Topic Specified: Navy Recruiting and Retention

  • Main Point I

The Navy like most organizations has fluctuations in their manning. At times of war, standards are sometimes lowered such as ASVAB score requirements, age waivers, and physical fitness standards changes. From the retention aspect, bonuses are offered for under manned Navy occupations that deal with combat and maintenance. The Navy needs more aviation personnel, submariners and other sea going rates to be filled.

When we are in a drawdown, the budget usually changes, and the number of bonuses given are in decline, promotion quotas slowly dwindle down, and manning is loss due to a change in the global conflicts. How do we keep out fighting force at acceptable levels to avoid drastic personnel surplus and deficiencies all while working within the national debt limit U.S Congress is trying to manage?

Subpoint ACurrent recruiting effort (source cited): Rosendale, J. A., & Leidman, M. B. (2015). Locked-in on Our Youth: An Inquiry into American Military Recruiting Media (1st ed., Vol. 4). Retrieved from

Subpoint B – Retaining our current workforce? (source cited): Eskreis-Winkler, L., Shulman, E., Beal, S., & Duckworth, A. (2014). The grit effect: Predicting retention in the military, the workplace, school and marriage. Frontiers in Psychology, 5, 36.

  • Main Point II

Bringing aboard recruits that are desirable is essential in workforce balancing. It will come done to select the most qualified and placing them in the field they may thrive in the most. The issue with job placement comes with what the recruit expects the job is like versus the reality of the job itself.

Subpoint A – Testing and selecting standards (source cited):

Eakman, A. (2014). A Prospective Longitudinal Study Testing Relationships between Meaningful Activities, Basic Psychological Needs Fulfillment, and Meaning in Life. OTJR: Occupation, Participation and Health, 34(2), 93-105.

Cassenti, D., Rice, V., & Rose, P. (2015). The Relationship between U.S. Military Aptitude Testing and Academic Performance during Army Combat Medic Training (Vol. 59). Los Angeles, CA: SAGE Publications.

Subpoint B – Job satisfaction and morale (source cited):

Bysted, R. (2013). Innovative employee behavior. European Journal of Innovation Management, 16(3), 268-284.

  • Main Point III

The plan to keep the personnel we have and bring on new talent to keep vigor in the workforce. Ultimately, even with the advancement in technology, there is a need for human involvement in day to day naval operations. There are plans being researched and put evaluated to perpetuate the vigor of the naval workforce.

Subpoint A – Implemented more programs to promote mental and physical health (source cited): Woods, M. (2017). 4 Ways HRIS Can Improve Employee Engagement: Keeping employees happy is a top-level priority. Core HR, HRIS and Payroll Excellence Essentials, Core HR, HRIS and Payroll Excellence Essentials, Mar 2017.

Palm, R. (2016). Thinking Outside The Network: How benefits managers can save money while keeping employees happy. Employee Benefits and Wellness Excellence Essentials, Employee Benefits and Wellness Excellence Essentials, Mar 2016.


In conclusion, implementing some of these plans should show an increase in recruitment to meet the Department of Defense fiscal year goals and also retain valuable assets within the organization to sustain the naval workforce.