Recruiter magazine January 2026

Recruiting Nation, The start of a new year is an opportunity to reset our focus and recommit to how we deliver for the Navy. At Navy Recruiting Command, that focus is clear: continue removing barriers that slow us down, reduce friction in our processes, and empower recruiters to do what they do best—connect the right people to the right opportunities in our Navy. For recruiters on the deck plates, that means fewer dead ends, leads with a higher probability of contracting, and more time spent with applicants who can actually ship. Over the past several months, we have taken a hard, honest look at where our systems, policies, and practices help recruiting—and where they unintentionally get in the way. When we identify friction, we don’t accept it as the cost of doing business. We move to fix it. That mindset has driven several recent changes across the command, all aimed at increasing clarity, consistency, and efficiency while maintaining the standards our Navy requires. Those efforts are already showing results. We are sustaining strong momentum across multiple mission areas, and in several cases exceeding glide slope. But progress alone isn’t enough. The work ahead requires continued discipline, accountability, and a willingness to adapt as conditions change. Before outlining some of the specific changes we’ve implemented, and why they matter, it’s important to take a look at where we stand today.

The Scorecard: Strong Momentum Across the Force From an enlisted perspective, the numbers tell a compelling story. Active Component enlisted shipping is at 107 percent of mission—11,800 Sailors shipped against a requirement of 11,055. We’re ahead of glide slope, and our Delayed Entry Program remains steady. We’re not just staying afloat, we’re building margin. The Reserve Component is also performing exceptionally well. Non-prior service stands at 108 percent, prior service at an impressive 124 percent, with nuclear field recruiting reaching 126 percent and Special Operations (NSO) at 128 percent. Officer recruiting remains our most challenging area. Active Component officer accessions sit at 92 percent, and Reserve Component officers at 45 percent of glideslope. Some of that shortfall was driven by the government shutdown and the processing delays that came with it. While those delays were outside recruiter control, the impact is real and we own the recovery.  I am committed to giving you the tools you need to get us there…your job is to relentlessly prospect, build trust based relationships and close. Looking at total enlisted recruiting to date—combining carryover from FY25 and new contracts—we’re already at 51.6 percent of annual mission attained after the first quarter. That’s a strong position to build from. And performance matters. In December alone, 11 of 26 NTAGs and all five RTAGs earned the right to ring the bell. Two NTAGs—Northern Plains and Rocky Mountain—rang it all three months of the quarter, earning Gold Wreath awards. That kind of consistency deserves recognition. Bravo Zulu!

Why We’re Making Changes—and What They Mean Hard work alone doesn’t sustain success. Clarity, consistency, and accountability do. That’s why I signed out a DGM formalizing on-production and off-production definitions. When production metrics differ based on interpretation, we’re no longer comparing apples to apples. Clear definitions ensure fairness, transparency, and credibility in how we measure output and allocate resources. We also adjusted waiver processing—specifically for tattoos and major misconduct—to allow these to be reviewed before a physical exam, provided applicants meet minimum testing thresholds. This isn’t about lowering standards; it’s about respecting time for recruiters, applicants, and MEPS alike. If someone is unlikely to qualify, we owe it to everyone to recognize that earlier in the process and move on. Another example of targeted problem-solving is dental hygienist recruiting. For five years, the Navy recruited exactly zero. The reason was simple: compensation mismatch. So we changed the approach—modifying the DPEP program to allow licensed hygienists to enter at higher pay grades. For every contract, I will award the recruiter a Navy Achievement Medal and a Bravo Zulu belt buckle. When we identify a gap, we respond creatively and decisively.

Attrition: Relationships Matter More Than Ever National DEP attrition hovers just under 10 percent. That’s manageable. What’s not manageable is close-in loss – attrition and roll-outs within 30 days of shipping. Those losses leave empty seats in A-schools we cannot afford to leave empty. We’re targeting 45,000 Sailors this year in a training pipeline built for 42,000. Precision matters. That’s why we’re shifting focus to “in-window loss” and setting a clear expectation: under 3 percent. Starting February 1, we will reset the metric and move forward with what recruiters can control: relationships, early recognition of risk, and deliberate DEP management. This isn’t about dropping people casually. It’s about understanding who needs reassurance, who needs support, and who is unlikely to ship—before the clock runs out. Every attrition loss represents hundreds of phone calls to replace. Time spent sustaining trust is time well invested. That starts with deliberate, scheduled DEP touchpoints—not reactive check-ins when a problem surfaces.

Looking Ahead We are off to a strong start this fiscal year. Momentum is real. Progress is measurable. And where we fall short, we’re being honest about it and deliberate in fixing it. At its core, recruiting is about relationships, accountability, learning from our challenges and ultimately, just running the play that works every single day. That’s how we attain mission and build trust with future Sailors. That’s how we fill the force the Navy needs. And that’s how we continue to get better together.

Winners win.

