Recruiting for Quality:  Best Practice Recruitment with Objective Assessment ERE Expo Spring 2008 Marie Artim
Introduction <ul><li>Enterprise – Who we are </li></ul><ul><li>Recruiting in the New Millennium - Change Your Perspective ...
<ul><li>Who are we? </li></ul>
Who are we? <ul><li>Founded in  1957 </li></ul><ul><li>Largest  Car Rental Company In North America </li></ul><ul><li>65,0...
Business culture & philosophy “ Take care of your customers and employees first… And profits are sure to follow.” - Jack T...
<ul><li>Decentralized structure </li></ul><ul><li>Promote from within philosophy </li></ul><ul><li>Employees focus: </li><...
Enterprise Recruiting <ul><li>Goals around hiring pipeline for future leadership </li></ul><ul><ul><li>Efficient sourcing ...
Enterprise Recruiting <ul><li>8,500 College Grads this year into the Management Training (MT) Program  </li></ul><ul><li>M...
Recruiting Team Structure <ul><li>Corporate Recruiting  </li></ul><ul><li>Department </li></ul>Field Recruiters Field Oper...
Components of Success <ul><li>The ERAC Recruitment Process </li></ul><ul><ul><li>High Tech, High Touch </li></ul></ul><ul>...
Components of Success <ul><li>Use several tools to identify “talent”: </li></ul><ul><ul><li>Targeted Marketing </li></ul><...
Challenging Assumptions <ul><li>“ Centralization” Myth </li></ul><ul><ul><li>Talent pool, or pool of unusable data? </li><...
Challenging Assumptions <ul><li>“ Resume” Myth </li></ul><ul><ul><li>Accuracy: 42 percent of resumes contained at least on...
Thinking Outside the Box <ul><li>What we often use to identify talent isn’t always the most valuable </li></ul>Perfect Pre...
Objective Hiring, Objective Assessments <ul><li>Recruiting is Entering the “Age of Objective Assessment” </li></ul><ul><ul...
Example: Cost/Value of Talent Top Performers Poor Performers 85 th  percentile 15 th  percentile Cost exceeds value  Value...
The Interview Challenge <ul><li>How many interviews can you do in one day? </li></ul><ul><ul><li>Maybe 5 or 6 </li></ul></...
The Interview Challenge <ul><li>So,you spend at least two thirds of your time interviewing unsuitable applicants; you don’...
Objective Hiring, Objective Assessments <ul><li>Technology – Both Requires and Enables Assessments </li></ul><ul><ul><li>I...
Focus on  Quality <ul><li>Quality is Value </li></ul><ul><ul><li>Quality assessment = quality candidates </li></ul></ul><u...
<ul><li>Research from the assessment industry has shown that: </li></ul><ul><li>The difference in value between an average...
Best of Breed Practices <ul><li>Recruiting is Changing, Will Continue to Change – Adapt! </li></ul><ul><li>Don’t Assume Yo...
Thank you!! www.enterprise.com/careers
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Marie Artim

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Marie Artim

  1. 1. Recruiting for Quality: Best Practice Recruitment with Objective Assessment ERE Expo Spring 2008 Marie Artim
  2. 2. Introduction <ul><li>Enterprise – Who we are </li></ul><ul><li>Recruiting in the New Millennium - Change Your Perspective </li></ul><ul><li>Traditional Recruiting Methods Becoming Less Effective </li></ul><ul><li>Look at “Talent Pools” Differently </li></ul>
  3. 3. <ul><li>Who are we? </li></ul>
  4. 4. Who are we? <ul><li>Founded in 1957 </li></ul><ul><li>Largest Car Rental Company In North America </li></ul><ul><li>65,000+ Employees </li></ul><ul><li>7,000 locations Worldwide </li></ul><ul><ul><li>US, Canada, UK, Ireland & Germany </li></ul></ul><ul><li>Operate Fleet of more than 900,000 Vehicles </li></ul><ul><li>Fiscal 2007 Revenue of $9.5 Billion </li></ul><ul><li>The “Taylor Family of Companies” now includes National Car Rental and Alamo Rent-A-Car </li></ul>
  5. 5. Business culture & philosophy “ Take care of your customers and employees first… And profits are sure to follow.” - Jack Taylor, Founder
  6. 6. <ul><li>Decentralized structure </li></ul><ul><li>Promote from within philosophy </li></ul><ul><li>Employees focus: </li></ul><ul><ul><li>Profit-and-loss responsibility </li></ul></ul><ul><ul><li>Employee income tied to performance </li></ul></ul><ul><ul><li>Responsibility to grow local business </li></ul></ul><ul><ul><li>Responsibility to develop people </li></ul></ul>Our model
  7. 7. Enterprise Recruiting <ul><li>Goals around hiring pipeline for future leadership </li></ul><ul><ul><li>Efficient sourcing and processes </li></ul></ul><ul><ul><li>Measuring and metrics </li></ul></ul><ul><li>Education of the audience and “Selling the Dream” </li></ul><ul><ul><li>Overcoming misperceptions </li></ul></ul><ul><ul><li>Not a typical opportunity </li></ul></ul><ul><li>A blend of National strategy and Local implementation </li></ul><ul><li>Genuine, grass roots relationships </li></ul><ul><li>Technology for consistency and volume </li></ul>
  8. 8. Enterprise Recruiting <ul><li>8,500 College Grads this year into the Management Training (MT) Program </li></ul><ul><li>Management Interns – 2,000 in Summer 2007 </li></ul><ul><ul><li>Pipeline to MT Program </li></ul></ul><ul><ul><li>Mirrors the MT Program </li></ul></ul>
