Boot" has been updated and is a recruiting and retention manual. It can be modified to meet your particular needs since it was produced to be only a guide. Send me an email address and I'll forward it.

[arajca]

1. Set aside a meeting date. Make it regular meeting date. Cancel whatever has been planned for it.

2. Set a reasonable goal.

3. Call or write (letter, not email) every member, active and inactive, and invite them to the meeting. Invite parents as well. My current commander did and we got one inactive member to become active again.

4. At the meeting, explain you're planning for the future of the unit. Get everyone to buy into the goals - this may mean changing them slightly, but having full buy-in is important. Come up with a rough plan to attain those goals - make everyone is involved in it somehow.

5. Refine plan to include measurable steps along the way to provide a sense of accomplishment.

6. Contact folks a wing and national for support and supplies (recruiting materials, etc).

7. Implement plan.

8. Follow-up. Put a poster size chart with all the steps and update it at every meeting to show progress.

[DNall]

Being a former Army Recruiter, the first thing CAP must focus on is the internal problems.
Retention:  CAP has a loss rate measures in days and months.

Agreed!

Officers leave the program after about 90 days, cadets about 6 months.

Find out why.  MML and SIMS tells you when a member is 90 days from Expiring membership.  Drop them a phone call, better yet talk to them in person.  Let them know you care. (Taken from another thread)

If your membership chooses to leave CAP send them a letter, thanking them for their time and effort, reminding them that the training they received is valuable to CAP.

That's fine, except they are six months gone by that point, forgot what CAP is, ditched the uniforms... unrecoverable, or at least harder to bring in than a fresh face. You have ot track you own attendance, and I don't just mean a stack of sign in sheets in a binder, and be proactive about it earlier in the process. If people are missing more than a couple mtgs a quarter then you need to talk to them. Bringing back the dead, that's almost a job for Gp/Wg RR to work on.

The quesiton should be asked Why are they leaving?  If you or your unit cannot answer this question effectivly then you have a retention issue.

More then that. There's probably a lot of issues, but I think the main thing is people EXPECT to come into a professional organization with its collective crap together at all levels & operate in a fairly structured way.  With regular ES & flight opportunities (as in at least once or twice a month if not more). With units that are tasked administrative & operational responsibilities commensurate with their real manning. And overall about 100-times less BS.

On the national level... you've got to be absolutely kidding me with this freakin eServices BS, and the ES qual system. That's about as user friendly as a kick in the junk. Fix the services we provide to be 150% user friendly for non-tech savy outsiders that don't know & don't need to learn the personnel administrative system to get their own stuff done. In the marines everone is a rifleman first then whatever other MOS you may have, in CAP I guess you have to be a senior rated personnel officer before you're allowed to progress in the program. That's unacceptable BS that loses us literally thousands of members every year.

When you get done with that, you can fix our crappy outdated regs & really revise a lot of BS rules that make things FAR too complicated. Everything needs to be streamlined & user friendly.

THEN they need to go full bore into: 1) revitalizing our capabilities/readiness; 2) selling that capability to create new & greater mission taskings into the hear tof IMPORTANT things the govt is doing; and, 3) deliver those missions to the professionals in the field.

Acoomplishing the above in my opinion requires a revolutionary change int he quality of membership, way we do business, and professional development program to grow our own leaders thruough their career rather than relying on what they bring from outside systems & experiences.

[jimmydeanno]

My only issues with the requirements are:
1. Attending a recruiting/retention workshop/seminar... Who's going to be the instructor for this seminar? This is a brand new specialty track!

Perhaps a commercially available one?

http://www.recruitersnetwork.com/conferences/

Recruiting is recruiting in my opinion, whether it's CAP or private sector.  It's all about the image you portray and the message that you deliver.  True it's not going to be "tell them CAP is this...," but rather, these are some great places/ideas/tools etc. for recruiting.

[JC004]

My only issues with the requirements are:
1. Attending a recruiting/retention workshop/seminar... Who's going to be the instructor for this seminar? This is a brand new specialty track!

Perhaps a commercially available one?

http://www.recruitersnetwork.com/conferences/

Recruiting is recruiting in my opinion, whether it's CAP or private sector.  It's all about the image you portray and the message that you deliver.  True it's not going to be "tell them CAP is this...," but rather, these are some great places/ideas/tools etc. for recruiting.

I attended some at national conferences...  Commercial might be an option too - it is probably up to the unit CC or PDO to judge if you met that requirement with whatever class you did.  Knowledgebase would gladly give you TWO answers on commercial courses if you ask!   

[jimmydeanno]

I'm going to try, right now...HERE IS A SUGGESTION...make the CAPWATCH login information work on the knowledge base, why two accounts!

[CAP Producer]

Data from NHQ:

Recruiting and Retention Specialty Track numbers (nationwide)
Total Enrollments: 178
Master-Rated: 7

I am one of those seven (who hold a master rating in Recruiting and Retention) and I agree with alot of the problems that have been talked about in this discussion

Where alot of our problem is that we sell program A and deliver program C. We promise the world and deliver a small sliver of it.

I think if we were more open with potential members, were more selective about who joins and if the recruit and leadership understood what each expected from the other then we would not have the retention problems that we have.

Policy and process are another issue. but one that is being addressed.

This weekend at our Wing Conference our Wing Recruiting Staff held a breakout session on some of these challenges and how we can address them as well as reaching out do different age groups.

If you are interested in a copy of the handout please either PM me or e-mail at al.pabon@mncap.org

FYI I am also the Wing PAO so it was easy to do the track as alot of it is stuff that I was doing.

If you are interested in ideas and tips on the track (especially on how you can put on RS workshops in your wing/region, complete with powerpoint and handouts) you can also e-mail or PM on that. Forgive me if I take a few days to reply.

Al Pabon, Capt, CAP
MN Wing Recruiting and Retention Officer

[RogueLeader]

And with that...My one good thought for the week is gone.

You had plenty of good thoughts during the weekend.

[jimmydeanno]

I'm going to try, right now...HERE IS A SUGGESTION...make the CAPWATCH login information work on the knowledge base, why two accounts!

UPDATE:

Response (Administrator) - 04/24/2007 07:57 AM
Check with your wing or region to see if a recruiting and retention workshop/seminar is being offered at an upcoming wing or region conference. If not and no CAP member is qualified to present a recruiting and retention workshop/seminar, check with your unit commander to see if he/she will certify attendance at a non-CAP seminar or workshop on recruiting such as one offered by a local agency on recruiting volunteers to meet the requirements in CAPP 226.