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ie rec^mEe i5ational j5uaf^ an^ IRwcrve a$ eiJ^ential to tt)e 

4 »tren^t^ of our nation anti tlje maintenance of worlii |>eace. ^ey^icoeruc 
tlje interest a^ support of euet^ ^^^ent of our society. 

ILint^clji^J^wt^tnericantrabition, tl)C5c j&ttaf^ anbTRetrerue 
forces are mann^ lar^ly by civUiatw. ^eir voluntary service tafee^ tl)em 
from t^eir botnet, tlieir families anb tbeir oceupatioiw. 0n weeknb^, anb 
at other timeo, they train to prepare tiicnwelue^ to atwtoer their eountry’4? 
call to active service intpe jUnitfl ^&tatco armeb foreeo. 


if theoe volunteer fbreeo are to continue to ^ervt our nation, a 
broab public unberotanbinjio requireb of the total force policy of national 
oecurity- anb tpe cis^ential role of the i6uj^ anb TRc^erve within it. 


Ihe j&uarb anb TRe^ erve ne^ the patriotic cooperation of 
American employers in faeilitatit^the participation of their eligible 
employees in i&uafb anb TReoerve proojranw, without impebiment or penalty. 

pMS e therefor^oin members of the American bu^ ine^if community in 
aof cement that: 

^ i . <Dur em^iloytc^ob anb career ojporrunitic^ will not be limits or rebuceb 
because of tbeir seroice in the 0uafb orl^eserue ; 

2. (Consistent witb e/istin^laws, our cmlrtoyces will be^rant^ leaucs of absence 
formilitaiy traimu(iintbe (5uafD orKeserne without sacrifice of uacation 
time; anb ^ 

3. ^io a^ement anb tl)C resultant policies will be mabe known tl)rou^out tl)e 
0eral aooernraentanb annonneeb in publications anb tbrouoh other eXistin(i 
means of communication. 




CL'-'^tumd Chairman ^ruuUnt 

Commtttujor £j*flcuerSu^^(>rt States of ^merua 

^ikc^uard and 


Recruiting & Reenlisting Journal 






Views and Reviews 



MG William L. Mundie 


As you read this there will be little more any of us can do to affect 
the outcome of this fiscal year’s recruiting. However, charge on 
through 30 September as though the outcome were in doubt. Expand 
your efforts. If we over-produce, all the better. 

Now is also the time to begin on a positive note as we move into 
FY 79. Get back into the schools. Look closely at your plans to meet 
your weekly mission while building your DEP. Don’t forget those HSDG 
from years past. They can help tremendously. Make yourselves visible 
at high school athletic activities. Renew contracts with influencers. 
Let’s be fast off the blocks for a good year in FY 79. 

We know the requirements: male non-prior service high school 
diploma graduates; women in non-traditional skills; and prior service. 
Concentrate on getting the best quality people available for your 
Army. 

This fiscal year should also add some real excitement, challenges 
and plain hard work with the newmission of recruiting for the Reserve. 
Some of you are already old hands at it; others of you are new in the 
game; and a few are still on the sidelines. Next month, five DRC are to 
be added with a few more coming aboard each month. By 1 May of 
1979, everyone in USAREC will be involved in the tasks of recruiting 
Active and Reserve soldiers. 

I’ve learned quickly that recruiters thrive on challenges and this 
new one is a big one. We cannot underestimate the significance of the 
impact we will have on the Total Army mission. We play a key role. 

I will support you in every way I can. Let’s get the job done. 



WILLIAM L. MUNDIE 
Major General, USA 
Commanding 


September 1978 


3 



Page 29 



Page 26 


FEATURES 


2 

6 

9 

10 

11 

12 

14 

20 

22 

23 

25 

26 
29 
35 


Statement of Support for the Guard and Reserve 
Active and Reserve Pulling Together 
Making the “Total Army” concept a reality 
Reservists make dental care easier than pulling 
teeth 

Time: your most important resource 
Patriotism as seen by. . . 

Challenge: doing what you have to, but with 
enthusiasm 

Army cooks come through with Rye 
To keep the very best in FORSCOM. . . 

. . .and in TRADOC 

Positive Attitude 

ASVAB: Is it worth the effort? 

And miles to go. . . 

MOS 1 5J: Lance/Honest John operations fire 
direction specialist 



Page 1 4 


DEPARTMENTS 


3 

5 

16 

21 

33 

34 


Views and Reviews 
Letters 
Field File 
Q2 

Re-Update 

Update 



September's front cover (left) is a stylized 
photo of a World War I era patriotic 
poster brought up to date by 1978 vin- 
tage recruiting badges, taken by MSG 
Wolfgang Scherp, our associate editor. 
The back cover (right) shows the duties 
of a person in MOS 15J. Lance/Honest 
John operations fire direction specialist. 
Photo courtesy the Public Affairs Office 
at Ft. Sill. Ok la. 



4 


Recrliitinc; & Reenlisting Journal 







/uai 


Major General William L. Mundie, USA 
CG, U.S. Army Recruiting Command 


LTC James D. Strachan 
Chief, Public Affairs USAREC 

Jack Muhlenbeck 
Editorial Advisor 


Richard E. Christianson 
Editor 

SFC Len Breckler 
Associate Editor 

MSG Wolfgang Scherp 
Associate Editor 

SPS Ken Holder 
Features Editor 

Peggy Flanigan 
Departments Editor 


SPS Claudia Beach 
HQ Correspondent 


Leonard P. Trzeciak 
Art Director/lllustrator 



CORRESPONDENTS 


SP 5 Phil De Ivernois 
SPS Ike Sutliff 
Joyce Lynch 
MAJ Pete Peterson 
CPT Laurie Parker 


Northeastern RRC 
Southeastern RRC 
Southwestern RRC 
Midwestern RRC 
Western RRC 


Permission is granted to reproduce any ma- 
terial appearing in the Army Recruiting and 
Reenlisting Journal, except that which is 
marked copyrighted. Credit is requested on 
reprinted articles. 

DEADLINE — Photos and articles due first of 
each month two months prior to publication. 


Phone: 

C: 312-926-3918 
A: 459-3918 
FTS: 384-3918 


Published monthly by the Office, Chief, Public 
Affairs, U.S. Army Recmiting Command as a 
medium for the active exchange of ideas be- 
tween persons involved in recmitment and re- 
tention for the United States Army. Use of 
funds for printing this authorized unofficial 
publication has been approved by Headquar- 
ters, Department of the Army, 31 May 1978. 
Controlled circulation postage paid at Mil- 
waukee, Wise. 53201. Views and opinions are 
not necessarily those of the Department of 
the Army. Items of interest should be mailed 
to: 

Commander 

U.8. Army Recruiting Command 
ATTN: USARCCS-PA (Journal) 

Fort Sheridan, III. 60037 



In Italy 

Your May 1 978 Journal just arrived in this 
small overseas detachment. As usual, it was 
snapped up and read immediately. I found es- 
pecially interesting the subject article on the 
inside back cover. 

You mention in paragraph eight that the 
(15D) crewman, after training, will be sta- 
tioned in Germany or CONUS. There exists 
another assignment, and that is with the 12th 
USA Field Artillery Detachment in Italy. We 
are a proud and tight unit that welcomes any 
Lance Missile Crewman desiring to serve in 
the challenging NATO environment. 

Please pass on to SP4 Charlane Busse 
that while facilities here are not yet in total 
readiness to accept the female soldier, we 
still would like the readers to know that 15D 
soldiers are here, serving their country in the 
proud tradition of the U.S. ARMY. 

CPT Terrence A. Brock 
12th FA Detachment, Italy 

Thank you for your comments. This 
may also serve as good advertisement in 
case recruits, or potential recruits, are 
looking for interesting duty stations in 
areas outside of CONUS and Germany. 

In Alaska 

Thank you for the fine article you wrote 
for the (April) Recruiting and Reenlisting 
Journal. It was both pleasing and refreshing 
to see an article concerning Alaska where the 
writer had actually done some research on 
the area before writing his story. 

Since Fairbanks has been my home for 
over twenty-nine years, I find that most arti- 
cles written give the people of the lower for- 
ty-eight states the idea that only Eskimoes 
and Indians could possibly survive here due 
to the terrible cold and freezing temperatures, 
that we are basically uneducated, fish-eating 
and barely capable of existing. It was great to 
see, in print, written by you, that we are, in 
reality, a well-adjusted and growing commu- 
nity with many of life's pleasures still avail- 
able to our people that unfortunately the rest 
of the country has been forced to give up due 
to overgrowth and lack of land and polluted 
waters as well as skies. Our schools are ex- 
tremely good and we feel our family life is the 
best. 

Thanks again for helping to educate the 
rest of the United States that Alaska is really 
a great place to live. 

Charles P. Rees 
Fairbanks, Alaska 

Staff Sergeant Hayeland is currently 
assigned to Ft. Wainwright, Alaska. His ar- 
ticle “Soldiers’ Life in Alaska,’’ April 78 is 
only one of the articles he has written for 
the Journal. We expect to receive more 
such informative and interesting articles 
from him in the future. Your comments have 
been passed on to him. 


In Germany 

I would like to make a suggestion that I 
think will help to advertise some of our ser- 
vice schools. 

On the last page of the Journal you have 
an MOS listed which gives a job description, 
length of school, where it is located, etc. Then 
on the back cover, a picture of something 
relating to that MOS. 

If you could do all that on just one page, 
then every month when I get the Journal I 
could just reproduce that one page and put it 
on my 13 Reenlistment Boards. It would be 
like a “Special of the Month. " A few prerequi- 
sites would also help, if they could be 
squeezed on. 

SFC Edward R. Pierani 
Reenlistment NCO 38th P&A Bn 
Germany 

SFC Pierani has come up with yet an- 
other way to use our back cover feature on 
MOSs that are relatively hard to sell. 

To do it in the format he suggests 
would make it less useful to others in our 
reading audience. We have this suggestion: 
type the information on a gummed label and 
stick it on the back cover someplace where 
it won’t be an obstruction. Then reproduce 
it in the number needed. We like the “Spe- 
cial of the Month’’ idea and suspect that a 
number of other reenlistment NCOs (and 
recruiters?) might want to pick up on it. 

In California 

I would like to extend my congratulations 
to the “Journal " for the “Just Call Me Soldier " 
series that appeared in the May and June 
issues of the magazine. This is the most up- 
to-date and informative piece on Basic Train- 
ing that has come through our station in a long 
time. 

I would recommend highly that this series 
be made into an RPI. It is so difficult for re- 
cruiters to keep up with the frequent changes 
that occur in the content of Basic Training and 
rather than refer to a number of films, 
brochures and outdated personal experi- 
ences I have made the series into a small 
booklet using the cover of the May magazine. 

I hope that the chances are good for this 
series to be made available to recruiters in 
one piece. Its value, when compared to avail- 
able literature, is invaluable. 

SGT Gloria F. Nickerson 
Santa Rosa, Calif. 

The Journal appreciates your com- 
ments very much. As a matter of fact this 
need has already been anticipated. The in- 
formation from these two issues has been 
reproduced in the form of a brochure and 
100,000 copies made. You should already 
have your copies. If you don’t receive them 
in the near future be sure to let us know so 
we can correct this situation. ^ 


September 1978 


b 





Active 



Active and Reserve Army recruiters join 
forces to meet the needs of the Army 

the recruiters share space, telephones, 
job and market knowledge, and sales 
techniques. Best of all they share 
leads. 

Perhaps it has been the obvious 
success of these earlier “sharing” ex- 
periences that has led to the second, 
more sophisticated system of inte- 
grated recruiting, the USAREC/USAR 
Recruiting Program. The pilot pro- 
gram began in November 1977 and in- 
volved 10 District Recruiting Com- 
mands in three recruiting regions — 
Midwestern, Western, and Northeast- 
ern. 

On July 12, 1978, as a result of the 
success of the initial phase of the pro- 
gram, the Vice Chief of Staff of the 
Army called for “total USAREC in- 
volvement,” approving the transfer of 
mission assets and management re- 
sponsibility for U.S. Army Reserve 
(USAR) recruiting from FORSCOM 
to USAREC. This means that by 
May 1, 1979, or sooner, all 57 DRCs 
in the Recruiting Command will have 


By 

JOYCE LYNCH 
HQ SWRRC 


It’s been called a “marriage be- 
tween two consenting recruiters” . . . 
“co-location” . . . “integrated recruit- 
ing.” Regardless of the handle, the 
idea’s essentially the same: Active 
and Reserve Army recruiters joining 
forces to fulfill the Army’s strength 
requirements. 

This “togetherness” is already 
taking place in many parts of the 
country, and right now it’s working in 
two different ways — one, the tradi- 
tional system of integrated recruiting, 
and two, the recently approved 
USAREC /USAR Recruiting Program. 

As for the traditional method, a 
self-styled system of integrated re- 
cruiting has been going on in many 
places over the past several years, to 
the advantage of both components. By 
agreement between the respective 
commanders. Reserve recruiters are 
co-located with their Active Army 
counterparts, usually in the USAREC 
recruiting stations. With each compo- 
nent maintaining its own objective. 


6 


Recruiting & Reenlisting Journal 


been phased into the program. Per- 
sonnel assigned will include Reserve 
recruiters, PD people, recruiting man- 
agers, and recruiting officers. 

In short, the program involves the 
assumption by USAREC of the re- 
cruiting mission, leaving retention in 
the hands of the Reserve. 

Lending powerful credibility to 
the program’s success is the outlook of 


“We don’t compete, we work 
together. . 


one DRC commander whose district 
has been a participant of the new pro- 
gram since its outset. States Lieu- 
tenant Colonel Michael Gilmartin, 
late of the Midwest Region’s Colum- 
bus DRC: “I consider it a positive step 
for both the Active and Reserve 
forces.” 

DRC commanders do not, of 
course, make such assertions based on 
mere feelings. The proof of the pro- 
gram is in production. USAREC pro- 
duction figures through April 1978 
support LTC Gilmartin’s assurance 
that the Reserve merger has “cer- 
tainly had no detrimental effect on 
the Active force. 

“. . . To the contrary,” continues 
Gilmartin, “it has generated addi- 
tional traffic into the station . . . added 
dimension to our lead potential. 

“It’s put us in touch with a lot of 
new C.I.’s, too, because Reservists 
come from all elements of the com- 
munity, some of which are areas our 
Active Army recruiters might not or- 
dinarily have access to. It’s made the 
community more aware of us. 

“Also, it’s a big help to us to be 
affiliated with an organization like 
the 83d ARCOM (Army Reserve 
Command), especially in an area like 
ours, where the Army is in so little 
evidence to the public. With the sup- 
port they can give us, we’re able to 
show people something about Army 
life they might have no other opportu- 
nity to see. 

“As for the Reserve,” Gilmartin 
noted, “there’s no doubting that the 
merger has been good for them. Their 
production is up, particularly in the 
non-prior-service (NFS) area. This is 


especially important to retainability, 
because an NFS enlistee signs on for a 
minimum of six years, whereas a prior 
service enlistment may vary from as 
little as one year minimum.” 

Both sides of these recruiting 
“marriages” are enthusiastic. As in 
most compatible unions, each partner 
is generous in praise of the other. 