Rear Adm. Jim Waters

Recruiting Nation,   Happy New Year! As we launch into 2026, I want to express my sincere gratitude for the warm welcome I've received since joining the Navy Recruiting Nation. Witnessing firsthand the pride, passion, and unwavering determination that defines this team has been incredibly inspiring. My prior service at RTC gave me a deep respect for the vital work you do, but being here has provided a profound appreciation for the impact each of you has on shaping the future of our Navy.   Bravo Zulu on a truly historic recruiting year! Your collective efforts in FY25 have been celebrated across the entire Navy, and rightfully so. I was reminded of your impact when I observed the final graduation at RTC, where the bell-ringing ceremony commemorated the milestone of surpassing 42,000 graduates. In that powerful moment, it was clear that every success story in our Navy, every Sailor who stands the watch, begins with one of you. It starts with your mentorship, your guidance, and your belief in their potential.   This sentiment is echoed at the highest levels. During Recruiter of the Year Week, the CNO and MCPON affirmed that Navy readiness starts right here, with you. This was reinforced at the Recruiting Excellence Forum at the Pentagon, where senior leaders from across the Joint Force honored the military’s top recruiters for their monumental contributions. The message is clear: the strength of our entire force is forged in the world of recruiting. Your work is the bedrock of America’s security.   As we embark on this new year, let the successes of the past fuel our drive for the future. The resilience and dedication you showed in a demanding 2025 have set a new standard, and I have no doubt that the year ahead holds even greater opportunities for us to excel.   I am truly honored to serve alongside you. Thank you for everything you do, today and every day, to build the Navy of tomorrow.

Always Ready!

Very Respectfully,

CMDCM Vantroi SibiliaMartinez

Recruiting Nation, We’re three months into FY26, and it’s clear that your dedication and effort are driving real progress. The challenges we face are significant, but your focus, persistence, and teamwork are proving that this force can meet and exceed the demands of the Fleet.   The work now is about maintaining momentum while sharpening our execution. Every future Sailor we guide into the Navy is a promise to the Fleet, and that promise starts long before they step on a quarterdeck. Success requires attention to every stage of recruiting: meaningful early engagement, high-quality contracts, pipeline management, and fostering long-term commitment in both officer and enlisted candidates.   The connections you make, the mentorship you provide, and the trust you build with future Sailors remain our most powerful tools. That bond is where we secure commitment, maintain readiness, and strengthen the force for the long term. The guidance and mentorship you provide during DEP directly impact whether future Sailors remain committed.   Our medical and specialty officer programs remain a priority. Achieving success here depends on strong program knowledge, effective outreach to schools and communities, and ensuring Sailors can clearly communicate the unique benefits of these programs. We must elevate concerns and share solutions across regions and up to NRC to keep these missions on track.   I’m proud of what we’ve accomplished so far, and I’m confident that FY26 will see us elevate performance, refine processes, and prove again that this recruiting force is among the best in the Navy. Let’s continue driving forward with purpose, discipline, and the understanding that every great Sailor begins with a great recruiter.

Very Respectfully,

Master Chief Kevin Daniel Kikawa

NTAG Nashville’s Senior Sailor of the Year

Story and photo by Mass Communication Specialist 1st Class Samuel Osborn, Navy Talent Acquisition Group Nashville

Navy Counselor 1st Class Christopher Pierce, a Florida native and recruiter at Navy Recruiting Station Southaven, Tennessee, was selected as Navy Talent Acquisition Group Nashville’s Senior Sailor of the Year.

“To me, this award is a direct reflection of my family, my Sailors, mentors, and leadership who supported me,” Pierce said. “I could not have done it without them. This award is not mine but ours to share.”

As the recruiter in charge for NRS Southhaven, Pierce leads a team of recruiters across the Southaven area, focusing on developing skilled, confident, and mission-ready recruiters.

“The training and mentoring aspect is what’s most important to me,” said Pierce. “I’m in the business of training the next generation of recruiters. I stay engaged and passionate about the job by focusing on the people aspect. Training and mentoring recruiters, watching them grow in confidence and effectiveness as well as the long-term impact of the future Sailors who grow into successful Sailors keeps me motivated. Every contract represents a life changed and a future shaped. Knowing I play a role in developing both my Sailors and future Sailors gives my work meaning every single day.”

Pierce credits his success to his team and his dedication to transparency.

Goodlettsville Navy Recruiter Awarded Recruiter of the Year

Story and photos by Mass Communication Specialist 1st Class Samuel Osborn, Navy Talent Acquisition Group Nashville Public Affairs

Goodlettsville, Tennessee, Navy Nuclear Field recruiter was awarded Enlisted Nuclear Field recruiter of the year by Rear Adm. James Waters, Dec. 12.

Retail Services Specialist 1st Class Korbin Lewis, from Tennessee, and a recruiter at Navy Recruiting Station Goodlettsville, lead the country in Enlisted Nuclear applicants recruited during fiscal year 2025.

“Earning this award means the world to me,” Lewis said. “It is a constant reminder that hard work doesn’t go unnoticed and when you enjoy what you do it is not truly work. Getting to see your hard work and knowing these applicants are the future of the Navy and are our replacements is the reward.”

Lewis is focused on changing lives rather than simply offering career paths.

“The best part of my job is changing the lives of the individuals,” said Lewis. “Once you look at the bigger picture of the Navy and everything it has to offer it becomes a privilege to give these opportunities to others.”