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Designing and implementing performance metrics that support Army goals requires analysis of how different metrics would affect recruiter behavior and, in turn, recruiters' contributions toward achieving the Army's goals. The authors evaluate traditional performance metrics, such as number of contracts signed per month per recruiter, and find that they do not adequately measure recruiter effort, skill, and productivity. They then develop a ""preferred performance metric"" that takes into account the difficulty of recruiting different types of youth in various markets. Using a performance metric

United States. Army -- Personnel management. --- United States. Army -- Recruiting, enlistment, etc. --- United States. Army. --- Military Administration --- Military & Naval Science --- Law, Politics & Government --- United States. --- Recruiting, enlistment, etc. --- Personnel management. --- U.S. Army --- US Army

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The authors attempt extensive quantitative research into the recruitment and classification practices used by the United States Army over the course of the last century. They analyze which techniques are successful in retaining qualified soldiers, and compare conscription to volunteer armies to see which is more cost effective. The study ranges from the Revolutionary War all the way until the Afghanistan and Iraq Wars.

Soldiers -- United States -- Classification -- History. --- United States. Army -- Examinations -- History. --- United States. Army -- Occupational specialties -- History. --- United States. Army -- Personnel management -- History. --- Soldiers --- Military & Naval Science --- Law, Politics & Government --- Military Administration --- Armed Forces personnel --- Members of the Armed Forces --- Military personnel --- Military service members --- Service members --- Servicemen, Military --- Armed Forces --- Classification --- History --- United States. --- Personnel management --- History. --- Occupational specialties --- Examinations --- U.S. Army --- US Army