1. Q: Which USAREC manual is known as the Recruiter Handbook?
    · UM 3-01
  2. Q: What are the three types of recruiting operations?
    • Decisive
    • Shaping
    • Sustaining.
    • (UM 3-01, para 1-16)
  3. Q: What are some examples of sustainment?
    • · Human resources (S1)
    • · Market intelligence and mission analysis (S2)
    • · Operations and training (S3)
    • · Resource and logistics management (S4)
    • · Marketing, partnerships, and outreach (A&PA)
    • · Information management officer
    • (UM 3-01, para 1-24)
  4. Q: What are the eight recruiting functions which represent the execution, support, and control of recruiting operations?
    • · Intelligence
    • · Prospecting
    • · Interviewing
    • · Processing
    • · Future Soldiers
    • · Training
    • · Sustainment
    • · Command and Control
    • (UM 3-01, para 1-17 through 1-23)
  5. Q: What are the three phases of a recruiting operation?
    • · Planning
    • · Preparing
    • · Executing
    • (UM 3-01, para 2-7)
  6. Q: What are some examples of decisive operations? (These operations are the direct actions you take to accomplish your mission.)
    • · Prospecting
    • · Processing
    • · Future Soldier Training Program
    • (UM 3-01, para 2-5)
  7. Q: What are some examples of shaping operations? (These operations are actions that set the stage for future operations.)
    • · School programs
    • · Gathering and managing leads
    • · The analysis of the market
    • · Involvement in the community
    • · Advertising and public affairs support
    • · Army awareness
    • · Centers of influence relationships
    • (UM 3-01, para 2-6)
  8. Q: What are some examples of sustaining operations? (These operations provide support for your decisive and shaping operations.)
    • · Training
    • · Vehicle maintenance
    • · Tending to personal and family issues
    • · Physical fitness
    • · TAIR events
    • · The AR Scholar / Athlete program
    • (UM 3-01, para 2-7)
  9. Q: In what three ways are recruiting operations similar to combat operations?
    • · You must act decisively
    • · Shape the environment
    • · And manage the ability to sustain the fight
    • (UM 3-01, para 2-10)
  10. Q: Which of the recruiting functions is defined as “any action to make one-on-one contact with qualified individuals who are willing to hear the Army story?”
    • · Prospecting
    • (UM 3-01, para, 2-15)
  11. Q: Which recruiting function is recognized as the foundation of your recruiting plan?
    • · Prospecting
    • (UM 3-01, para 2-14)
  12. Q: Name two items that provide solid intelligence to build a successful prospecting plan.
    • · Prospecting analysis
    • · Conversion data
    • (UM 3-01, para 2-20)
  13. Q: Give an example of conversion data.
    • · If you interview 10 people and 2 enlist, your conversion data is 5 to 1 (10 divided by 2)
    • (UM 3-01, para 2-19)
  14. Q: What are the “five areas of emphasis” which are the foundation for successful recruiting?
    • · Prospecting
    • · Army interview
    • · Processing
    • · Future Soldier Training Program (FSTP)
    • · Follow-up
    • (UM 3-01, para 1-12)
  15. Q: What are the two networks which make up the recruiting network?
    • · Internal network
    • · External network
    • (UM 3-01, para 1-14)
  16. Q: Describe the internal network.
    • · The internal network refers to elements within your own organization such as
    • o Recruiting information systems
    • o Staff elements
    • o Other recruiting leaders
    • o Recruiting units
    • o Future Soldiers
    • o Other recruiters
    • (UM 3-01, para 1-14)
  17. Q: Describe the external network.
    • · The external network includes
    • o Community leaders
    • o Businesses
    • o Schools
    • o Clubs
    • o Other local organizations
    • (UM 3-01, para 1-14)
  18. Q: (Fill in the blank). ___________________ can tell you where to be, when to be there, and what message will be most effective.
    • · Network centric operations
    • (UM 3-01, para 1-15)
  19. Q: Which recruiting function provides market data for the planning of recruiting operations? (It gives the recruiter a historical and current demographic view of the market.)
    • · Intelligence
    • (UM 3-01, para 1-18)
  20. Q: Which recruiting function identifies interested people who agree to hear your Army story?
    • · Prospecting
    • (UM 3-01, para 1-19)
  21. Q: Which recruiting function ensures only qualified applicants become Soldiers?
    • · Processing
    • (UM 3-01, para 1-21)
  22. Q: Which recruiting function is the art of recruiting? It involves determining the person’s goals and passions, devising a career plan, and asking them to join the Army.
