The 1996 DoD Recruiter Survey: Profiles and Trends

Beginning in 1989, and in subsequent years, 1991, 1994 and 1996, the Department of Defense (DoD) has carried out surveys of military recruiters. These surveys, based on large, randomized samples, have been conducted in response to Congressional concern regarding the quality of life of recruiters and...

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Bibliographic Details
Main Authors: Condon, Katherine M, Dunlop, Burton D, Girard, Chris, Sundel, Martin, Feuerberg, Gary
Format: Report
Language:English
Subjects:
ACCESS
COOPERATION
COSTS
DEPARTMENT OF DEFENSE
JOBS
LEADERSHIP
PERCEPTION
Personnel Management and Labor Relations
QUALITY
RANDOM VARIABLES
RECRUITERS
RECRUITING
RECRUITS
SAMPLING
SURVEYS
TRAINING
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Summary:Beginning in 1989, and in subsequent years, 1991, 1994 and 1996, the Department of Defense (DoD) has carried out surveys of military recruiters. These surveys, based on large, randomized samples, have been conducted in response to Congressional concern regarding the quality of life of recruiters and the ultimate success of the military accession mission. The 1996 Recruiter Survey covered many of the same topics as the previous surveys, allowing trend analyses to be undertaken. These topics include: recruiters' perceptions of the adequacy of their training and preparation and that of their families, the reasonableness of individual and unit recruiting goals, the demands and stresses associated with meeting those goals, the adequacy of supervisor and command support as well as leadership in reaching goals, the level of recruiter out- of-pocket expenses, the frequency of improprieties that occur in recruiting, and the success of recent DoD recruiter-focused policies and initiatives. In addition, this most recent survey adds a significant number of new items, including ones on accessibility and physical attractiveness of the recruiting office to potential recruits, level of cooperation from high schools, the amount of paperwork required to get reimbursed for recruiting expenses, the adequacy and attractiveness to potential recruiters of the recent increase in SDAP, the kind of job recruiter leadership does in apprising recruiters of initiatives to improve their quality of life, as well as the need for an orientation program for spouses on recruiting hardships. Prepared in collaboration with Florida International University, Miami, FL.