On the Active side, MSG William 
A. Groce, area supervisor of the Fort 
Worth, Texas Recruiting Area, says: 
“We have Active and Reserve recruit- 
ers co-located in three stations within 
our area, and it works great. 

“You see,” he explained, “we 
don’t compete; we work together. For 
example, if the Reserve recruiter 
meets a high school graduate whose 
main interest seems to be travel, he’ll 
try to get him to go Active. By the 
same token, when our recruiter learns 
that an applicant just isn’t interested 
in leaving home, he’ll ask, ‘Why not 


join the Reserves?’ It’s a matter of 
teamwork.” 

Attesting to the teamwork aspect 
is Active recruiter SFC Clarence E. 
Miles, from the White Rock Recruit- 
ing Station in Dallas. Miles says of his 
Reserve counterpart, “We have a good 
working relationship. We go to the 
schools together, and talk to the kids 
about the Army, both Active and 


Reserve. We let them know what 
each has to offer, and that way they 
feel they have a choice.” 

Reserve recruiters, say their ac- 
tive duty counterparts, are normally 
from the local community, so they 
know their way around. They know 
the neighborhood and the people, and 
they can be real door openers, in 
many cases, when USAREC’s recruit- 
ers find it difficult to get into certain 
high schools or colleges. 

Another important part of the 
“dowry” that the Reserve component 
contributes to the recruiting “mar- 
riage” is the fact that so many Reserv- 
ists are, themselves, centers of in- 
fluence (C.I.’s) in their civilian roles. 

The 90th ARCOM in San An- 
tonio, for example, is abundant with 
C.I.’s, starting right at the top, with the 
commander. Brigadier General R.L. 
Lane. General Lane is superintendent 
of the Medina Valley Independent 


School District. Colonel Robert 
Ownby, the deputy commander, is a 
member of the San Antonio Chamber 
of Commerce. In his civilian job. 
Colonel Ownby is Vice Fresident of 
Operations and a corporate director of 
the Delaware Funch Company. 

The Command Sergeant Major of 
the ARCOM, Fredrick Reininger, has 
been a teacher of vocational printing 



Discussing the merger of USAREC/USAR recruiting program at the 90th ARCOM's weekly 
meeting are (L-R) CW2 Heiner, Dep Rcrtg Officer; BG Lane, CG; and LTC Maiesky, Asst G3. 


September 1978 


7 


Pulling together 

at a San Antonio high school for 24 
years. CSM Reininger is in his second 
term on the board of directors of the 
National Education Association. He’s 
also on the executive committee of 
the Texas State Teachers Association 
and a member of the board of direc- 
tors of the San Antonio Teachers As- 
sociation. 

Another member of the 90th, 
Lieutenant Colonel Dick Porter, is the 
Public Information Officer for Mayor 
Lila Cockrell of San Antonio. 

Major Wilson McKinney, com- 
mander of the ARCOM’s public 
affairs detachment, is assistant city 
editor for a leading San Antonio 
newspaper. And Lieutenant Colonel 
Elvin Schofield, PAO for the 90th, is a 
member of the Chamber of Com- 
merce and Senior Vice President for 
Marketing at a national bank, and is 
active in the Explorer Scout program. 

To be sure, the Reserve recruiter 
does not join the Active recruiting 
force as a poor relation. Along with 
leads and C.I.’s and team spirit, he 
brings such extra bennies as equip- 
ment for display at fairs and other 
community activities, the provision of 
test facilities in USAR Training Cen- 
ters, the economy of dual advertising, 
cooperation with high school and col- 
lege programs, cooperative purchas- 
ing of personal presentation items, 
furnishing of speakers for civic func- 
tions, assistance in AFEES processing, 
and much more. 

But praise of the recruiting 
merger is not one-sided. Raves are 
also heard from the Reserve side of 
the house. 

“The total Army concept is really 
at work in the recruiting forces,” says 
Colonel Cecil Fair, chief of Fifth 
Army’s Recruiting and Retention Of- 
fice and a former deputy commander 
of Southwestern Region. “Never 
before have we seen such cooperation 
between the Reserve and Active com- 
ponents, except in war time.” 

“We didn’t even have a recruiting 
structure prior to the all-volunteer an- 
nouncement,” explains Major T.M. 
Pinter, recruiting operations officer 


for Fifth Army. “We didn’t need one, 
because the draft took care of us. 

“. . . Not that people were ac- 
tually drafted into the Reserve, but 
they joined the Reserve to keep from 
being drafted into the Active Army. 
Especially during Vietnam — we had 
’em lined up at the door. But when the 
draft ended, the lines went away. . . .” 

Lieutenant Colonel R.S. Johnson, 
chief of Plans & Programs for the Re- 
cruiting and Retention Office, calls 
the new recruiting integration system 
“the answer to the Army Reserve’s 
prayer.” Johnson says, “The advan- 
tages of co-location are tremendous,” 
and he is quick to name some of them. 

“First of all, the Reserve recruiter 
is going to get the middle manage- 
ment that our resources haven’t been 
able to provide him in the past. He’ll 
get better supervision . . . better sup- 
port . . . better PD training. 

“There’s a wealth of information 
in the recruiting station and the DRC. 
In fact, just being around the profes- 
sionals has a profound effect. 

“. . . And being co-Iocated, the 
Reserve recruiter will get more walk- 



LTC Johnson . , . better support 


in business — the prospect who’s not 
interested in or eligible for the Active 
Army. Six years sounds like a 1-o-n-n- 
n-g time to someone who’s 18.” 

Getting the recruiters from the 
two components together will be good 
for both, believes Johnson. “When 
you breed a donkey with a mare,” he 
says, “you get a mule, and a mule is a 


hybrid — strong.' When you cross- 
breed, you get strength. It’s that 
strength I feel we’re getting from this 
program,” enthuses Johnson. 

Major Pinter, resuming his earlier 
discussion of the background of the 
integrated system, singles out the 83d 
ARCOM to comment: “We started out 
the pilot program with the 83d. It was 
our biggest command, but one with 
the lowest average production per re- 
cruiter. At first, there was some ap- 
prehension on my part. But after 


“Just being around the pro- 
fessionals has a profound 
effect. . 


thinking about it, and talking about it, 
I realized that it could actually work. 
And it has. Increased accessions have 
proved it.” 

Offers Captain Judy Mackey, re- 
cruiting officer for the 83d, “It’s turn- 
ing the recruiting force into a sales 
force. That’s why I think it’s suc- 
cessful.” 

Captain Mackey continues: 
“When we’re relieved of recruiting re- 
sponsibilities, we’re able to focus on 
retention — to increase the resources 
and management ability in that area 
and decrease unprogrammed losses 
. . . increase first-term enlistments. 
Maybe we can make it more attractive 
for people to stay. 

“. . . And most Reserve unit com- 
manders like the integrated system, 
because it relieves them of the re- 
sponsibility of going out and process- 
ing people. All they have to do, now, 
is bring in referrals to the recruiters, 
and the recruiters do the processing — 
interview, qualify, and go through 
AFEES.” 

Captain Mackey’s closing words 
are those of a satisfied customer: “The 
command support has been great, 
from USAREC all the way down. The 
management so badly needed is there. 
The professional resources and guid- 
ance are there. Most importantly, the 
increase in accessions is there. 

“. . . And that,” she declares, “is 
the bottom line in recruiting.” S' 


8 


Recruiting & Reenlisting Journal 



Cooperation between the 
Active Army and the 
Reserve helped to make 
this career day a suc- 
cess. The Active Army 
needed a display and the 
Reserve provided it. 


Making the 'Total Army 'concept a reality 


“Our mission,” according to 
Master Sergeant Curtis Mulder, 
USAR Liaison NCO for the Denver 
DRC, “is to make the Total Army con- 
cept a reality rather than just a vague 
ideal.” 

Just about every DRC in 
USAREC has a USAR Liaison NCO, 
as they are called, and an ARNG 
LNCO. Both of these people are at- 
tached to the DRC to coordinate 
Reserve and Guard resources and sup- 
port for the field recruiter when and 
where needed. The liaison NCOs also 
act as a two-way clearing house for 
referrals. If a recruiter has a prospect 
who is interested only in a part-time 
commitment, all the recruiter needs to 
do is call the liaison NCO and give 
him or her the lead. The liaison NCO 
then channels the referral to a recruit- 
er for his component for follow-up. 
They also furnish referrals from 
ARNG/USAR directly to local 
USAREC recruiters. 

The liaison NCO also serves as a 
troubleshooter. Should a recruiter ex- 
perience a misunderstanding with 
local USAR or ARNG units, the 
liaison NCO is there to resolve the 
problem. He works to make sure that 
people referred to ARNG/USAR are 
treated properly during the enlistment 
process. “We cannot afford to have 


people refuse to join because of some 
glitch in our processing,” Mulder ob- 
serves. 

What do you get if you refer 
someone to ARNG or USAR? Well, 
aside from getting a referral from 
them someday in return, you also get 
QIPS points and a pat on the back 
from your boss. But says Mulder, “I’d 
like to see recruiters get more points 
for each referral who enlists; it might 
be more of an incentive." 

The ARNG/USAR liaison system 
works, at least in the Denver DRC. 
When the DRC was suddenly offered 
free exhibit space in addition to 
already paid space at a major career 
fair, the DRC was in a bind to fill it. It 
was too late to get a USAREC or 
region exhibit, and local displays were 
too small. The DRC A&SP division 
consulted Sergeant Mulder and, 
voila! In rolls a 27-ton articulated 
front loader and a 25-ton crane, both 
of which towered over the other dis- 
plays and made the Army’s presence 
very obvious. It took only three days 
from the day Mulder was asked to 
help until the equipment was in place: 
outstanding cooperation by any 
measure. In return, the DRC made a 
sign promoting the Army Reserve, 
USAR recruiters were on hand during 
the fair, and all leads were shared 


equally. 

“Overall, the system works well 
if it is used properly,” according to 
SEC Scott Drysdale, ARNG liaison 
NCO for Denver. “If a recruiter would 
like ARNG or USAR support and 
hasn’t built a rapport with a local unit, 
the recruiter should call the liaison 
NCO. If there’s any chance at all that 
support is obtainable, we’re the ones 
who can get it,” Drysdale declares. 

“However, the liaison program is 
not a substitute for a good working 
relationship with local ARNG/USAR 
units,” Drysdale continued. "That’s 
where a recruiter will get most of his 
referrals and support, not to mention 
good words about the Army spread 
about town by Guard or Reserve peo- 
ple who often have valuable commu- 
nity contacts. And of course, the local 
units want to stay on the good side of 
the USAREC recruiter because he has 
special training and resources of value 
to ARNG/USAR recruiters. It’s a two- 
way street, and we can all profit if we 
use the program for all it’s worth,” 
Drysdale concluded. 

The Broadway Recruiting Station 
in Denver did use the program and as 
a result, the station received an award 
from the Colorado Adjutant General 
for the large number of referrals from 
the station. S' 


September 1978 


9 



Reservists 
make dental 
awe easier 
thanpriliag 

teeth 


By ED ALLEN 

Public Affairs Office 
Health Services Command 

Dental Reservists training at Ft. 
Jackson, S.C., and 32 other Army in- 
stallations are helping to bridge the 
gap in local dental care resulting from 
shortages of Active Army dentists. 

Throughout the first weekend 
each month. Caldwell Dental Clinic, 
Ft. Jackson’s newest and one of the 
most modern dental treatment 
facilities in the Army, is operated 
jointly by two dental units of the 
Army Reserve. 

They are the 385th and 350th 
Medical Detachments (Dental Ser- 
vice), and they provide treatment 
mainly to local military retirees. 

Use of the Reserve in this mutual 
support role gives the Army dental 
care system a vital boost where it is 
currently needed most, according to 
COL Harold E. Plank, chief of profes- 
sional services in the directorate of 
dental services. Army Health Services 
Command. 

He said they help overcome the 


effect of having to work with a 
decreasing number of Active Army 
dentists and supporting personnel 
each year. 

“In augmenting dental staffs,” he 
explained, “they enable us to offer 
more dental care to our entire military 
community.” 

He pointed out that the large 
number of military retirees in the 
vicinity of Army installations is con- 
sidered by all concerned as an integral 
part of the entire local Army commu- 
nity. 

Ft. Jackson’s director of dental 
services, COL Bill B. Lefler, said, “We 
may not reach all the retirees just by 
operating a clinic two extra days a 
month, but we do what we can and 
are able to give the full range of care 
to a lot of people who wouldn’t other- 
wise have a chance for an appoint- 
ment.” 

Appointments for about 175 
retirees are booked for the weekend 
the Reservists take over Caldwell 
Clinic. A patient’s first appointment 
leads to others if treatment needs to 
be continued. 

“We try to eliminate the big prob- 
lems first,” Lefler noted, “and then, if 
they’re taking good care of their own 
teeth, we can eventually work them 
into a fairly good state of oral health.” 

In support of the Reservists, Lef- 
ler not only assures them a flow of pa- 
tients. he provides from his own staff 
a non-commissioned officer for coor- 
dination purposes and a field grade 
dental officer for consultation and 
guidance pertaining to policies of the 
Dental Corps and the Health Services 
Command. 

“It’s all part of our mission to pro- 
vide them with readiness training,” 
Lefler said. Lefler himself often shows 
up at Caldwell Clinic during the Re- 
servists’ weekend to share with them 
the latest information on command 
policies and Dental Corps doctrine. 
Using both informal and formal 
means, he arranges for their continu- 
ing training and education with class- 
room instruction, professional semi- 
nars, conferences and guest lecturers. 

He believes three essential fac- 
tors have contributed to the success of 
the dental mutual support program 
there: 


• Making the Reservists feel 
welcome. 

• Providing them a good facility 
and supportive environment in which 
to work and train. 

• Establishing and maintaining 
open channels of communication be- 
tween the Reservists and their coun- 
terparts in the Active Army. 

“They have to know they are part 
of our organization and the Dental 
Care System,” Lefler said. 

He attributes to these criteria the 
results he and his staff have achieved 
in recruiting local dentists into the 
Reserve units. 

He said their combined member- 
ship can now offer, besides treatment 
in general dentistry, a full range of 
specialist care including fixed and re- 
movable prosthodontics, periodontia, 
oral surgery and endodontics. 

Besides operating the dental 
clinic one weekend a month, both 
units schedule their two weeks of an- 
nual training at Ft. Jackson in stag- 
gered segments throughout the year. 
Known as modular training, it enables 
individual Reservists to schedule the 
time away from their civilian practice 
on a selective and convenient basis. 

“When they come here they 
function as members of my regular 
staff,” Lefler said, “and this helps our 
manpower situation all year.” 

These days the Army is quick to 
notice anything that will help out as it 
faces increasing shortages in profes- 
sional dental personnel. 

Brigadier General Joe L. Cheat- 
ham, deputy commander for dental 
services for the Health Services Com- 
mand, said the recruiting of dental Re- 
servists and their integration into the 
Dental Care System at Ft. Jackson is 
being looked at by FORSCOM as a 
model for similar recruiting 
elsewhere. 