    • · Army interview
    • (UM 3-01, para 1-20)
  23. Q: Which recruiting function reinforces the Future Soldier’s commitment and prepares them for basic training?
    • · Future Soldier Training Program
    • (UM 3-01, para 1-22)
  24. Q: Which of the recruiting functions is the leader’s domain and is necessary to sustain your recruiting proficiency? (However, it is the Soldier’s responsibility to master the art and science of recruiting.)
    • · Training
    • (UM 3-01, para 1-23)
  25. Q: Which recruiting function is the military, civilian, and contracted support that provides the physical means for recruiters to work and accomplish the mission?
    • · Sustainment
    • (UM 3-01, para 1-24)
  26. Q: Which recruiting function enables commanders to make informed decisions, assign responsibilities, and synchronize functions? (It helps commanders prepare for future operations while maintaining focus on current operations.)
    • · Command and control (C2)
    • (UM 3-01, para 1-25)
  27. Q: What are the two key functions of sustainment?
    • · Provide and maintain the physical resources necessary to accomplish the mission
    • · Support Soldier’s needs such as pay, family housing, and medical care
    • (UM 3-01, para 2-31)
  28. Q: (Fill in the blank.) The _____________ is your plan, your operation order, your big picture strategy. It defines the time, place, and actions required to dominate the market. A well thought-out and highly detailed plan will set in motion the actions necessary to accomplish your recruiting mission.
    • · The Recruiting Operation Plan (ROP)
    • (UM 3-01, para 2-34)
  29. Q: (Fill in the blank. ) Your __________________________ is a plan to maximize your efforts and achieve success. It must be adjusted for each phase line and use the recruiting functions to formulate its tactical road map. Even though it is market driven, it must be nested in the station’s plan and adjusted to accommodate any market changes or command directives. It is a daily plan that covers the current phase line. You build and maintain it in your Recruiter Zone calendar.
    • · Recruiting Operation Plan (ROP)
    • (UM 3-01, para 2-35)
  30. Q: What are activities necessary to develop your Recruiting Operation Plan?
    • · Gather market intelligence
    • · Develop a prospecting plan (You must consider your intelligence, prospecting analysis, and conversion data)
    • · Prospecting
    • o Should include time for telephone and face-to-face prospecting
    • o Simultaneous market penetration
    • o Commander’s intent
    • o Should be clearly defined and annotated in the daily section of the RZ calendar
    • · The ROP should be flexible enough to accommodate applicant processing
    • · Future Soldier Training Program
    • · Scheduled sustainment support such as TAIR, adventure van, rock climbing wall, or guest speaker
    • (UM 3-01, para 2-36 through 2-41)
  31. Q: What are the four steps of the continuous four-step procedure of Intelligence Gathering?
    • · Define your recruiting environment
    • · Describe the demographics
    • · Evaluate the market
    • · Identify high payoff zones and events
    • (UM 3-01, para 2-26)
  32. Q: The ________________ is what executes the command’s mission strategy. It is a near-term tactical plan aimed at maximizing your recruiting efforts and realizing mission success.
    • · Recruiting Operation Plan (ROP)
    • (UM 3-01, para 2-42)
  33. Q: While operating in the network-centric environment, what person is at the center of the internal and external information network?
    • · The recruiter is at the center of the information network
    • (UM 3-01, para 3-2)
  34. Q: What is the primary purpose of the internal network?
    • · The primary purpose of the internal network is to provide you with all the tools and information you need to accomplish your mission.
    • (UM 3-01, para 3-3)
  35. Q: The internal network provides information in a variety of ways to accomplish what three basic objectives:
    • · Reach and engage people effectively
    • · Boost recruiter efficiency and focus
    • · Develop a common operating picture
    • Note: The internal network ensures all levels of command are synchronized, headed in the same direction, and sharing the same intelligence information.
    • (UM 3-01, para 3-4)
  36. Q: What is the foundation of the recruiting process and when conducted aggressively will lead you to success?
    • · Prospecting
    • (UM 3-01, para 4-1)
  37. Q: What is defined as a name, address, telephone number, or email address of someone who may agree to an Army interview?
    • · Lead
    • (UM 3-01, para 4-1)
  38. Q: What is the process of obtaining specific or personal information about the people that you are going to contact?
    • · Blueprinting
    • (UM 3-01, para 4-4)
  39. Q: What is a pre-prospecting plan?
    • · Define who it is you intend to contact. Determine the mission category you are attempting to enlist. For example, if you are seeking to enlist a high school senior, test score category I-IIIA, then you should be contacting seniors from a high school that produces I-IIIA caliber students.
