Covering large geographical areas is another time absorber. In some cases, the territory covered is so large that TDY to what we call an itinerary office is necessary. To put it simply, as an Air Force recruiter, you must be willing to live the Air Force core values of "Service before Self" at all times. But this is only the tip of the sword. You will also be expected to interact with civic and community organizations, establish rapport with school officials, and direct an effective school visitation plan. Some other exciting activities include participating in parades and other special events, creating community awareness, and soliciting assistance from the local media in promotion of the Air Force.
GOALS (QUOTAS)
Successfully meeting monthly recruiting goals is vital to the Air Force mission. Millions of dollars are committed to the basic military and technical training programs in the Air Force. Obtaining sufficient quality recruits and other applicants to fill Air Force personnel requirements can be a challenge. Competition from other armed services and the private sector is keen, and recruiters must work hard to attain their assigned recruiting goals. Therefore, it is important that applicants for recruiting duty understand the goal system to prevent inaccurate assumptions.
Air Force personnel requirements are given to Recruiting Service in the form of program goals for enlisted accession (EA), line officers (Officer Training School), health care professionals (physicians, nurses, etc.), applicants for Air Force Reserve Officer Training Corps (AFROTC) scholarships and others as required.
Recruiters are assigned goals on a monthly, quarterly and annual basis in one or more of these programs. Applicant quality is very important and the mental, physical and moral qualifications are high, especially in the enlisted accession program where all new recruiters start.
Production goals are based on a detailed market analysis of the recruiter's assigned area and are as fair and equitable as possible. Monthly productivity is carefully analyzed and evaluated. Every recruiter has sufficient market to achieve his or her assigned goals. Recruiters who meet or exceed goals are properly recognized and those who fail to achieve goal requirements are evaluated to determine the reason and then provided additional training as necessary.
Contrary to popular belief, recruiter’s Enlisted Performance Reports (EPR's) are not based solely on attainment of assigned goals. Additional training and assistance are much preferred over reassignment and getting a replacement. However, if productivity evaluations show the recruiter is not doing the job due to lack of effort, then appropriate relief actions may be taken. The goal assignment system used by recruiting managers is more closely monitored than work allocation systems used in most other Air Force specialties. Even with this goal emphasis, no other Air Force job similarly allows individuals to establish their relative success in competition with other NCOs.
It is truly a challenging and refreshing experience. The recruiter plans the work, and then works the plan--direct supervision is usually very limited.