Cheatham, who is also consultant 
to the Army surgeon general for pre- 
ventive dentistry, pointed out there 
are 33 Army installations at which 
local Reserve dental units participate 
in the mutual support and modular 
training programs. 

Cheatham said his goal, in coor- 
dination with the Forces Command, is 
to see these programs operate at every 
Army installation. ^ 


10 


Recruiting & Reenlisting Journal 



your most 

• important 

* resource 


By CPT DOUGLAS A. MARTZ 

Recruiting/Retention Manager 

HQ 290th MP Brigade, Nashville 

Time is the salesman’s most pre- 
cious commodity. Lost time can't be 
recovered. Lost time means lost sales. 
In recruiting lost time means tost re- 
cruits. The time you’re most likely to 
lose is right after you’ve lost a recruit. 
I’m sorry. That happens in all sales- 
forces anywhere in the world. What 
went wrong? You don’t know? Did 
you analyze your presentation? You 
didn’t? Why don’t you go back 
through the conversation and look at 
it critically. Did you ask yes/no ques- 
tions? Did you answer and overcome 
the objections presented? Did you dis- 
cuss the benefits in detail? Did you try 
to close the sale? You don’t remem- 
ber? Take a few minutes and look 
over what happened. If it helps, take 
notes. It’s time well spent. However 
you do it, analyze the conversation 
and think about what you might do 
better next time. Then, forget about it! 

That's right. Forget about it. Not 
all of it of course. After all, you did do 
some things very well. The prospect 
did seem interested right up until the 
last few minutes. And you do have 
some other recruits for the month. So 
don’t worry. Relax. Think about what 
went right, not what went wrong. It’s 
easier, better for your health, and 
helpful to you. There’s a reason for 
this; a good reason. You’re a recruiter, 
a salesman, and salesmen move the 
world. Without you there wouldn’t be 
an Army. You are responsible for our 


country, our way of life, everything 
you see around you. That’s a big re- 
sponsibility. You can’t afford to worry 
about the person who just walked out. 

Salesmen are the most important 
people in the world. You need to be 
sharp, up, ready to meet the next pros- 
pect, You can’t do that by worrying. If 
you worry about what went wrong 
this last time, you’ll worry about it the 
next time, and the time after that, and 
so on and so forth. You’ll lose your 
edge. You can’t afford that. Analyze 
the presentation? Sure. That’s a skill; 
an important tool in your recruiting 
bag; showing you how to be better in 
your next presentation. That’s where 
to set your sights. The next person 
who walks in the door, answers your 
letter, or calls on the phone. Chances 
are the person who just walked out 
may come back and talk some more. 

You’ve got an objective for the 
month, right? You’re a bit worried 
about how you’re going to make that 
objective. Fine. You should be. No 
one ever said recruiting was easy. 
You’ve found out by now it isn’t. It’s 
hard work; long, hard, difficult work. 
You need to be sharp, on your toes. 
You need to keep your edge. 

As a recruiter, you’re going to get 
a certain number of prospects who say 
no. It goes with the territory. A lot of 
people say a lot of “no”s to a lot of re- 
cruiters. Each no you get makes a yes 
that much closer. It’s the law of 
averages working for you. As a re- 
cruiter you know the no’s are coming. 
They do. Usually thicker and faster 
than you’d like. Fine. Look at the last 


conversation and think about why the 
prospect said no. It will help you make 
a better presentation. That’s helpful. 
But you’re going to get a certain num- 
ber of doors slammed in your face. 
Fine. At least you know who not to 
call again. That helps too. It reduces 
the people you need to call by one, 
and makes your next enlistment that 
much closer. Keep that in mind. 

Ask yourself, "What do I need to 
do to get an enlistment?” Answer the 
question in writing. You know you 
need to prospect, make calls, write let- 
ters, visit high schools, follow-up on 
referrals and advertising leads, work 
the prospect cards, and the other 
things you normally do to recruit. 
You’re creating a plan for yourself to 
help you use your time more produc- 
tively. It’s like an operations order or a 
lesson outline. You’re defining the ob- 
jective and planning the best, and 
most efficient way to reach the objec- 
tive. Once you’ve created your plan 
you will know what things need to be 
done to get recruits. You are in es- 
sence conserving time, your most pre- 
most precious resource. You will find 
out and plan the use of the recruiting 
methods you find most effective, con- 
centrate your time there, and discard 
the others. They waste time. You 
can’t afford that. By using your plan 
and planning your time you are 
becoming a more effective and effi- 
cient recruiter. You’re planning your 
time and not letting your time plan 
you. You can "pro-act” instead of "re- 
act” using your time. That’s what it’s 
all about. ^ 


September 1978 


11 





as seen by a Reservist 



Captain Douglas A. Martz, Recruiting and Retention 
Manager at Headquarters 290th Military Police Brigade 
in Nashville, takes a look at the way things were as a 
soldier in the sixties and how they have changed “for 
the patriotic better” in the seventies. 


I’m a retread, a sixties’ soldier 
and a seventies’ Reservist. Being a 
soldier in the sixties carried its own 
problems and concerns — those of you 
soldiering in the sixties remember 
them. They made our tasks more 
difficult. It was hard being a sixties’ 
soldier; we lost people in droves. 
Good soldiers took off the uniform 
and “hung it up.” 

So what am I, and others like me, 
doing as seventies’ Reservists? I’m re- 
cruiting, trying to interest young peo- 
ple who’ve never been in the service, 
and retreads like me, that the Army 
Reserve has something to offer, some- 
thing they won’t find anywhere else. 
Or as we say, “part of what you earn 
is pride.” 

Rightly so. In our current defense 
posture the Reserve and National 
Guard provide the flesh and sinew for 
the Active Army during national 
emergencies. We have as valuable a 
mission to perform now as we ever 
have. 

But it’s not the same anymore. 
The people and the society are differ- 
ent. 


Goming on board as a Reservist, I 
had doubts about being a Reserve re- 
cruiter. After all, most of what I 
remembered from the sixties indi- 
cated recruiting would be difficult at 
best. I’ve been surprised; this is a new 
generation with new people, new un- 
derstandings, and new attitudes. 

These new attitudes reflect 
themselves in the way people look at 
the Armed Forces in general and the 
Army Reserve in particular. People 
stop me on the street and ask about 
the uniform. Or they want to talk 
about the “good old days” when they 
were soldiering. Or they want to 
know how they can be part of the 
Reserves. They come in, and they 
join, not because “I have to,” but be- 
cause, “I want to.” 

This surprises me, a sixties’ 
soldier. Military instructors drummed 
into me that the only dumb question 
is the one nobody asks. So I asked one 
of my recruiters, “Why do so many 
people want to enlist in the Reserve?” 
She said some of the major elements 
are pride, pay, and patriotism. 

I understand pride and pay. They 


make sense. They were part of the 
reason I started soldiering in the first 
place. But patriotism? 

“Patriotism,” she said. “I have 
some problems with that,” I said. 
“Why?” she asked. I told her about 
being a sixties’ soldier; the problems 
we faced and our concerns. 

“It isn’t that way anymore,” she 
said. “People join the Reserve for 
patriotic reasons. They love their 
country and want to serve it.” 

“Watch them,” she said. “They 
come in with stars in their eyes and 
tell their friends they’re Reservists. 
Our recruits are our best recruiters.” 

I have watched. This is a new 
generation; a new America. These are 
young people who are proud to wear 
the uniform of the Army Reserve. 
These are young people who are not 
only willing but eager to serve their 
country as part-time soldiers and full- 
time citizens. 

These young people are patriots; 
an old word for a new breed of soldier. 
It’s a nice change. 




> 


i 

6 

t 


i 

i 


12 


Recruiting & Reenlisting Journal 




I 

H 

by some Active Army recruiters 


By Mary Jane Griffin, Raleigh DRC 
Joan Hammond, Atlanta DRC 


Joyce Robbins, Columbia DRC 
SP5 Ike Sutliff, HQ SERRC 


How important is the role of 
patriotism in recruiting for today’s 
Army? Southeast Regional Re- 
cruiting Command asked 18 re- 
cruiters that question and came up 
with the following observations. 


Nine of eighteen recruiters inter- 
viewed often use patriotism in re- 
cruiting, four use it occasionally, and 
five said they never use it. Most of the 
recruiters sense that Americans have 
not lost their patriotism — they only 
hide it from public view. 

“There is an important role for 
patriotism in recruiting,” said Staff 
Sergeant Donald Moore, Raleigh 
DRC’s 1976 Rookie Recruiter of the 
Year. “Conveying patriotism to pros- 
pects and CIs is an essential part of 
my job. I let young people know that I 
would not be making the Army a 
career if I didn’t have pride in my 
country and personal satisfaction 
from serving it. Sure the benefits are 
important, but not the entire reason 
for wearing a uniform.” 

Sergeant Blake Walker, an At- 
lanta DRC station commander, also 
thinks there is a role for patriotism. 
“Sure I use it. I sell baseball, apple pie, 
the flag, and the Army. The appli- 
cants are patriotic even though they 


don’t talk about it.” 

It is not easy to measure the 
patriotic appeal. According to Colum- 
bia DRC Professional Development 
NCO, Sergeant First Class Gary Kelly, 
“There are times when patriotism is 
the only effective sales aid. It can’t be 
used in every interview, but it can be 
an important tool.” 

He illustrates this with an anec- 
dote. “I thought money and education 
were everything until I had an appli- 
cant who refused to buy. I had listed 
all the options and the sale appeared 
to be lost.” Remembering the bill- 
board, “Your Country Needs Love, 
too,” SFC Kelly repeated the words to 
the applicant. With a thoughtful look, 
the young man said, “Sergeant, 
patriotism is the only reason I will 
enlist.” 

Some recruiters use a patriotic 
appeal when talking with groups. 
Sergeant First Class Rocky Bridges, 
an Atlanta DRC station commander, 
finds that patriotism is more effective 
with CIs, such as educators. “I remind 
them that this is their Army, too. If I 
can convince them that each of us has 
a commitment, perhaps they will pass 
the attitude on to their students. 

Sergeant First Class Jack Dock- 
ery, Raleigh DRC, estimates that over 
30 percent of the people who see him 


about enlisting are motivated by a 
sense of obligation to their country. 
Says Dockery, “Talks given to 
parents, educators, etc., on patriotism 
can often play an integral part in the 
enlistment of qualified people.” 

At other times an individual ap- 
proach to the subject can be advan- 
tageous. Sergeant First Class Eddie 
Morris, who commands the largest re- 
cruiting station in the Atlanta DRC, 
thinks “It’s always appropriate in re- 
cruiting to discuss with prospects the 
obligation that they have to serve 
their country.” 

One recruiter found the in- 
dividual approach works when the 
prospect comes from a military family 
or has relatives who have served in 
the military. 

Although these cases may be ex- 
ceptions to the rule and patriotism 
might not be what sells the Army to- 
day, Columbia DRC N.W. Ayer 
Representative, Pete Lloyed thinks 
patriotism is still a valid concept. “If 
you ask a teenager if he is proud to be 
an American, you’ll get a positive re- 
sponse. But the word itself sounds a 
little goody-goody. However, the 
same kid who rejects the word might 
be interested in wearing a uniform 
and doing something for his country. 
This, to me, is patriotism.” ^ 


September 1978 


13 



Joyce Robbins, of the Columbia DRC, tells how 
Sergeant First Class Roger O’CaIn, mixes 
ASVAB, counselors, community Influencers 
and a fair amount of enthusiasm to make the 
challenge of recruiting a pleasure. 


Challenge 


Talking to Sergeant First Class 
Roger O’Cain about Army recruiting 
is like asking most people about their 
latest love. You need ask only one 
leading question, and he’ll jump right 
in with an enthusiasm that’ll knock 
you over. 

“Recruiting is a challenge,’’ he 
says, emphasizing the word. “No, it 
doesn’t always go like you want it to, 
but it’s an important job and there are 
lots of things you can do to help insure 
your success in recruiting. 

And that was the leading ques- 
tion. . . . What does SFC O’Cain at- 
tribute his success to? 

“No recruiter needs to be told 
that his high schools are important,’’ 
SFC O’Cain stated. “I live in mine as 
much as I can. I visit each of my 
schools once or twice a week. Every 
chance you get, you should take 
something to your school or stop by to 
talk or give a presentation. Most 
teachers will need some time off occa- 
sionally and, if you can fill in during 
class, your teacher will know that 
you’re really there to help, not just to 
further your own cause. 

“Make sure that the people at 
your school feel important. Don’t 
leave anyone out. That’s why I always 
go by to talk to the principal when we 
give the Armed Services Vocational 
Aptitude Battery (ASVAB). Coun- 
selors may give you people, but the 
principal runs the school, so don’t 
leave him out. 

“I try to test all seniors since this 
is the best way to get a list without 
‘bugging’ my teachers.’’ 

At this point I made the mistake 
of asking SFC O’Cain how he per- 
suades his schools to use ASVAB. Ob- 


14 


Recruiting & Reenlisting Journal 


doing what needs doing, 
but with enthusiasm 


viously, to this recruiter, “persuade” 
is not the right word since he has no 
doubt that the test is the best for the 
school. He explains, “We offer the 
schools a test that's free. We don't 
take up the teacher's time or the 
school's materials. The school doesn't 
have to provide anything but students, 
and it gives the students a chance to 
find out what they're good at.” 

Without actually saying so, he 
leaves the impression that the ASVAB 
is the only logical choice. Probably his 
counselors feel the same way after a 
discussion with him of the pros and 
cons of administering the ASVAB to 
their students. 

That the counselor should rely on 
SFC O'Cain's opinion on testing 
doesn't surprise him since he works 
hard to gain that reliance. 

“The people at your schools must 
be able to depend on you,” he 
declares. “Once you tell your school 
personnel that you will support them, 
you have to follow through or you'll 
lose all credibility. You can't make ex- 
cuses about why you can't do some- 
thing. Sometimes this means changing 
your schedule a little to do some- 
thing for one of your schools. Your 
schedule must be flexible enough to 
provide the support they need. But 
this kind of support will win you the 
rapport that you will need to do your 
job well. 

“You have to have good rapport 
with your school when you want to 
take an applicant out of school for the 
day, have him tested, and have him 
counted as present in school that day. 
Let's face it. that kind of cooperation 
comes from a personal relationship. 

“And when I get support from 


my school personnel, I let them know 
that I appreciate their help. It really 
means a lot to your counselors that 
you appreciate them. They don't 
usually get many certificates or letters 
so I try to give them to counselors 
who support me. I find that often the 
certificate I've given a counselor will 
be the only thing displayed on the 
counselor's wall. 

“School athletics can be a real 'in' 
for a recruiter too,” he says. “For in- 
stance, I've always thought I would 
like to coach high school football so I 
work with the team as sort of an assis- 
tant coach. I've found that the type of 
individual we're interested in recruit- 
ing usually participates in school 
athletics in some form. 