    • (UM 3-01, para 4-3)
  40. Q: What prospecting technique is the most efficient means to contact the largest number of leads in the shortest amount of time?
    • · Telephone prospecting
    • (UM 3-01, para 4-7)
  41. Q: What are the prospecting steps during Telephone Prospecting?
    • · Identify yourself and the U.S. Army
    • · Establish trust and credibility
    • · State the reason for the call
    • · Identify the need for a plan to achieve their goals
    • · Establish your value to the contact
    • · Identify facts and eliminate assumptions
    • · Engender a commitment
    • · Ask for a referral
    • Note: Even though the steps of the telephone call remain linear, you must remain flexible to accommodate any questions the prospect to agree to an appointment. Your objective during any prospecting operation is getting the person to agree to an appointment.
    • (UM 3-01, para 4-8)
  42. Q: What prospecting technique is the most direct form of prospecting and is the most effective? (It gives you an opportunity to physically meet with people rather than talk to them on the phone.)
    • · Face-to-face prospecting
    • (UM 3-01, para 4-9 and para 4-12)
  43. Q: Is the use of USAREC provided templates required for all email prospecting?
    • · Yes. USAREC email templates are updated regularly and include the following information:
    • o The sender’s full name, address, telephone number, and a removal clause.
    • o Links to A link to the Cyber Recruiting chat room,, can be added if desired.
    • o The removal clause, “If you do not wish to receive email about new Army offers and information, please respond back to this e-mail with the word “Remove” in the subject line and I will remove your name from my mailing list.”
    • o USAREC email templates are regularly updated and can be found in the Recruiter Zone.
    • (UM 3-01, para 4-15)
  44. Q: Which lead source converts to enlistments more frequently than any other lead source?
    • · Referrals
    • (UM 3-01, para 4-17)
  45. Q: What recruiting function uses the developmental counseling approach to determine the individual’s needs, wants, and desires?
    • · The Army interview
    • (UM 3-01, para 5-1)
  46. Q: What portion of the Army interview should include the reasons you joined, the benefits you received, your experiences as a Soldier and leader, the places you’ve been, and Army life in general?
    • · Your Army story
    • (UM 3-01, para 5-2)
  47. Q: What are the three approaches to counseling used during the Army interview?
    • · Nondirective approach
    • · Directive approach
    • · Combined approach
    • (UM 3-01, para 5-4)
  48. Q: Which counseling approach encourages maturity, open communication, and personal responsibility?
    • · Nondirective approach
    • (UM 3-01, para 5-4)
  49. Q: Which counseling approach is good for prospects who need clear, concise direction, and allows the counselor to use their own experiences to guide them?
    • · Directive approach
    • (UM 3-01, para 5-4)
  50. Q: Which counseling approach encourages maturity, open communication, and allows the counselor to use their own experiences?
    • · Combined approach
    • (UM 3-01, para 5-4)
  51. Q: Name the counseling skills that are used during an Army interview.
    • · Active listening
    • · Body language
    • · Reflective listening
    • · Paraphrasing
    • · Clarifying questions
    • (UM 3-01, para 5-14 through 5-18)
  52. Q: Name the counseling pitfalls that must be avoided during the Army interview.
    • · Personal bias
    • · Rash judgments
    • · Stereotyping
    • · Loss of emotional control
    • · Inflexibility
    • · Failure to follow-up
    • · Premature interview termination
    • (UM 3-01, para 5-19)
  53. Q: Preparation is the key to successful counseling. Name the steps of preparing for counseling.
    • · Develop a blueprint
    • · Create a good appearance
    • · Choose the best location
    • · Select a suitable time
    • · Invite influencers
    • · Get organized
    • · Write it all down
    • · Plan your counseling strategy
    • · Establish the right atmosphere
    • (UM 3-01, para 5-23 through 5-32)
  54. Q: The Army interview is a non-linear process; however, there is a logical sequence of steps to the interview. What are the steps of an Army interview?
    • · Prepare for the Army Interview
    • · Build the foundation for trust and credibility
    • · Determine eligibility (occurs throughout the interview)
    • · Identify and establish goals
    • · Generate and compare alternatives
    • · The decision making process
    • · Engender a commitment and execute the decision
    • · Work through obstacles
    • · Conduct a temperature check
    • o Note: This step can come anywhere in the interview.
