PERSONAL INTERESTS. You should ask
questions to find out the personal interests of the
member. This could include questions about
leisure time activities, sports in which the member
has participated, the level of achievement in each
sport, any talents for public entertainment, and
positions of leadership held. The latter usually
refers to office or committee jobs in organizations
to which the person has belonged. These activities,
being largely voluntary, sometimes present a truer
picture of the persons interests than the educa-
tion or work experience. In any case, they add
to a complete picture of the person.
OCCUPATIONAL INFORMATION. You
should obtain a brief record of the persons
experience on jobs held since entering the Navy
and before entering the Navy, length of time held,
interests in each job, and success in each job.
Care must be exercised both in recording work
experience and interpreting it. With experience,
as with education, you should not assume that an
occupation is suitable for a member merely
because some background in it has been shown.
The members interest and success in an occupa-
tion must be considered before you decide whether
to assign similar work to the person.
GIVE THE PERSON HONEST ANSWERS.
Remember that it is your responsibility to guide
and assist the person as much as possible. At times
you may be tempted to evade or give indefinite
answers because you expect the person to react
unfavorably to what you have to say. Keep in
mind, however, that even though working out a
solution to a members problems means a lot of
hard work, it is your job.
Look at the situation from the members point
of view. Few situations are more discouraging
than attempting to get information and receiving
evasive answers or no help from the person who
should be helping you. In other words, if you are
supposed to be a counselor, tackle the problem
and try to do something to help. Tell the person
when you do not know the answers, but try to
help find them.
EMPHASIZE THE PERSONS ABILITY.
You will be most effective as a counselor and an
interviewer if you take a positive approach,
putting emphasis on the abilities of personnel and
the kinds of jobs in which they can best be put
to use. The more you learn about the various types
of Navy duty, the greater respect you are likely
to acquire for all the various jobs. They differ
as to kinds of ability, but they all require a
considerable amount of ability.
Do not close the door to training on the
member because the cutting scores required for
a school have not been achieved. If a member is
genuinely interested in a type of work, the member
will probably be able to get on-the-job training.
This process, which is quite likely to be available
to a member as a striker aboard ship, may be
within the members capabilities even though the
member could not keep up the speed required in
CLOSING THE lNTERVIEW. Before closing
the interview, you should summarize the
members qualifications and inform the member
of his or her assignment. Show the member all
the advantages that can be gained from the assign-
ment. It is part of your duty to help the member
see all the ways in which the assignment can be
used in furthering long-range ambitions. You
should make certain that the member understands
all the duties and responsibilities of the assign-
ment and that the person has been given helpful
information. You should help the member
develop a positive attitude toward the new assign-
ment; this will promote the persons effectiveness
in the immediate job and his or her own best
interest in the future.
Some Final Thoughts for the Interviewer
As a brief review, here are
dations to keep in mind for
Get a mental picture
person, not just one side.
of the WHOLE
Be alert for the possibility that the person
may be suffering from some physical or mental
illness. Navy people are generally fine physical
specimens and well adjusted mentally, but your
job may put you in contact with exceptional cases.
These belong to the professional specialistthe
Be more concerned with the causes than
wit h surface symptoms. Do not assume that all
members OUGHT TO BEHAVE in a certain way,
and do not condemn the nonconformists. Try to
find out what makes a member behave in a certain