“My telephone is my biggest 
help. As a recruiter, my time is valua- 
ble, and I find I can save myself time 
and the government money by using 
my telephone instead of my car. 
When I use the telephone for pros- 
pecting, I try to get to know something 
about the person and then, if I can, I 
get him to come to the office for an 
appointment. If someone is coming in 
for an appointment, I always ask if he 
has a neighbor or friend he thinks 
might be interested in coming in for 
an interview. Then, of course, when 
someone doesn't show up for an ap- 
pointment, using the phone is usually 
the most efficient way of finding 
him.” 

But SFC O’Cain's reputation in 
that green uniform is not the only 
thing that concerns him. 

“I want to be known in my com- 
munity in civilian clothes as well as in 
uniform,” he says. “A recruiter needs 
to be a real part of his community. He 


should go places where he’ll socialize 
with people in the community — the 
Kiwanis Club, Jaycees, or whatever 
the community has. The Parent- 
Teacher Association is another orga- 
nization that every recruiter should be 
active in.” 

This interest in the community 
doesn't seem feigned, and SFC 
O'Cain's next comment reinforces his 
sincerity. “Sure, I take an interest in 
the community. After all, it is my 
community, and the schools are my 
children’s schools.” 

If he’s proud of his community, 
he also has a right to be proud of his 
job performance as well. At the end of 
the last school year, the Orangeburg, 
S.C., recruiter had 66 seniors in the 
Delayed Entry Program, a record for 
Southeastern Region. His record since 
the school year ended has been pretty 
impressive, too. It goes from a low 
(low?) of 200 percent of objective in 
June to a high 1,000 percent in August. 

It’s hard to tell whether his en- 
thusiasm is a result of his good re- 
cruiting record or whether his good 
recruiting record is a result of his en- 
thusiasm. 

Regardless, when he looks at you 
with startlingly blue eyes, smiles, and 
says, “Recruiting is the most challeng- 
ing job in the world,” it’s impossible 
not to feel a certain enthusiasm for a 
job that inspires that kind of excite- 
ment. 

Radiating enthusiasm himself 
and inspiring it in others may well be 
the key to this recruiter’s success — a 
key that keeps him on top month after 
month. 


September 1978 


15 



ARMY RECRUITERS AND REENLISTMENT 
SERGEANTS are collectors by profession, collectors of 
people. Their job is to collect (enlist) persons and then 
help the Army to keep (reenlist) them. 

Master Sergeant Thomas F. England, has become 
a proficient collector of persons during his career. As 
reenlistment sergeant in the Criminal Investigation 
Command in Falls Church, Va., he recently received a 
reenlistment award from the Department of the Army 
for his efforts with the command. 



MSG Tom England, with his wife and daughters, works on his stamp 
collection, when he is not collecting people as reenlistment 
sergeant in the Criminal Investigation Command. 


At about the same time he received some other 
good news, too. You see, MSG England also collects 
stamps, and has become rather proficient at that, too. He 
not only collects, but lately he has started buying and 
selling stamps, sometimes by the hundreds. 

The good news was that two stamps in a collec- 
tion of several hundred he had purchased were worth a 
great deal of money. The stamps were a pair of 1933 
three-cent U.S. postage stamps commemorating Com- 
mander Richard E. Byrd’s Antarctic expeditions. These 
particular stamps had been autographed by Postmaster 
General Farley and Commander Byrd and were pre- 
sented to President Franklin D. Roosevelt. Only six of 
these stamps are known to exist. 

In his job MSG England collects a different com- 
modity. He oversees the command’s reenlistment pro- 
gram. Thanks to his collection efforts, it’s a very suc- 
cessful program indeed. (GIG Public Affairs, Falls 
Church, Va.) 

MONEY TALKS . . . and it spoke loud and clear 


when the Army’s “Cash Bonus” was featured by the 
Fort Worth Southside Recruiting Station at the Ever- 
man, Texas Fair on the Fourth of July. 

With the cooperation of the Everman National 
Bank, $2500 in $50 bills was displayed so that prospects 
could see the exact amount of money they would 
receive for enlisting in certain MOSs. 

The money was well protected by the Everman 
City Police. Two officers were on duty guarding the dis- 
play at all times. In addition, officers patrolled the fair 
grounds. 

Staff Sergeant Ray Coffman, recruiter in charge of 
the display, said much interest was generated by the ex- 
hibit. Prospects enjoyed seeing and handling that much 
“green stuff.” (Mary McBeth, Dallas DRC) 

THE SAME LAST NAME often is found among 
soldiers in a battalion; however, it is unusual for three 
of those soldiers to be members of the same family and 
to have related jobs as well. 

The Warren family are members of the 222d Avia- 
tion Battalion at Fort Wainwright, Alaska and are all in- 
volved with helicopters. 

“Dad” is Chief Warrant Officer Leonard Warren, 
a helicopter instructor pilot. “I’m proud of my boys and 
feel good about their being here, doing what I once did,” 
comments CWO Warren. “Working in the same bat- 
talion isn’t bad.” 

Two of CWO Warren’s four children are stationed 
with the battalion. A third Warren son is serving in the 
Army as an air traffic controller at Fort Rucker, 
Alabama. 

Private Timothy Warren repairs helicopters — the 
CH-54 “Skycranes” belonging to his unit, the 343rd 
Aviation detachment. “I always liked helicopters, espe- 
cially the Skycrane,” Timothy states. “It has the 
heaviest lift capacity.” 

Specialist Four Michael Warren is a helicopter 
mechanic with the 242d Aviation Company. His spe- 
cialty is the CH-47 “Chinook.” I tried to become a Sky- 
crane mechanic too,” says Michael, “however, the field 
was full when I enlisted so I took the next best thing, 
Chinooks. We learned a lot about ’copters from our dad. 
That’s how we made our choice. We made another 
choice, too. We chose to come to Alaska to be together.” 

Although the three men plan to go to different 
assignments when they leave Alaska, it seems they 
have at least one big thing in common: they have all dis- 
covered that life in the Army isn’t too bad! (Public 
Affairs, Ft. Richardson, Alaska) 


16 


Recruiting & Reenlisting Journal 



Army chefs cook up a batch of a wards 


WHILE GATHERING A HOST OF AWARDS, 
the U.S. Army Culinary Arts Team (USACAT), based 
at Ft. Lee, set its sights on important objectives at the re- 
cent Eighth National Culinary Arts Salon and Exhibi- 
tion at Chicago. By successfully competing at this top- 
level show, the team aimed to project an outstanding 
image of the Army Food Program to the many thou- 
sands of Americans who witnessed the exhibition and, 
at the same time, stimulate recruitment of persons with 
food service backgrounds or the desire to enter this 
rewarding career field. 

Colonel Dewey A. Chillcott, director of the Subsis- 
tence and Food Service Department, Quartermaster 
School, Ft. Lee, commented; “The Culinary Show has 
enabled the Army to demonstrate a level of food service 
expertise of the highest caliber. Careerwise, it is per- 
sonally rewarding to witness these monumental ad- 
vancements being made by the individual food service 
members, particularly since these skills affect the lives 
of so many on a daily basis.” 

A total of 58 prizes were awarded to USACAT at 
Chicago in the show, which annually attracts widely 
recognized chefs from many of the nation’s better 
known hotels amd restaurants. The Culinary Team 
walked away with numerous prizes, including the 
“Grand Award for the Show” based on the overall 
showing. 

USACAT is currently comprised of nineteen chefs. 
Eight members of the team traveled to Chicago, al- 
though all members entered exhibits. 

A breakdown of the awards indicates that every 
member of the team won at least one prize. This should 
be ample evidence that Army training can achieve 
broad results. Prizes were awarded for widely diverse 
exhibits, ranging from crayfish mousse to savarin of 
fruit. 

The team member who took the greatest number of 
first-place awards. Specialist 5 Claudia Nagy, Ft. Bliss, 
illustrates the sort of rapid progress that can result when 
a motivated soldier is given encouragement and the op- 
portunity to develop talent. She entered the Annual U.S. 
Army Culinary Competition at Ft. Lee in March as a 
novice, meaning that she had never won a prize in a 
culinary arts show. She came away with the prize for 
the best novice exhibit, a food color painting she had ex- 
ecuted. Subsequently selected to become a USACAT 
member, she earned seven first prices for cocoa and 
food color works at Chicago. 


Major Barry Bloxham, a British exchange officer 
who is in charge of USACAT, stated: “People are 
surprised — particularly those who served in days of 
yore — that the Army can mount such a strong challenge 
against the chefs of the civilian world. In gaining pub- 
licity, we hope to attract to the Army potential recruits 
for the Army food service program.” (Will Green, Pub- 
lic Affairs, Quartermaster Center, Ft. Lee) 



Prize winners SP5 Ciaudia Nagy and SSG Tyrone Harris put the 
finishing touches on their culinary creations. Both are members of 
the U.S. Army Culinary Arts Team. 



September 1978 


17 



THE TASTE OF ACORN BREAD, pine tree loaf 
and sassafras tea, served with hand-to-hand combat, 
free-fall parachuting and rappelling, highlighted a visit 
to Fort Bragg by a group of Cleveland, Ohio, guidance 
counselors. 

“We took them first to the Education Center when 
they arrived,” said Second Lieutenant Dennis Daly, 
Chief, Accessions Management Branch and tour escort. 
“We wanted them to recommend the Army as a career 
alternative to college for high school students. We 
wanted to show how the Army can help complete a per- 
son’s education or provide advanced education. 



Guidance counselors from Cleveland sample sassafras tea, acorn 
bread and pine-tree loaf at one station of a Special Forces Gabriel 
Demonstration. The counselors were at Fort Bragg to see the Army 
as a possible career alternative to college for high school students. 

“They ate in mess halls, talked to soldiers, went to 
the NCO Club, visited the Special Forces and 82d Air- 
borne Division museums and saw a Special Forces 
Gabriel demonstration.” 

“We have a very small budget for educator tours, so 
we try to get a maximum variety of experiences for 
educators from our area,” said Doctor Nancy Nieboer, 
of the Cleveland Recruiting Command. The recruiting 
commands sponsor educator tours to inform guidance 
counselors about Army training and programs. There 
are eight to twelve such tours at Fort Bragg each year, 
according to Staff Sergeant Kevin Redhead, tour escort 
and operations sergeant in the Accessions Management 
Branch. “Here they get to observe a side of the Army 
they never get to see elsewhere.” 

“One of the best things about our visit is talking in- 
formally with soldiers in the dining facilities,” Dr. 
Nieboer commented. “They tell us about their jobs and 


what they like and don’t like, so we can tell students 
what the Army is really like.” 

“This Gabriel demonstration has been the most 
fascinating thing I’ve seen,” commented Jim Matusick, 
from the Star County Board of Education. “It’s certainly 
reinforced what I’ve thought about the Army. I’d 
recommend the Army for at least one tour because it 
provides opportunities and experiences not found in 
civilian life.” 

“Yes, I’d recommend the Army for high school stu- 
dents,” said Rosemary Burton from the Cloverleaf 
School District. “It affords them discipline, experience 
and a skill, and the opportunity to further or complete 
their education is very important.” 

“Oh, that is really good,” exclaimed Jannie Mae 
Lewis, East Technical High School, after the helicopter 
and maneuverable parachute show which concluded 
the Gabriel demonstration. “I’ve just GOT to let my 
boys see this. This really sells them — to let them see 
and ask questions.” (SP5 Bernard Tate, Public Affairs, 
Ft. Bragg) 

NOT MERELY A LOCATION referred to in John 
Denver lyrics, Toledo is a city with a program, spon- 
sored by the Jaycees and designed to honor the city’s 
youthful leadership. 

Recently Sergeant First Class Bill Lundy, a highly 
successful Toledo recruiter for the past one and a half 
years, was honored at a dinner for the 37th annual pre- 
sentation of the Jaycees’ Outstanding Young Men of the 
Year (1977). SFC Lundy was one of the ten men 
honored as “symbols of the success of young ideas and 
youthful approaches in contributing to the continued 
growth of both Toledo and our Nation.” Susan Perkins, 
Miss America of 1978, presented plaques to each of the 
men selected. 

A worthy recipient, Sergeant Lundy’s contributions 
include instructing coronary pulmonary resuscitation 
classes and working with handicapped children. 

Nominations for this annual competition come 
from professional and educational groups, businesses, 
community groups and churches. SFC Lundy was nomi- 
nated by his area commander. Captain Alan Fojt, and 
competed with 75 others for selection on the basis of ex- 
tensive community involvement. This involvement has 
helped to open many doors for his recruiting mission, 
too. SFC Lundy feels that the best way to get to know 
centers of influence is to become one yourself. (Carol 
Masek, Cleveland DRC) 


18 


Recruiting & Reenlisting Journal 





ANOTHER RECRUITER INVOLVED in commu- 
nity events is Sergeant First Class Bernard (Bernie) 
McIntyre, Station Commander, Bay Ridge, Brooklyn, 
N.Y. When he picks up the morning paper, it isn’t to 
only read the sports section or cover the hard news. He’s 
also looking for community events where he or his re- 
cruiters can get involved. 


SFC Bernard McIntyre, Ms. Jessie Burgas, and SGT Tony Bryant 
talk about Army opportunities during registration in the Summer 
Youth Employment Program in Bay Ridge, Brooklyn, N.Y. SFC Mc- 
Intyre and other recruiters volunteered to help with the flood of job- 
seekers. 

“These community events,’’ says SGT McIntyre, 
“are one of my prime sources for prospecting.” 

When he read that approximately 500 jobs would 
be offered to the young people in his area through the 
Summer Youth Employment Program, he called Ms. 
Jessie Burgos, Program Director, and offered the ser- 
vices of himself and his men in organizing and main- 
taining order with the expected flood of people looking 
for jobs. 

The flood came. While maintaining order, Bernie 
and his recruiters had the opportunity to talk to many of 
the young people about their plans at the end of the 
summer when the jobs will end. 

“Within three hours,” said SGT McIntyre, “four 
people had expressed an interest in the Army as a 
career.” 

“The Summer Job Program is a gold mine for 
DEPs,” said SGT McIntyre. “But this isn’t the only good 
prospecting source,” he added. “There are community 
events going on every week, and whenever possible my 
recruiters and I are there — getting involved.” (John 
Morgan, Long Island DRC) 


THEY WANTED AN ATTENTION GETTER, 

but what they wound up with was something that 
caused traffic jams at the Kentucky State Fair. 

The Louisville DRC had to come up with a device 
to attract people to their booth, and a portable chin up 
bar did the trick. Audience reaction was amazing. 

Both young men and women lined up to demon- 
strate their physical prowess and beat the posted record. 
Recruiters manning the booth imposed a five pull-up re- 
quirement to receive decals and literature. 

Based on an idea of SSG Paul Grindstaff, now 
with the DRC operations office, the bar attracted so 
many people that Captain Chuck Whitacre reported 
that his recruiters were working double shifts to handle 
the crowd. 

According to Paul Steinmetz, A&SP chief, a black- 
board was used to keep track of people who set records. 
“An off duty city policeman came by, set a record for 


city police, and the county police were challenged. That 
was last year. Preparing for this year’s competition, both 
police groups went into training specifically for this 
event. 

“The crowd coaxed a 72-year-old man into taking 
his turn. He surprised everybody, including a TV 
camera crew, when he did more than anyone expected,” 
he added. 