    • (UM 3-01, para 5-37 through 5-68 & STP 12-79R35-SM-TG, 805B-79R-3001)
  55. Q: Knowing when to ask someone to join is just as important as asking them to join, timing is everything. What is a technique that you can use to determine whether or not your prospect is ready to make a commitment?
    • · Temperature check
    • (UM 3-01, para 5-34)
  56. Q: Give an example of a “temperature check.”
    • · “So John, does that sound like something you would like to do?”
    • · “John, doesn’t it feel good knowing that you have your future mapped out?”
    • · “John, wouldn’t you agree that the Army can help you achieve your educational goals?”
    • Note: A temperature check is nothing more than asking for an opinion or feeling about the Army or a specific program and then analyzing their reaction.
    • (UM 5-34 through 5-36)
  57. Q: What are three areas that are important during the Establish Trust and Credibility step of the Army interview?
    • · Opening and introduction
    • · State the reason for the interview
    • o The interview begins with you telling your Army story
    • · Tell the Army story
    • (UM 3-01, para 5-37 through 5-42)
  58. Q: The best way to determine the prospect’s qualifications is to use the acronym APPLEMDT. What do the letters of APPLEMDT stand for?
    • · Age
    • · Physical
    • · Prior service
    • · Law
    • · Education
    • · Marital status
    • · Dependents
    • · Testing
    • (UM 3-01, para 5-45)
  59. Q: The acronym SOLDIER is used when discussing Army opportunities during the Identify and Establish Goals step of the Army interview. What do the letters of SOLDIER stand for?
    • · Service to country
    • · Occupational and career enhancement
    • · Leadership
    • · Diversity
    • · Income
    • · Excitement
    • · Respect
    • (UM 3-01, para 5-46)
  60. Q: What system should be used while dissecting and comparing alternatives during the “Analyze Alternatives” portion of the Army interview?
    • · The ARCA system (the Army Recruiting Compensation Advantage system)
    • (UM 3-01, para 5-58)
  61. Q: Overcoming obstacles is the same as solving problems and can be addressed using the Army’s seven-step procedure found in FM 5-0. Although it is a seven-step procedure, it can be shortened to three steps. What are the three steps of the process that can be used to overcome obstacles during an Army interview?
    • · Identify the real obstacle (problem)
    • · Identify facts and assumptions
    • · Generate, analyze, and compare solutions
    • (UM 3-01, para 5-62 through 5-65)
  62. Q: More enlistments are lost due to a lack of ___________ than for any other single reason.
    • · Follow-up
    • (UM 3-01, para 7-1)
  63. Q: What are the four steps of intelligence gathering that enable you to understand and focus your efforts?
    • · Define your local recruiting environment
    • · Describe the recruiting environment
    • · Evaluate your market
    • · Synchronize your effort to high payoff areas and organizations
    • (UM 3-10, app A, para A-3)
  64. What are the Recruiting Support Team Duties and Responsibilities?
    RSTs interact daily with Soldiers, Future Soldiers, prospects,applicants, and centers of influence (COIs). RSTs handle highly-sensitive personalinformation and use high-dollar-value equipment. These Soldiers conduct mostprospecting operations, all applicant processing, and office administration.
  65. Which team handles the processing and when does this happen?
    The RST handles all processing. A prospect becomes an applicant the moment they agree to process for enlistment. The ET then hands the applicantback to the RST with a positive endorsement of that particular RST who will complete their processing.
  66. Describe the RST workflow model
    • RST contacts lead or prospect
    • RST adds appointment to ETs' schedule Intro to ET (Handoff #1)
    • ET conducts interview; prospect commits to process; prospect becomes applicant; ET adds prospect to RST schedule for processing; a pplicant initiates ACE (Handoff #2)
    • RST confirms appointment for application
    • Application complete; MEPS processing scheduled (Meets all team present)
    • Applicant enlists; RST discusses the FSTP; RST introduces the FS to the FSL (Handoff #3)
  67. What are the Engagement Team Duties Responsbilities?
    ET members assume the roles of leader, communicator, planner, public relations representative, marketing analyst and counselor. The ET is the face and voice of the Army and recruiting unit.
  68. What are the Engagement Team Duties?
    • Conduct face-to-face prospecting
    • Conduct area canvassing activities
    • Execute school recruiting program
    • Develop COIs and VIPs
    • Conduct Army Interviews
  69. WhaT is the ET face-to-face prospecting in accordance with?
    The ET conducts face-to-face prospecting in accordance with the recruiting unit’s recruiting operation plan (ROP).