“The chin up bar has proved so attractive that the 
Support Center is building us four more and several 
other DRCs are looking into similar attractions,” Stein- 
metz said. 

A week after last year’s fair, the bar was moved to 
another event where it was set up outside. Again it was 
a crowd pleaser, slowing and stopping masses of people 
to give recruiters the desired face-to-face contact. Even 
though extreme heat kept many persons from trying the 
bar, it was still a success. 

While anyone can “re-invent the wheel,” Louis- 
ville DRC is seeking improved replacements, and by 
some reports, they have them. (Louisville DRC) S' 


September 1978 


19 


Army cooks 
come through 
with Rye 



Ft. Carson cooks serve lunch for Rye high school students. 


The Denver DRC information 
sheet to school guidance counselors 
posed this question: “Could some 
Army cooks prepare your school 
lunch sometime?” 

By LEE MACDONALD The first response was from Mrs. 

N.W. Ayer, Denver DRC Florence Gardner, the senior guidance 

counselor of the Rye, Colo., high 
school. In a letter to the DRC’s educa- 
tion coordinator, she asked if the 
Army was serious with its offer to 
cook for any high school, including 
tiny Rye, with its student body of 215. 

Well, the DRC was serious — it 
would be a fine one-time demonstra- 
tion of what Army cooks could do. 
The DRC has an excellent relation- 
ship with the people of Ft. Carson and 
support of recruiting activities is pro- 
vided whenever possible. It took only 
a couple of days for the post to re- 
spond: they would provide three 
cooks and the installation food service 
supervisor on the day selected by the 
school. 


DRC officials felt this small 
school would be a fine site to make 
their first demonstration — fewer 
things could go wrong than in a large 
metropolitan school. Besides, the 
guidance counselor had stated there 
were three junior boys set to take a 
cooperative course in cooking at the 
University of Southern Colorado in 
Pueblo, and she felt this would be an 
excellent learning situation for them 
to observe and to talk with the Army 
people. 

The original plan was for the 
Army cooks to prepare a portion of 
what the post’s menu would be that 
day. The school’s budget, however, 
could not support that plan so the 
regular school district menu for the 
day had to be the fare. This problem 
was solved when part of Ft. Carson’s 
master menu was printed and dis- 
tributed to students so they could see 
what a typical Army lunch had to 
offer. 

On the appointed day, SSG Dan 
Barela of the Pueblo recruiting station 
accompanied the four Ft. Carson peo- 
ple to the school at 8:30 to start prep- 
arations with the school’s food service 
workers. As it turned out, two of the 
school’s four workers were out sick so 
the appearance of the Army was even 
more welcome. 

One of the cooks provided by Ft. 
Carson included the post’s top cook of 
the month. 

Although they had to stick with 
the school district’s menu, the Army 
cooks managed to turn the menu’s 
“hot rolls” into some pretty fancy cin- 
namon rolls which, of course, were a 
hit with the students and faculty. 

School officials were elated over 
the exercise and the students were 
impressed with having their food pre- 
pared and served to them by Army 
cooks. 

The following Monday, SSG 
Barela took the guidance counselor 
and the three boys to Ft. Carson for a 
visit in a modern dining facility and 
lunch, plus a tour of the post. Result? 
Two of the boys are in the Army and 
the third will soon be tested. 

That’s what you might call, 
“cornin’ through with Rye,” don’t you 
think? 5? 


20 


Rec;ruiting & Rhknlisting Journal 





^ Q-2 


□ 



1 m 

1 


1 



1 


NE SE SW MW W CMD 


Year-to-date regional high school diploma grad 
mission accomplishment . 


88.0 81.7 92.2 95.8 97.8 96.4 



11-17 18-24 25-31 1-7 8-14 15-21 

Jul Jul Jul Aug Aug Aug 


Percentage of objective accomplished for shipping periods indicated. 


Quality S Quantity 


The following is a list of DRCs ranked according to their de- 

The following is 

a list of DRCs 

ranked according to their de- 

gree of success with the year-to-date objective. 


gree of success with the weekly objective. The DRCs are listed 








alphabetically within categories. 







JULY 





PRC 

YTO % Wk 

S - 100% 


PRC 

YTO % 

Nks - 100% 








1. 

San Juan 

141.7 

45-45 

30. 

Boston 

91.6 

21-45 

QIPS credits/recruit 


QIPS credits/recruiter 

2. 

Honolulu 

122.3 

43-45 

31. 

Indianapolis 

90.3 

19-45 








3. 

Columbia 

122.2 

45-45 

32. 

Albuquerque 

69.0 

13-45 








4. 


120.9 

45-45 

33. 

Chicago 

88.9 

13-45 

SERRC 

7.29 


SERRC 

30.04 








NERRC 

7.00 


SWRRC 

19.64 

5. 

Baltimore 

119.5 

45-45 

34. 

Denver 

88.6 

17-45 

MWRRC 

6.87 


WRRC 


16.14 

6. 

Jackson 

117.6 

45-45 

35. 

Sacramento 

88.2 

16-45 

WRRC 


6.70 


NERRC 

14.52 









SURRC 

6.55 


MWRRC 

13.31 

7. 

Jacksonville 

116.6 

45-45 

36. 

Philadelphia 

87.3 

13-45 








8. 

Montgomery 

114.6 

45-45 

37. 

Columbus 

86.5 

17-45 

COMMAND 

6.92 


COMMAND 

17.52 














9. 

HI ami 

114.7 

45-45 

36. 

Dallas 

86.4 

10-45 








10. 

Cincinnati 

114.2 

45-45 

39. 

Oes Moines 

85.3 

16-45 








11. 

Raleigh 

112.6 

45-45 

40. 

Detroit 

84.9 

11-46 


TOP DRCs** 




TOP DRCs** 


12. 

Atlanta 

112.5 

45-45 

41. 

Omaha 

84.8 

10-45 


RECRUIT 




RECRUITER 


13. 

Richmond 

112.1 

45-45 

42. 

San Francisco 

84.2 

12-45 








14. 

Houston 

107.8 

28-45 


Kansas City 

84.2 

10-45 

1. 

San Juan 

8.04 


1. 


46.87 



107.3 




64.1 

9-45 

2. 

Raleigh 

7.58 


2. 

Miami 

33.66 

15. 

Little Rock 

36-45 


Newburgh 

3. 

Charlotte 

7.54 


3. 

Richmond 

33.51 

16. 

St. Louis 

106.5 

31-45 

45. 

Lansing 

83.2 

15-45 

4. 

Jacksonville 

7.49 


4. 


33.23 

17. 

New Orleans 

105.3 

35-45 

46. 

Albany 

82.4 

12-45 

5. 

Richmond 

7.45 


5. 

Jackson 

32.39 

6. 

Columbia 

7.40 


6. 

Charlotte 

32.30 

18. 

Nashvll 1e 

104.2 

45-45 

47. 

Portland 

62.2 

14-45 

7. 

b. 

Montgomery 

Honolulu 

7.33 

7.32 


7. 

8. 

Montgomery 

Columbia 

32.00 

30.71 

19. 

Becklev 

103.3 

45-45 

48. 

Pittsburgh 

61.9 

11-45 

9. 

Beck ley 

7.29 


9. 

Little Rock 

28.79 

20. 

Concord 

101.0 

27-45 

49. 

Los Angeles 

60.1 

15-45 

10. 

Miami 

7.20 


10. 

Raleigh 

28.55 

21. 

Phoenix 

100.7 

25-45 

50. 

HI nneapol 1 s 

76.7 

10-45 

11. 

Atlanta 

7.04 


11. 

Jacksonville 

28.11 



12. 

Bal time re 

6.99 


12. 

Beckley 

25.25 

22. 

Harrisburg 

100.3 

24-45 

51. 

Newark 

77.0 

7-45 

13. 

New Orleans 

6.91 


13. 

Honolulu 

22.64 

23. 

Cleveland 

99.5 

26-45 

52. 

Santa Ana 

73.1 

11-45 

14. 

Jackson 

6. /4 


14. 

New Orleans 

21.33 



15. 

Little Rock 

6.60 


15. 

Cincinnati 

20.94 

24. 

Loul svil le 

99.4 

41-45 

53. 

Long Island 

72.6 

9-45 

16. 

Cincinnati 

6.59 


16. 

Baltimore 

20.62 

25. 

Peoria 

92.6 

23-45 

54, 

Milwaukee 

72.4 

8-45 

17. 

St. Louis 

6.42 


17. 

Nashville 

20.16 



18. 

Nashville 

6.16 


18. 

Houston 

19.10 

26. 

San Antonio 

92.4 

11-45 

55. 

New Haven 

72.1 

3-45 

19. 

Houston 

5.76 


19. 

St. Louis 

16.06 

27. 

Oklahoma City 

92.2 

16-45 

56. 

Niagara Fal Is 

71.9 

6-45 








26. 

Salt Lake City 

92.1 

19-45 

57. 

Seattle 

65.1 

8-45 








29. 

Syracuse 

91.9 

16-45 





** . 

Only those DRCs that accomplished their quantitative objective each week 




at 100 





during the reception station 

month 

starting 

27 June and ending 31 July 

were 

The underlined 

DRCs were 

percent of year-to-date high 

eligible for consideration. 






school diploma 

grad (male) objective through 

21 August 1978. 


September 1978 


21 






To he^ the very best in F0R5C0M 


EDITOR’S NOTE: The Chief of Staff of the Army has 
approved changing the title Career Counselor to 
Reenlistment NCO. Since the Career Counselor of 
the Year Award predates this action, we have used 
both titles in this article. 

When Master Sergeant Glenn Gillespie relinquished 
his title as 1976 FORSGOM Reenlistment NGO of the 
Year to his successor, Master Sergeant Walter Evers, the 
title changed hands, but the distinction remains with the 
1st Brigade, 1st Division, Ft. Riley, Kan., the unit in which 
both NGOs achieved this honor. 

The new Reenlistment NCO of the Year served in 
the military for over 20 years — four years with the Air 
Force and 16 with the Army. 

As senior brigade reenlistment NCO, Evers saw his 
unit’s reenlistment program achieve 309 percent of its 
first-term objective and 268 percent of its career objec- 
tive. The 1st Brigade boasts the top battalion in the divi- 
sion for reenlistment achievement FY 77, as well as the 
top company in the division based on FY 77 reenlistment 
statistics. In addition. FY 77 was the fourth consecutive 
year that the 1st Brigade won the 1st Infantry Division 
Commanding General’s Reenlistment Award for brigade- 
sized units. The 1st Brigade’s reenlistment accomplish- 
ments under MSG Gillespie’s direction were equally im- 
pressive. 

MSG Gillespie, now assigned to the FORSGOM Re- 
cruiting and Retention Division, escorted his old friend 
and co-worker MSG Evers and his former Commanding 
Officer, 1st Brigade Commander COL J.W. Nicholson 
around FORSGOM headquarters on the occasion of the 
award presentation. Gillespie, who speaks fondly of his 
days at Riley, was delighted to keep the title “in the 
family.’’ 

It’s no mean feat to win the FORSGOM Career 
Counselor of the Year title. Major FORSGOM units 
across the country submit candidates who must compete, 
not only on a statistical, but also on a personal basis to 
determine who is the number one Reenlistment NCO in 
Forces Command. 

What happy combination of elements has allowed 
two NGOs from the same unit to achieve this kind of rec- 
ognition? There are several important elements to suc- 
cess according to MSGs Evers and Gillespie and COL 
Nicholson: 

Commander support is one key ingredient. Upon 
receiving the Career Counselor of the Year award, MSG 
Evers’ first comment was an acknowledgement of the 
“200 percent command support’’ which enabled him to 
win the title. 


In the 1st Brigade at Ft. Riley, an effort is made to 
begin the reenlistment process when the new soldier first 
arrives at his duty station. Officers and NGOs throughout 
the chain of command are urged to create an atmosphere 
in which the soldier finds challenge and satisfaction in 
the military profession. 

COL Nicholson tries to set the tone for this. He de- 
mands a lot from his people, but believes that this 
ultimately improves morale for those really suited to 
soldiering, because meeting challenges is what the Army 
is all about. 

Emphasis on quality retentions is another vital ele- 
ment for success at Riley. Good people like to stay with 
good people. If a unit accepts poor performance, where is 
the motivation to stay for the soldier who takes pride in 
his own good work? Rehabilitating or weeding out the 
misfits keeps the best soldiers in because they can see 
that high standards are being maintained. 

This kind of toughness is tempered with a sincere 
concern for the individual soldier, and a commitment to 
recognize outstanding performance in the unit. Evers 
emphasizes the importance of this recognition to morale, 
and ultimately to the retention of good soldiers. Soldiers 
must be frequently made aware of their value to the unit 
and to the Army. Valuable soldiers, if the Army is to re- 
tain them, need to hear their COs and NGOs ask them to 
stay in. As Evers points out, a Reenlistment NCO can tell 
a soldier the Army needs him six months before ETS, but 
that won't have the same credibility as hearing it from his 
unit commander earlier in his career. 

Master Sergeant Glenn Gillespie (left) congratulates Master 
Sergeant Walter Evers, the FORSGOM Reenlistment NCO of the 
Year. After winning that title last year, Gillespie was transferred to 
the FORSGOM Reenlistment Office at Ft. McPherson. Ga. 



22 


Recruiting & Reenlisting Journal 



In the 1st Brigade, soldiers are given feedback on 
their progress at the end of the first month and en- 
couraged to develop themselves in certain ways so that 
they will be even more valuable to the unit two and a half 
years hence. If this kind of feedback continues long 
enough and loud enough, the soldier knows where he 
stands with his unit come re-up time, and that knowledge 
will affect his decision. 

It takes a special kind of individual to be a good 
Reenlistment NCO. COL Nicholson, who involves him- 
self closely in the Brigade retention program, notes cer- 
tain traits that contributed to the success enjoyed by both 
Evers and Gillespie: 

First and foremost, they are men who love the 
Army — their dedication, loyalty and enthusiasm are ap- 
parent. They are very effective in communicating these 
feelings to others. This communication is eased by a 
warm personality and a genuine concern for the welfare 
of each soldier. 

Approachability in a Reenlistment NCO is another 
essential to success. MSG Evers makes himself available 
for counseling 24 hours a day, seven days a week. His 
home is always open to soldiers for more informal ses- 
sions. Often Evers invites a soldier to bring his wife 
along, recognizing that the decision to reenlist pro- 
foundly affects, and is affected by, the soldier’s family. 


On occasion, Mrs. Evers also participates by sharing her 
experiences as an Army wife. 

Evers, Nicholson, and Gillespie agree that involving 
spouses and families in Army life, and later on, in the 
reenlistment decision can be most important to keeping 
good people. When a soldier is officially recognized for 
achievement, an attempt is made to bring the family into 
the ceremony. Pride, one of the greatest motivators for 
retention, belongs not only to the soldier, but to the 
family as well. 

MSG Gillespie points out another important trait 
both he and Evers share as successful Reenlistment 
NCOs that is not so frequently discussed — competitive- 
ness. Gillespie and Evers are both hard-driving men with 
high goals. They’ve been rivals for years, and this com- 
petition seems to add spice to their friendship, and spur 
them both on to greater achievement. 

The records established by MSGs Gillespie and 
Evers attest to the excellence of the reenlistment pro- 
gram in the 1st Brigade. Such success not only hinges on 
sound career counseling philosophy and methodology, 
but more importantly, success depends on the individuals 
who translate these abstracts into action. It is their 
energy, intelligence and perseverance which ultimately 
make things work — that, and having a quality product to 
sell — a career in the U.S. Army. ^ 


and in TRADOC 


SFC Donald G. Fields, Ft. Bliss 
Reenlistment NCO, received the 
Meritorious Service Medal from 
GEN Donn Starry, TRADOC com- 
mander, because of SFC Fields’ 
selection as TRADOC Reenlist- 
ment NCO of the Year. Ed Starnes 
and RFC Diane Rainey of the Pub- 
lic Affairs Office talked with SFC 
Fields about his selection and his 
views about the soldier in the 
Army today. 


What would you describe as the 
“secret” to your success as a reen- 
listment NCO? 

The first thing is being able to 
communicate with soldiers of all 
grades and age groups. Also knowl- 
edge of my job. 


How do you view your job? 

The job is very rewarding. I’ve 
spent many years in leadership posi- 
tions. And like most leaders you have 
to devote more time to the bad guys 
than you do to the good guys. The 
position I have now lets me help peo- 
ple achieve their goals. I sincerely 
believe that a successful career coun- 
selor never tells an individual ‘No.’ 
You try to get them what they want or 
you try to get them qualified for what 
they want. Then if you can’t do it, you 
show them in black and white. Then 
you pursue another field of endeavor 
in which they may be interested. 

Do you see your job as selling 
the Army, or as reinforcing the 
soldiers’ outlook on the Army? 


It’s a combination of both. 1 
would say that reinforcing is more of 
my role than selling. Because the 
soldiers 1 deal with normally have 
three or more years of service, they 
are pretty well acquainted with the 
Army. 

Since you see soldiers of all 
ranks and background in your day- 
to-day work, how would you de- 
scribe today’s soldier? 

I would describe him as a moti- 
vated individual. Not necessarily mo- 
tivated toward the Army as such, but 
motivated toward bettering himself. 
He’s better educated and he seems to 
know where he’s going; how fast he 
wants to get there and what he wants 
once he reaches that point in his life. 

Sometimes many soldiers set 


September 1978 


28 



To keep the best 


their goals real high and expect to 
achieve them in a short time. It makes 
it a little harder, but sometimes in my 
job 1 can help them reach these goals. 

How soon in a first termers tour 
should a soldier start seeking reen- 
listment advice or counseling? 

That depends on the individual’s 
needs or his desires. 1 try to meet most 
of the soldiers in my command within 
90 days after their arrival. 1 also run 
into them at their place of work or in 
the mess halls and ask them when 
they want to talk about reenlistment. 
If they say, ‘Hey, 1 still have three 
years to go,’ 1 tell them ‘Let’s talk 
about what you want to do right now.’ 
Off hand, I’d say as soon as a soldier 
reaches his unit reenlistment should 
be on his mind. Of course, a good pro- 
gram depends on the support of the 
career counselor, the NCOs and the 
officers of the unit. 

Why should a soldier reenlist? 

The job market on the outside 
has a lot to do with it. 1 think the 
security aspect is a major reason why 
a soldier should stay in. Times have 
changed tremendously in the past ten 
or eleven years. Our pay is better. Liv- 
ing conditions are much better. We 
have opportunities we never had be- 
fore to further our education through 
assistance programs. A soldier will 
stay most of the time because of job 
satisfaction, security or he’s looking 
for something he can use at the end of 
his next enlistment, either in the out- 
side world or in the Army. He or she 
may not have gotten exactly what 
they wanted during their first term 
and he or she will reenlist for a school 
and possibly use that skill in or out of 
the Army. 

Do you feel that the talk of sup- 
posed benefits erosion has ham- 
pered retention rates? 

Not really. We haven’t really lost 
that much. There are a lot of articles 


in newspapers of people considering 
the reduction of ‘benefits.’ But when it 
comes down to it, we’ve still got our 
commissaries; we’ve still got our craft 
shops on the installations. We’ve still 
got a lot of our ‘benefits.’ The only 
real change is that a soldier doesn’t 
automatically get his VA educational 
benefits. He has to chip in some of it 
now. But the Army still puts in its fair 
share. 

Your success rate has been ad- 
mirable, but what would you say 
your ‘non-reup’ rate is? 

1 would say its average, possibly a 
little below average. Some soldiers 
naturally have their minds made up as 
to what they want to do. You have 
peer pressure. You have dependent 
wives, parents and friends who in- 
fluence a soldier to reenlist or not. A 
rough guess would be that two out of 
five are absolute no, they don’t wish 
to reenlist. 

Do your casual contacts provide 
a better chance to influence reenlist- 
ment, or do you depend more on 


scheduled reenlistment talks? 

1 never schedule appointments. 1 
know who has to be interviewed and 1 
know regulations say 1 have to inter- 
view those people. 1 never say ‘Report 
to my office.’ 1 go to their work site or 
the mess hall, or numerous other 
places. But it has to be an informal 
type atmosphere when you’re talking 
to a person, particularly about their 
life. 

When should a person decide on 
a permanent career — first term, sec- 
ond, or when? 

That’s a hard question for me to 
answer for an individual. A number of 
things come into play. Once again, his 
own needs. The security aspect. Does 
he really like the Army? Does he 
really like his job? Job satisfaction has 
a lot to do with it. The average soldier 
starts seriously thinking about reen- 
listment after about two years of ac- 
tive duty. I’m approached many times 
by individuals with a year or 18 
months left until ETS and they want 
to know what to do. S' 


Sergeant First Class Donald Fields. TRADOC's Reenlistment NCO of the Year, counsels 
SP4 Rosemary C. Pedersen at Ft. Bliss. Tex. Both Fields and Pedersen are assigned to 
Fleadquarters Command, US Army Air Defense Center. Ft. Bliss. 



24 


Recruiting & Reenlisting Journal 



Positive 

Attitude 

Throw that in with a few 
good ideas and you have 
a successful recruiter. 


By MEDA USRY 

Jackson DRC 

Staff Sergeant Gary S. Ligon was 
selected as Rookie Recruiter of the 
Year for SWRRC, and he led the 
Southwestern Region in enlisting 
high school seniors for FY 77. 

Ligon claims a positive attitude as 
the primary reason for his success, but 
several other elements came to light 
which were factors as well. 

What SSG Ligon believes to be 
the basis for his personal recruiting 
success follows: 

• Learn the basics. 

• Adopt a positive attitude. 

• Cater to your market. 

• Spend a lot of time on the road 
learning your area. 

• Establish and maintain a good 
rapport with CIs. 

• Make school visits on a regular 
basis. 

• Take care in processing appli- 
cants. 

• Care about people. 


While he doubtless does the same 
things as other field recruiters, he 
does them with a characteristic flair. 

For instance, he received a good 
deal of publicity at each end of the 
line by walking the 69 miles up the 
Trace from Jackson to Kosciusko in 
observance of the Natchez Trace 
Festival. Ligon feels every recruiter 
can find some way that they can get 
Army publicity. 

Under “care in processing,” Ligon 
brings applicants to the recruiting sta- 
tion after mental qualification for an 
hour long discussion of scores. 

SSG Ligon also shows them films 
regarding the different career fields 
for which they qualify. “Applicants 
are thoroughly acquainted with as 
much pertinent information as possi- 
ble before boarding the bus for the 
AFEES so that when the applicant is 
talking with the guidance counselor 
about a particular career field or job 
slot he/she will have had some ex- 
posure to the counselor’s subject.” 

SSG Ligon discourages his appli- 
cants from getting carried away by an 
impressive job title. “1 tell all my ap- 
plicants that ‘Sanitary Engineer’ 
sounds great until you step up on the 
back of the garbage truck. 1 believe in 
complete honesty and letting them 
know what’s involved in any given 
area. The individual will prove to be a 
better soldier if he’s doing something 
he really likes, and he does me a 
whole lot more good when he comes 
back from the AFEES happy.” 

When they do come back from 
the AFEES he still isn’t through with 
them, though. “1 still want to keep the 
one-on-one relationship for referrals.” 

Another area of interest is the 
high school dropout. If a dropout 
comes by the station and cannot pass 
the EST, he is not written off for not 
initially qualifying. SSG Ligon coun- 
sels with him regarding the impor- 
tance of education and encourages 
him to attend GED classes. (This is an 
example of “that extra mile” that he 
goes above and beyond required for 
conscientious recruiting.) It comes, 
once again, under the heading of “car- 
ing about people.” He worked with 
one man for 18 months (the applicant 
had to take the GED twice) but with 
Ligon’s encouragement he per- 


severed, and ultimately entered the 
Army. 

Staff Sergeant Ligon has designed 
into use a map of the United States 
mounted with names and photo- 
graphs of Army posts excerpted from 
an obsolete post digest binder. The 
locations of the posts are indicated by 
map pins with lines of red tape at- 
tached to correlated photographs. 
This helps the applicant to visualize 
where he will be stationed in relation 
to the rest of the country. 

Ligon has devised another aid 
which is most informative to the peo- 
ple he recruits. (It took him some little 
time to set it up initially, but it should 
continue to pay him excellent divi- 
dends.) SSG Ligon compiled a list of 
all Army posts, then wrote to each 
post to the attention of Army Gom- 
munity Services, requesting a sample 
kit as furnished to post personnel for 
presentation to new arrivals. In this 
way the new enlistee can peruse the 
material and have a pretty good idea 
what to expect at his new assignment. 
This token familiarity with their new 
setting goes a long way toward 
alleviating dread of the unknown for 
those young people who are leaving 
the security of their homes to set out 
on their own. 

In addition, he has another effec- 
tive visual aid; it is a board set up on a 
calendar basis on which he posts the 
names (and other related data) of DEP 
personnel under the month of their 
departure. It is a quick, easy refer- 
ence, and a constant reminder of 
where he stands production-wise; 
and, not surprisingly, the DEP person- 
nel gets a kick out of seeing their 
names displayed in this manner. It is 
pleasing to the all-important ego, and 
represents to them their personal ex- 
tension into the future. 

All of these things combine to 
make the recruiting mission of SSG 
Ligon the undisputed success it is. A 
smooth blending of acquired knowl- 
edge, genuine concern, appropriately- 
applied aggressiveness, use of imagi- 
nation and ingenuity, and, most of all, 
a deep-rooted belief and personal 
pride in the product he’s “selling,” 
would seem to have made his success 
almost inevitable. 

S' 


September 1978 


25 


A million students in 16,000 high schools 
annually take the Armed Services Voca- 
tional Aptitude Battery. But recently 
ASVAB has come under fire by a leading 
test authority who questions the test’s 
value in high school level counseling. In 
this article, Jim Schrom, an education ad- 
visor in MEPCOM, takes a strong stand in 
defense of ASVAB. 



Is it worth 
the effort? 


Occasionally, the Armed Services 
Vocational Aptitude Battery (ASVAB) 
Institutional Testing Program is at- 
tacked by various groups or in- 
dividuals who want to know: 

• the reason the military wants a 
high school testing program; 

• the similarities between mili- 
tary and civilian occupations; 

• the value of ASVAB for high 
school counseling purposes; and 

• the value of ASVAB in screen- 
ing students for civilian vocational 
training programs. 

Before commenting on these 
issues individually, let’s review the 
background of military testing. The 
services have a long history of mental 
testing programs to screen candidates 
for military service. During WW I, the 
government had a problem because 
people drafted into the military were 
not properly screened. After being 


sworn in, many couldn’t do their 
assigned jobs. Therefore, the services 
developed some paper-and-pencil 
tests to help find out if a person was 
basically mentally fit for military ser- 
vice. Over the past 40 years the 
screening process has been updated 
and refined many times. 

The improvements made allow 
today’s ASVAB to be used not only to 
screen individuals to determine their 
basic mental qualification, but also to 
classify applicants for military service 
training schools or courses. Let’s face 
it: our service schools teach skills 
comparable to most occupations — and 
these training courses are tough. 
Whether electronics, mechanical 
skills, building trades, health services, 
food services, office management or 
administration, the services have 
detailed career plans and training pro- 
grams for each skill. And all — from 


Recruitings Reenlisting Journal 


basic training on up — rely on the 
ASVAB to initially screen applicants. 
Today’s ASVAB is one of the most 
comprehensive aptitude tests avail- 
able. 


ASVAB has shortcomings 

Although ASVAB does a great 
job it is not without fault. Critics say it 
can’t be definitely proven that 
ASVAB-5 scores relate directly to ev- 
ery possible civilian occupation. But 
neither does any other aptitude bat- 
tery. It’s safe to say there is a marked 
degree of similarity between many 
skills needed for military jobs and 
those needed by private industry. In 
fact, recent studies show definite 
similarities between broad bands of 
military and civilian jobs. Logically, 
any test which predicts success for 
military training should also be valid 
in predicting success in related 
civilian training. 

Most of us in recruiting are aware 
that in a review published a year and 
a half ago, one of the country’s lead- 
ing test authorities. Dr. Lee }. Cron- 
bach, stated he felt ASVAB was a 
poor test for high school level coun- 
seling. He recommended schools not 
use it until several improvements 
were made. 

When Dr. Cronbach’s review was 
first published it made some school 
officials skeptical of the value of our 
high school testing program. In retro- 
spect, however, the Cronbach criti- 
cism actually helped strengthen 
ASVAB by bringing about many 
needed changes. Two major changes 
that have been made since his initial 
review are; 

• a redesign of the Student 
Results Sheet, and 

• a reevaluation and redevelop- 
ment of the composite scores which 
now allow comparison of a student’s 
scores to certain broad occupational 
fields. 

Dr. Cronbach wrote a second, less 


critical, review of the ASVAB (dis- 
tributed in March in MEPCOM 
Education Bulletin 78-2). In it he 
recommends schools using ASVAB 
insure a school counselor helps each 
student interpret the test scores. He 
also recommends ASVAB be used 
with at least one other type test bat- 
tery. We agree. Authorities think that 
no test is designed as the sole basis for 
making vocational decisions: it should 
be interpreted only with the assis- 
tance of someone well versed in test 
interpretation. 

According to Dr. Cronbach the 
ASVAB is extremely difficult. How- 
ever, past studies show the ASVAB is 
no more difficult than two other 
widely used aptitude tests — the Dif- 
ferential Aptitude Test (DAT) and the 
General Aptitude Test Battery 
(GATB). Since ASVAB is designed 
primarily for 12th graders, it loses 
considerable value if the results are 
used for counseling students below 
10th grade. Any good counselor who 
is well versed in the use of standard- 
ized tests and familiar with the 
Counselor’s Guide recognizes this 
fact. 