  70. What is the difference between face-to-face prospecting and area canvassing?
    Face-to-face prospecting should not be confused with area canvassing. Face-to-face prospecting is trying to contact a lead in person.
  71. Describe area canvassing?
    Area canvassing includes such activities as visiting popular hangouts, executing the school recruiting program (SRP) through school visits, posting businesses, and developing COIs and VIPs.
  72. The ET, in addition to their primary duties, must also provide what?
    Intelligence to the center.
  73. Describe the Future Soldier Leader Duties and Responsibilities
    The FSL provides the leadership, mentoring, training, and guidance to recruitingcenter’s Future Soldiers.
  74. What are the FSL duties?
    • Manage Future Soldier Training Program
    • Conduct Follow-up activities with Future Soldiers
    • Manage Future Soldier referral leads and prospecting
    • Initiate Future Soldier shipping
    • The FSL missions FS for referrals
    • The FSL also supports SRP events, sporting events, and community events.
  75. What are some roles that Team members play as leaders?
    • Communicator
    • Planner
    • Public relations expert
    • Marketing expert
    • Counselor.
  76. Describe the Network-Centric Recruiting
    The network-centric environment consists of both an internal and external information network. The internal network is your connection to USAREC’s integrated information systems, staff elements, other recruiting leaders, recruitingunits, Future Soldiers, and team members. The external network includes the community, businesses, schools, clubs, and other outside organizations.
  77. Recruiting operations are central to the tactical plan and fall into three categories: 
    • Decisive
    • Shaping
    • Sustaining
  78. What does Decisive Operations refer to?
    Decisive operations refer to direct actions that accomplish the mission, such as prospecting, processing, and the leading Future Soldiers.
  79. What is Shaping Operations?
    Shaping operations create conditions that make it possible to conduct effective decisive operations.
  80. Describe Sustaining Operations
    Sustaining operations provide support for all decisive and shaping operations ensuring freedom of action, extended operational reach, and prolonged endurance of decisive and shaping operations.
  81. Recruiting operations typically have three phases: What are these three phases?
    • Planning
    • Preparing
    • Executing

    In a recruiting unit, the first phase is planning how and when tocontact the most productive markets while considering the near- and long-term benefits. The second phase—preparing—would be preparing an appropriate message for the targeted market. Finally, execute the plan and document the results.
  82. What are the FIVE AREAS OF EMPHASIS
    • Prospecting
    • Interviewing
    • Processing
    • The Future Soldier Training Program (FSTP)
    • Follow-up.
  83. What are the 8 Recruiting Functions?
    • Intelligence
    • Prospecting
    • Interviewing
    • Processing
    • FSTP
    • Training
    • Sustainment
    • Mission command
  84. Describe the "Intelligence" Recruiting Function
    Intelligence gathering provides market data for the planning of recruiting operations.
  85. Describe the "Prospecting" Recruiting Function
    Prospecting identifies interested people who agree to hear your Army story.
  86. Describe the "Interviewing" Recruiting Function
    The Army interview is the art of recruiting. During the interview, therecruiter must determine the person’s goals and passions, devise a career plan,and ask them to join the Army.
  87. Describe the "Processing" Recruiting Function
    Processing ensures only qualified applicants become Soldiers. Processingmatches an applicant’s qualifications and desires with the needs of the Army.
  88. Describe the "FSTP" Recruiting Function
    The FSTP reinforces the Future Soldier’s commitment, prepares them forbasic training (BT), and reduces the personal and family anxiety often associatedwith joining the Army.
  89. Describe the "Training" Recruiting Function
    Training is the leader’s domain and is necessary to sustain one’s recruitingproficiency.
  90. Describe the "Sustainment" Recruiting Function
    Sustainment is the military, civilian, and contracted support that providesthe physical means for team members to work and accomplish the mission.
  91. Describe the "Mission command" Recruiting Function
    Mission command enables leaders to make informed decisions, assignresponsibilities, and synchronize functions. It helps leaders adjust plans forfuture operations while maintaining focus on the current operation.
  92. Prospecting steps. What are the steps of the phone call?
    • Identify yourself and the Army.
    • Establish trust and credibility.
    • State the reason for the call.
    • Identify the need for a plan to achieve their goals.
    • Establish your value to the contact.
    • Respect their goals.
    • Identify facts and eliminate assumptions.
    • Engender a commitment.
    • Ask for a referral.
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