Dr. Gronbach also feels the re- 
liabilities of ASVAB subtest scores are 
marginally low. His observation is 
based primarily on the fact that most 
ASVAB subtests contain 20 or fewer 
questions. The irony is the subtests 
were intentionally made this short so 
that the battery could be administered 
in a reasonable length of time. In es- 
sence, any test developer has to make 
a trade-off. The reliability of subtests 
is increased as more items are added 
to it — but testing time also increases. 
To accurately measure aptitudes in as 
many vocational areas as possible in a 
reasonably short time, the services 
decided to construct ASVAB with 
many subtests and to combine the 
results of these into composite scores. 
ASVAB’s composite scores are quite 
reliable. We think that this is the best 
solution to being able to have a test 
that does a good job in a reasonable 
amount of time. 

Dr. Gronbach claims that ASVAB 


has a low level of “differential 
capability.” He feels a student doing 
well on one subtest most likely will do 
well on several other subtests because 
of possible content duplication. It’s 
too early to tell if his findings are 
valid. Studies are underway that 
should show the extent of ASVAB’s 
differentiating capability. Until we 
have the results the issue will remain 
open. 

ASVAB’s technical subtests such 
as automotive, shop and electronics, 
are primarily a measure of a person’s 
experience or achievement, rather 
than a measure of potential or ap- 
titude, Dr. Cronbach states in his 
review. For example, a student whose 
parent works in a technical field has a 
good chance of scoring well on such 
subtests because the student grew up 
in a family where technical informa- 
tion most likely is commonly dis- 
cussed. Dr. Cronbach’s observation 
may or may not be right. Test experts 
for years have argued about how to 
test a person’s potentials (aptitudes) 
without measuring the individual’s 
experiences (achievements). It’s been 
our experience Dr. Cronbach’s obser- 
vation is not supported based on 
screening of candidates for our mili- 
tary service schools. We’ve found 
using ASVAB scores as a selection cri- 
terion for our service schools, gives us 
a good indication of how well a per- 
son will do in that school. 

Additionally, Dr. Cronbach 
thinks that ASVAB’s technically 
oriented subtests might discriminate 
against females. This observation may 
or may not be true; however, the pres- 
ent system where ASVAB scores are 
reported by grade as well as by 
grade/sex has greatly helped resolve 
this issue. As another safeguard, 
studies are underway to determine 
how well females perform in both 
military and civilian technical train- 
ing programs compared to how well 
ASVAB scores predicted they would 
perform. 

The services and the civilian sec- 
tor are making great progress in open- 
ing more job fields to women. It 


September 1978 


27 


asvaB 

would seem a step backward to 
recommend special scores for females 
in military or civilian job markets 
where males and females are compet- 
ing for the same jobs. 

To better understand Dr. Cron- 
bach’s position and involvement in 
ASVAB, one must keep in mind that 
he was asked to make a critical review 
of the battery for Buro’s Mental 
Measurements Yearbook. Most stan- 
dardized tests are reviewed in this 
publication. When psychologists or 
educators are asked to critically 
review a test for such a publication 
they do just that — criticize. In open- 
ing the yearbook at random, one can 
readily see that nearly every critic 
who reviews a test tends to dwell on 
the shortcomings, rather than the 
merits, of the test. 


ASVAB shares shortcomings 

Most tests share certain short- 
comings. People with reading defi- 
ciencies simply do not do well on 
written tests. Another example of a 
shortcoming in virtually all standar- 
dized tests is that they can measure a 
person’s ability at only one point in 
time. Such tests are not perfect 
measures of a person’s potential to ob- 
serve or learn in the future. 

There is no testing instrument 
that satisfies the needs of everyone or 
is without any weaknesses. A critical 
review of any standardized aptitude 
battery will show that most have po- 
tential flaws for mass testing. For ex- 
ample, with some the examiner can 
test only a few students at a time; 
others do not measure aptitudes for 
trade-type occupations. There are 
many other excellent tests on the 
market today, but they are excellent 
only if used for the specific purposes 
they were developed for, and used as 
only one method of evaluating a per- 
son’s potentials or achievements. 

Through our testing program we 
strive to offer the high school commu- 
nity a battery which has maximum 


usefulness for their guidance and 
counseling purposes as well as our 
selection and classification purposes. 
We believe ASVAB-5 is basically 
sound and useful for both purposes. 
The institutional testing program also 
offers many students their first oppor- 
tunity to become aware of the many 
benefits and opportunities available 
through military service, in particular, 
the opportunity to learn a vocation. 

Some of ASVAB’s shortcomings 
stem from its newness and resulting 
lack of specific validity studies which 
give scientific evidence of com- 
parability between military and 
civilian skills. The first time any stu- 
dent was offered ASVAB-5 was in 
school year 1976-77. We are only now 
beginning to gather validity data 
based on this student population. In 
the meantime, we should focus on the 
positive aspects of the institutional 
testing program and limit our remarks 
to the provable fact that ASVAB does 
a good job of predicting success in ser- 
vice technical training courses. At this 
point we must hope school authorities 
use good judgement and decide for 
themselves that there is a logical com- 
parability between similar military 
and civilian occupations and military 
and civilian training programs. We’ve 
come a long way in making ASVAB-5 
a worthwhile tool for both the civilian 
and military community. We’ve put a 
lot of effort into the institutional test- 
ing program and we have such confi- 
dence in ASVAB’s results that we’re 
willing to hire and train a person 
based on the test scores. 

Returning to the questions posed 
at the beginning of this article our 
answers are: 

• As to why DoD wants a high 
school testing program, the reasons 
are pretty simple. High schools are the 
main source of quality recruits and, 
aside from its value of confirming our 
good working relationship with the 
civilian community, the high school 
testing program is a means to gain en- 
try into the schools for recruiting pur- 
poses. But recruiters are not the only 
ones to gain. The school gets some- 
thing in return, too. We offer the 
school — at no cost or obligation — a 
tool for vocational guidance and 


counseling purposes. ASVAB scores 
can also be used to qualify a student 
for a variety of challenging jobs with 
the nation’s largest employer — the 
Department of Defense. What other 
test can make such an offer? So, our 
trade-off is a good deal — for the mili- 
tary, the school and the student. 

• When comparing similar 
civilian and military occupations, 
most agree there are similarities. 
Studies show definite similarities be- 
tween broad bands of civilian and 
military occupational fields. 

• Regarding the value of ASVAB 
in high school counseling programs, 
ASVAB, like any other test, can be of 
use as long as it is used within the 
guidelines outlined in the Counselor’s 
Guide and used with other informa- 
tion available to the high school coun- 
selor. 

• As to the value of ASVAB in 
screening students for civilian voca- 
tional training programs, ASVAB may 
be of value if it is assumed that skills 
needed for similar military and 
civilian training are basically the 
same. Today there is no conclusive 
proof; but it’s interesting to note that 
many vocational-technical schools 
use military service school materials 
to teach certain occupational skills. 


Worth the effort? 

The answer should be “yes," but 
it depends largely on how the recruit- 
er views the institutional testing pro- 
gram. There are, of course, shortcom- 
ings with ASVAB, but it does offer 
many benefits not found in commer- 
cially available tests. We’re not “ex- 
perimenting” in our high school test- 
ing program, we’re investing: invest- 
ing by fostering a good working rela- 
tionship with our primary lead 
source — the school — by offering a 
proven testing instrument. 

In short, ASVAB works! Today, 
the value of ASVAB-5 to the recruiter, 
the school and the student is like the 
philosophical question: Is the glass 3/4 
full or 1/4 empty? 


28 


Recruiting & Reenlisting Journal 



story and Photos 
by TOM WALTON 

Omaha DRC 

“You can’t earn a gold badge in 
South Dakota” has become almost a 
cliche, and probably a self-fulfilling 
prophecy in some cases, for Sioux 
Falls Area recruiters. But like most ac- 
cepted ‘truisms’, this phrase proved to 
be simply a myth when Sergeant First 
Class Timothy J. Geigle received the 
coveted gold badge from Colonel J.S. 
McLeod, commander for the Mid- 
western Region. 

Earning a gold badge in South 
Dakota and ultimately killing the 
myth was probably inevitable, con- 
sidering the number of really good re- 
cruiters in the state. However, Geigle 
did it in one of the toughest recruiting 
areas in a state noted for tough re- 
cruiting areas. 

Working out of a one man station 
in Pierre, S.D., Geigle covers 11 coun- 


ties which encompass some 12,500 
square miles. Within this vast area, 
there are less than 60,000 people and a 
total QMA of only 1,600. His most 
populated county has only 14,000 peo- 
ple and only three of the remaining 
ten counties have a population of 
more than 5,000. Dotted around the 
rolling ranch land and fertile grain 
fields are 19 high schools . . . Geigle’s 
“bread and butter.” 

“My area is strictly a DEP area,” 
he says. “Walk-in traffic is almost 
non-existent. Unemployment is rela- 
tively low and those who are out of 
work usually can’t qualify for the 
Army. Most of the farms and ranches 
are large operations which provide 
work and a certain amount of security 
for the kids who grow up on them.” 
Geigle took over the Pierre Re- 
cruiting Station back in October of 
1976, having been on recruiting duty 
only 14 months before that. With the 
station also came a deficit of eight 


enlistees. 

“After getting the office squared 
away,” he says, “I set out to learn my 
area and start putting people in the 
Army. I had been fairly successful 
before moving to Pierre and just con- 
sidered it an additional challenge.” 

When asked specifically how he 
had managed to do what no one else 
in the state had done, Geigle says, “To 
work my area, you have to be a go- 
getter and like hard work. You have to 
always show a genuine interest in the 
individual you are talking to, and 
above all, you have to maintain your 
integrity.” 

The hard work, as Geigle ex- 
plains it, covers many facets, and 
planning is the root of it. 

“Since I don’t have the walk-in 
traffic or large numbers of people in 
any one location, 1 have to go out and 
find the people 1 want to talk to. This 
means a lot of windshield time, and 
since there is so much distance out 


September 1978 


29 



And miles to go... 




“Briefing my DEPs on where they stand and 
any second thoughts they may have." 

here, between stops, you can’t afford 
wasted trips. For this reason, planning 
is the “key.” 

For Geigle, planning falls into 
two categories. The long range and 
the short range. Under the long range 
heading comes his year long high 
school plan which includes dates of 
each school’s Career Days, ASVAB 
dates of each school, number and 
names (if possible) of each senior, the 
dates he plans on having each mailout 
to the post office, etc. 

“Also included in my long range 
plans,” he says, “are the actual num- 
ber of applicants I honestly feel I can 
get out of each high school. This 
serves not only as a target, but as a 
management tool. But I never lock 
myself into that number, and fully ex- 
pect to find a little more or a little less 
interest than I anticipated.” 

By having the number in mind, 
however, he knows immediately if he 
needs to adjust his overall plans. 

“If there is a lot more interest at a 
school, 1 know I must allow more time 
to work the applicants properly. If 
there is a lot less interest, I can work 
harder to generate the interest or in- 

30 


what to expect at each step along the way, kills 

crease my efforts in a more lucrative 
area, depending on the situation.” 

By working with the schools 
closely on a year around basis, Geigle 
is able to maintain excellent rapport 
with the counselors, is able to keep 
up-to-date school lists and knows 
many of the students on a first name 
basis before they ever become seniors. 

“Every time I talk to a student, 
even if he is a freshman, I fill out a 200 
card on him. I keep in touch with him 
and show that I am interested in what 
he is taking in school and how he is 
doing. And, like most recruiters, I 
work with the counselors to help keep 
a student in school if there is some 
question about him finishing,” he 
says. 

Geigle’s short range planning en- 
compasses his daily, weekly and 
monthly routines. Once school starts, 
he contacts each school to verify their 
dates for ASVAB testing, career days, 
and, while talking with the coun- 
selors, he purifys his seniors list. By 
the time he enters his school for 
career days, he has already contacted 
those new seniors who had previously 
expressed an interest in the Army, 


contacted any DEPers at the school, 
and talked at length with the coun- 
selors about the desires, ambitions 
and abilities of the seniors. 

During the career days sessions, 
Geigle likes to keep things simple. He 
provides only a limited amount of RPI 
material and prefers not to use visual 
aids. 

“I like my sessions to be talk ses- 
sions, but I want the questions from 
students to be about Army oppor- 
tunities and life in the Army . . . not 
about how a piece of equipment 
works. And I like to quiz them about 
what their interests are, what their 
plans for the future are and what they 
want out of life,” he says. 

Geigle says that from this point 

“A big part of the job is keeping the counselors ; 


Recruiting & Reenlisting Journal 




on it is simply a matter of repetitious 
contact and continuous selling. He 
DEPs those ready to DEP as soon as 
possible. He then keeps in constant 
touch with each DEPer and uses them 
for referrals. He works to keep them 
happy with their decision. He con- 
tinually makes every effort to get in 
touch with seniors he hasn’t yet 
talked with. 

“Basically,” says Geigle, “1 cover 
my area by dividing it into two sectors 
. . . the northern half and the southern 
half. Since my station is located about 
dead center of the northern half, I 
visit all the schools and take care of 
business in that sector during one 
week, fanning out from Pierre . . . 
with no overnights. 

and on the fact I am not trying to rip anyone off." 


"By maintaining my reputation for honesty, prospects are not afraid to visit me in the office or 
to bring in their buddies." 


“During the next week 1 leave 
Pierre about 6 a.m. on Tuesday or 
Wednesday and drive to my most dis- 
tant school in the southern sector. De- 
pending on the weather, 1 can usually 
be there by 10 a.m. Then 1 start work- 
ing my way back, visiting schools, 
calling on National Guard units to 
drop off or pick up referrals, run 
police checks, etc. 1 spend one night 
on the road then continue working my 
way back and end up at home base the 
following evening,” Geigle says. 

One point Geigle stresses, is he 
always calls the high school coun- 
selors before hitting the road. He 
makes arrangements to visit the 
school at a specific time and indicates 
the specific individuals he wants to 
talk to as well as making himself 
available for talking to anyone else. 

This routine puts Geigle in each 
school every other week to visit with 


his DEPs, prospects and counselors. 
He says he considers this frequency 
almost imperative to maintain a close 
working relationship. 

“In addition,” he says, “by being 
in almost all of my towns at least 
twice a month, 1 get to build up a cer- 
tain rapport with the local townspeo- 
ple. 1 talk to a lot of moms and pops 
and a lot of guys and gals pumping gas 
or waiting tables.” 

While Geigle credits a lot of his 
success as a rural recruiter to his plan- 
ning and his regular travels, he is 
quick to point out that another part of 
his routine is just as important, if not 
more so. 

“When 1 am actively working a 
prospect, 1 try never to let him wonder 
what he is doing,” Geigle says. “I con- 
stantly reinforce his positive thing 
about the Army. When I send an ap- 
plicant to the Sioux Falls AFEES, 1 


September 1978 


31 


And miles to go... 


personally see him to the airport and 
stay with him until he leaves. I ex- 
plain to him exactly what will trans- 
pire during the processing phase. I try 
to have him ready to accept any of a 
variety of jobs that may be available 
at the time he sits down with the 
Army counselors. I just don’t want my 
applicants startled by anything or 
feeling uncomfortable because they 
don’t understand part of the proc- 
essing procedures.” 

When the applicants fly back into 
Pierre, Geigle is right there to meet 
them and to congratulate them. 

Geigle uses the same technique 
for direct shippers and the DEPers 
when they go active. “I see them off at 
the airport, and make sure they have 
everything they will need for proc- 
essing. And, again, 1 brief them on the 
processing that will be done, and more 
importantly, on what to expect during 
basic and AIT. 1 tell them they will 
have bad days where they will 
wonder what they are doing there. 
Then they will have days where they 
will be lonely, tired and homesick. 
But, there will be a lot of ‘up’ days too. 
When they discover they can do 
something they never thought possi- 
ble. When they find things aren't 
really as tough as they thought it 
would be. When they realize how 
many new friends and acquaintances 
they have made. And one of the most 
important things 1 tell them is this — 
when you’re having a really rotten 
day and you think you can’t stand it 
for another minute, look around you. 
The other 50 to 60 people in your pla- 
toon are going through exactly the 
same thing! And, when you graduate 
from basic and pass in review, you 


will feel something inside you have 
never felt before.” 

All of this attention Geigle gives 
his applicants is time well spent. He 
never has any “no-shows” at AFEES 
and seldom, if ever, has any QNEs. 

“I can afford to spend the extra 
time with each applicant,” Geigle 
says, “for a number of reasons. 
Mainly, I don’t waste my time on non- 
productive activities. I don’t scrape 
around for a bunch of dummies in 
hopes that some of them will qualify.” 
This approach seems to work 
well for Geigle, not only in terms of 
the number and quality of individuals 
he puts into the Army, but also in the 
satisfaction of those he recruits. 

“I don’t have DEPs running 
around talking about being pressured 
into something, or not getting what 
they really wanted. I don’t have dis- 


satisfied soldiers I recruited coming 
home on leave and complaining about 
what the Army is doing to them. I 
don’t have basic or AIT dropouts 
hanging around bad-mouthing the 
Army,” he says. 

From the manner in which he 
works and the success he has met, one 
would think Geigle spends all his 
waking hours on the job. 

“Not so,” he says. “I do open my 
office up by 8 a.m. when I am in town, 
and don’t usually lock it up until after 
6 p.m. But, I still have time for my out- 
side activities and still enjoy leisure 
time with my family.” 

“That’s about it,” Geigle says, 
“that’s the way I recruit. I think that is 
the way a person has to recruit in a 
rural area, but, I would probably re- 
cruit the same way no matter where I 
was. iA 



32 


Recruiting & Reenlisting Journal 




Re -Update 


By SGM VERNON WHITMORE 

Senior Reenlistment NCO, DCSPER, DA 


This is my initial comment and I first want to outline 
some philosophy. Perhaps you read my article in the July 
issue. As far as feedback or questions on what appears 
here, 1 am more than happy to hear from you. The 
reenlistment NCO at the working level certainly has to 
be heard. Just remember that what sometimes seems 
ridiculous to you may have been given a lot of thought 
and is being done for reasons you haven’t considered. 

Change 2 to AR 601-280 is at the printer. It will be 
dated August 15 and will be effective October 1. This is 
basically on the drug and alcohol program. 

Things to look for. We are starting to put change 3 
together and it will contain a provision to allow the GCM 
authority to approve second and subsequent extensions; 
a new procedure for personnel appealing bars to reenlist- 
ment; and some administrative matters. 

Promotion Ineligibility. DAPE-MPR Msg 271730Z 
June 78, Subject: Removal from Local E5 and E6 Promo- 
tion Recommended Lists, announced that in the future 
people with MOSs llB and llC who made less than an 80 
raw score and/or fell below the 51st percentile were in- 
eligible for promotion. This does not mean that the 
soldier is in a non-promotable status and thereby cannot 
reenlist. This is the same situation we had under MOS 
testing where a soldier needed a minimum score of 70 to 
reenlist but 100 to be promoted. 

DA Reenlistment Steering Group. This group, con- 
sisting of representatives from all the major commands 
and DA, met following the FORSCOM/TRADOC Con- 
ference. A detailed list of the recommendations will ap- 
pear in this column at a later date. 

RQTs. There has been much discussion on the 
validity and need for RQTs in the past year. The subject 
was recently briefed to the EPMS Task Force. It has been 
agreed to suspend the use of RQTs and use other quality 
indicators for first term soldiers in those MOSs that do 
not have SQTs. As new SQTs are instituted, soldiers will 
be required to qualify by the standards for SQTs as out- 
lined in AR 601-280. 

Bars to Reenlistment. DAPE-MPR-P Msg 041145Z 
July 78, Subject: Bars to Reenlistment, reemphasizes the 
need to insure that the proper individual with the proper 
authority, including documented delegation, signs the 
bar. The term “Acting AG” refers to an individual who is 
not in an authorized (by TDA or TOE) adjutant general’s 
position, but is assuming that as an additional duty. This 
does not mean that a person who is an Acting AG while 
the AG is on leave, TDY, etc., cannot sign the bar. 

DA Form 1315. A new 1315 will be in distribution 
about October 1. The old forms will be obsolete and AR 
601-280 will be changed to provide instructions for com- 
pleting the new form. 

DA Form 214. Several suggestions have been made 


to eliminate issuing the DD Form 214 for people being 
discharged for immediate reenlistment. This has been 
looked at and discussed with DoD. Present DoD regula- 
tions require it to be issued for all discharges. This re- 
quirement will change in June of 1979 and after that there 
will be no requirement for the 214 to be issued for im- 
mediate reenlistment. 

RETAIN in Europe. Things are progressing toward 
a test of RETAIN in Europe for probably a six month 
period. It will be run in Stuttgart, Heidelberg, Kaiserslau- 
tern and Frankfurt. If the test proves satisfactory, it will 
probably be extended to 26 locations in Europe. 

Reenlistment Advertising, The N.W. Ayer ad- 
vertising agency received the contract for enlistment and 
reenlistment advertising for FY 79. An Ayer representa- 
tive should visit each major installation quarterly to dis- 
cuss local advertising. Watch for a letter requesting infor- 
mal feedback on the visits. 

Reenlistment Study. The Army Research Institute 
is conducting a study to determine what causes a soldier 
to reenlist. This study has been contracted out to Person- 
nel Decisions Research Institute of Minneapolis. During 
July they visited Forts Jackson, Gampbell, Ord, Sill and 
Garson to interview soldiers. The data gathered during 
these interviews will be used to make up a questionnaire 
to be administered later this year. The results of the study 
will be published in about a year. 

Reenlistment Questions 

SITUATION: You are reviewing a DA Form 4126-R, Bar 
to Enlistment/Reenlistment Gertificate, for accuracy and 
completeness. The soldier who is being barred has a 
BASD of 15 Jan 77 and an ETS of 14 Jan 80. The 4126 was 
dated and submitted on 15 September 1978. 

1. What is the correct entry for Item 6 (Total Active 
Service) of the form? 

a. NA yrs NA mos NA days 

b. 1 yrs 1 mos 29 days 

c. 1 yrs 2 mos 0 days 

d. 1 yrs 2 mos 1 days 

e. 3 yrs 0 mos 0 days 

2. What is the correct entry for Section II — In- 
dividual’s Review, of the DA 4126-R? 

a. Nothing, since no entry is required. 

b. “Individual was given the opportunity to submit 
a statement on his own behalf, but declined or refused 
signature on (date).” 

c. “Individual refuses to sign.” 

d. “Individual refused to sign the DA Form 4126-R 
on (date).” 

e. “Individual, (name), has been shown the allega- 
tions on (date) and refuses to acknowledge receipt by sig- 
nature.” 

ANSWERS: 

7E-009 BV ‘q9-2 

qdejSejBd pue 08^-109 BV ‘qec-l qdejSejBd a z 

STa soiAjas aAipe {bio} aqj aq 
isnui p os ApjoqinB jBAOjddB auiuuajap o^ pasn si aoiAjas 
siqj. 082-109 aV ‘(2) PUB (l)ogE-l qdBJ§BJBd a i 


September 1978 


33 





BG Goodson Departs 

Brigadier General Allen M. Goodson, USAREC 
deputy commander, has been assigned to Korea as the 
Ghief of Staff, 1 Corps (ROK/US) Group. 

Brigadier General Goodson began his 4-year assign- 
ment in USAREC in September 1974 as Commander, 
USA Southeastern Regional Recruiting Command, and 
was assigned as Commander of Midwestern Regional Re- 
cruiting Command in August 1975. He was promoted to 
brigadier general in July 1976 and became USAREC 
Deputy Commander in October 1976. 

BG Connelly Arrives 

Brigadier General Donald W. Connelly, a 1952 OCS 
graduate, has been announced as new USAREC Deputy 
Commander, to replace BG Goodson. 

General Connelly ar- 
rives from Washington, 
D.C., where he was 
assigned as Deputy The 
Adjutant General, The Ad- 
jutant General Center. Pre- 
vious assignments include 
Chief of the AG Branch at 
MILPERCEN, Chief of 
Staff and Deputy Com- 
mander of the US Army 
Administration Center, Ft. 
Benjamin Harrison. 

BG Connelly has three 
college degrees: a BA in social science, an MA in person- 
nel administration, and an MS in counseling. 

New Position 

Sergeant Major Harold D. Payne recently arrived in 
the Army Nurse Corps Division, Recruiting Management 
to fill the newly created position of Army Nurse Corps 
Operations NCO. The position was created to provide 
improved communication between field liaison NCOs 
and the ANC Division. 

Sergeant Major Payne has visited Western and 
Northeastern Regions and has plans to visit others in the 
near future. 

Gi Home Loans 

Because the high cost of real estate today may keep 
some married veterans from seeking GI home loans, the 
Veterans Administration wants these veterans to know 
that their spouse’s salary can be counted in computing 


the loan amount for which they may qualify. 

VA Policy considers the full combined income of 
both the veteran and his wife (or in the case of a female 
veteran, her husband) when the income of the veteran 
alone is not sufficient to qualify him or her for the 
amount of the loan. 

The same standards applied to the income of the 
veteran are applied to that of the spouse. The type and 
duration of employment will determine if the income of 
either or both can be considered reliable for the relatively 
long term of loan payments. 

The VA exercises judgment and discretion based on 
facts in particular cases. No hard and fast rules apply. 

Also, potential family growth is no longer con- 
sidered by VA in determining income for loan purposes, 
and VA has been successful in discouraging solicitation 
from veterans or their wives regarding child bearing 
capability. 

Correction 

On page 11 of the July Journal, Captain Frank H. 
Wagner was incorrectly listed as the area commander of 
the Florence Area of Columbia DRC. The commander of 
that area, which rated a “commendable” rating from the 
USAREC IG, is commanded by Captain George C. 
Varner. 

CHAMPUS Handbook 

A limited quantity of the new CHAMPUS Handbook 
for beneficiaries has been distributed to selected in- 
dividuals who have been asked to evaluate its readability 
and content. 

Defense Department officials note that this trial ver- 
sion of the publication is not available for general dis- 
tribution. Individuals interested in CHAMPUS who have 
not already received a copy are asked not to request one. 

A mass printing is scheduled for late fall, following 
consideration of the evaluations and appropriate 
modifications. Availability of the handbook will be 
widely publicized. 

New Posters 

Reenlistment NCOs should be watching their mail 
for three new reenlistment posters. 

The first, which you should already have, has an 
educational theme and is entitled, “Keep Learning; See 
your reenlistment NCO. 

The second poster deals with Europe and is entitled, 
“Send a Good Soldier to Europe; See your reenlistment 
NCO.” If the production schedule is accurate, you should 
start receiving this in late September or early October. 

And third, “Keep Growing; See your reenlistment 
NCO” depicts types of enlisted brass. Watch for its arrival 
in October. 



34 


Recruiting & Reenlisting Journal 



MOS 15J: Lance/Honest John « 
operations fire direction specialist 


By SP4 CHARLANE BUSSE 

Ft. Sill, Oklahoma 

“T Minus three, T minus two, T minlis one, FIRE!” 
That’s the command of a Lance/Honest John Operations 
Fire Direction Specialist (FDS) as he gives the order to 
fire the Lance missile or the Honest John rocket. 

The men and women of military occupational spe- 
cialty 15j are the calculating minds behind the power of 
the Lance missile and Honest John rocket. 

They receive and decode secret messages and firing 
directions, then plot targets and compute the range of the 
missile, altitude and the azimuth and the angular dis- 
tance between the missile and its target. All the informa- 
tion is relayed to the missile’s crewmen who carry out the 
commands. 

These commands are either manually computed or 
done with the aid of a Field Artillery Digital Automatic 
Computer (FAD AC). The coordinates to aim the missile 
and its warhead must be exact the first time. 

Fire Direction Specialists have the advantages of an 
inside job and the artillerymen’s outdoor life. They are 
constantly using their above-average math skills while 
being in the field where the real job is done. It’s rugged 
living, a test of stamina. Experienced 15js feel that their 
job is the best combat arms occupation — with fast pro- 
motions for sharp men and women. 

Fire direction specialists begin their careers after 
basic training with eight weeks of training at Ft. Sill, 
Okla., home of the U.S. Army Field Artillery School. The 
first training week is used to refresh the math skills 
needed to compute a fire mission. Next, they are taught 
how to supply information to and operate the FADAC 
computer. 

While in training at Ft. Sill, students learn map read- 
ing and the use of short wave radios and field phone 
radios. The 3KW generator is important to the mission 
and an FDS learns to operate and service these genera- 
tors. 

An applicant needs to have completed one year of 
high school algebra or geometry. 

During training there is emphasis on the mathe- 
matics it takes to compute a fire mission, but when you 
are on the job there will be a variety of responsibilities 
and duties. Camouflaging and improving the operation 
site is an important responsibility. Fire Direction Spe- 
cialists help drive the heavy equipment to the firing site: 


equipment like the personnel carrier, the mobile base of 
operations. 

Units normally spend three to five months a year in 
the field, but the time isn’t continuous and may be only 
three or four days at a time. Ordinarily there is at least 
one overnight field exercise and one three-day field exer- 
cise a month. But while operating on field maneuvers the 
FDS stays inside the personnel carrier away from the 
weather. 

Ft. Sill is the only CONUS duty station where 15 
“Juliets” are assigned. FDSs are assigned to either the 1st 
Battalion, 12th Field Artillery, or the 6th Battalion, 33rd 
Field Artillery. Each of these battalions is made up of five 
batteries, and 15js are assigned to all batteries except the 
service battery. 


About 95 pecent of the newly-training specialists 
will be assigned to one of the six battalions in Germany. 
Being a 15j means spending a lot of time in the field but 
there will still be plenty of opportunities to explore the 
unique cultures of Europe. Many 15js accompany Lance 
batteries stationed in Germany when they go for their 
yearly fire testing maneuvers to the magic island of 
Grete. 

Although there is no directly related civilian occupa- 
tion, these specialists take many skills with them when 
they leave military service. More important than map 
reading or operating a field radio is the experience of 
teamwork and the maturity that comes from the respon- 
sibility of directing men and missiles. 

They are the center of operations. Without Fire 
Direction Specialists, Lance missiles and Honest John 
rockets could not be launched. 


i 



September 1978 


☆ U.S. GOVERNMENT PRINTING OFFICE: 1978 750-128/12 



of FLORIDA 


3 1262 09681 6029