  9. 9. Recruiting Team Structure <ul><li>Corporate Recruiting </li></ul><ul><li>Department </li></ul>Field Recruiters Field Operations General Manger/RVP National Partnerships Recruitment Advertising National Media Plan Training & Development Website Development Internet Recruiting College Relations ERP Internship Program Part Time Hiring Car Preps & Drivers Online Application & Assessment
  10. 10. Components of Success <ul><li>The ERAC Recruitment Process </li></ul><ul><ul><li>High Tech, High Touch </li></ul></ul><ul><ul><li>Local Approach, “Global” Perspective </li></ul></ul><ul><ul><li>Highly Adaptable, Flexible, and Customer (candidate) oriented </li></ul></ul>
  11. 11. Components of Success <ul><li>Use several tools to identify “talent”: </li></ul><ul><ul><li>Targeted Marketing </li></ul></ul><ul><ul><li>Online Assessments </li></ul></ul><ul><ul><li>Online Application </li></ul></ul><ul><ul><li>Integrated Background Checks </li></ul></ul>
  12. 12. Challenging Assumptions <ul><li>“ Centralization” Myth </li></ul><ul><ul><li>Talent pool, or pool of unusable data? </li></ul></ul><ul><li>“ Candidate Experience” Myth </li></ul><ul><ul><li>Today’s candidates are the “Internet” generation </li></ul></ul><ul><li>“ High Tech = High Touch” Myth </li></ul><ul><ul><li>Technology isn’t about removing personal connections from the process – it enables it </li></ul></ul>
  13. 13. Challenging Assumptions <ul><li>“ Resume” Myth </li></ul><ul><ul><li>Accuracy: 42 percent of resumes contained at least one glaring inaccuracy in key factual information. 1   </li></ul></ul><ul><ul><li>Usefulness: A snapshot of past performance – yet we hire for potential </li></ul></ul><ul><li>“ Best Schools/Sources=Best Candidates” Myth </li></ul><ul><ul><li>Are we excluding some of the best potential? </li></ul></ul><ul><ul><li>Is there a link between performance and a degree or school? </li></ul></ul>1. Source: Resumedoctor.com
  14. 14. Thinking Outside the Box <ul><li>What we often use to identify talent isn’t always the most valuable </li></ul>Perfect Prediction +.65 Assessment Centers +.45 Ability Tests/Job Samples +.40 Group Exercise/Personality Assessments +.35 Structured Interviews/Simulations +.30 Background/Past Performance +.15 Employment Interviews +.10 Educational Qualifications Graphology/Astrology/Phrenology Random Prediction +1 Source: Mike Smith, UMIST 0
  15. 15. Objective Hiring, Objective Assessments <ul><li>Recruiting is Entering the “Age of Objective Assessment” </li></ul><ul><ul><li>Transparency and objectivity in the eyes of the candidate </li></ul></ul><ul><li>Focus on Competence and Potential </li></ul><ul><ul><li>Hidden gems </li></ul></ul>
  16. 16. Example: Cost/Value of Talent Top Performers Poor Performers 85 th percentile 15 th percentile Cost exceeds value Value exceeds cost $40,000 Salary
  17. 17. The Interview Challenge <ul><li>How many interviews can you do in one day? </li></ul><ul><ul><li>Maybe 5 or 6 </li></ul></ul><ul><li>How long are they? </li></ul><ul><ul><li>Approximately 45 minutes </li></ul></ul><ul><li>When do evaluate the information/do your write ups? </li></ul><ul><ul><li>End of the day, following morning </li></ul></ul><ul><li>How many superstars do you see in one day? </li></ul><ul><ul><li>Maybe 1 or 2 if I’m lucky </li></ul></ul><ul><li>How long before you really know someone in an organization and that they are performing to the required level? </li></ul><ul><ul><li>6 months </li></ul></ul>
  18. 18. The Interview Challenge <ul><li>So,you spend at least two thirds of your time interviewing unsuitable applicants; you don’t know much about their strengths and weaknesses in relation to the requirements of the job and you are going to wait six months to find out if you made the right decision?! </li></ul><ul><li>This is similar to: </li></ul><ul><ul><li>Purchasing a new IT system after a 45 minute sales call </li></ul></ul><ul><ul><li>Buying a new car without test driving or researching pricing and performance </li></ul></ul>
  19. 19. Objective Hiring, Objective Assessments <ul><li>Technology – Both Requires and Enables Assessments </li></ul><ul><ul><li>Increased candidate volumes: Good or Bad? </li></ul></ul><ul><ul><li>Good – tap into new talent potential </li></ul></ul><ul><ul><li>Bad –Manage the flood of candidates </li></ul></ul><ul><li>Effective automation with assessment is key </li></ul>
  20. 20. Focus on Quality <ul><li>Quality is Value </li></ul><ul><ul><li>Quality assessment = quality candidates </li></ul></ul><ul><ul><li>Poor quality can create both business and brand risks </li></ul></ul><ul><ul><li>What quality do you get from your current process, screening and assessment? </li></ul></ul>
  21. 21. <ul><li>Research from the assessment industry has shown that: </li></ul><ul><li>The difference in value between an average performer (50 th percentile) and a top performer (85 th percentile) is between 40-70% of salary </li></ul><ul><li>The average value of output of the average worker is about twice his or her salary </li></ul><ul><li>The average cost of employing someone is between 1.2 and 1.4 times their salary </li></ul>The Value of Quality
  22. 22. Best of Breed Practices <ul><li>Recruiting is Changing, Will Continue to Change – Adapt! </li></ul><ul><li>Don’t Assume You Understand Your Candidates </li></ul><ul><li>Challenge Internal Assumptions </li></ul><ul><li>Focus on What Makes a Difference </li></ul>
  23. 23. Thank you!! www.enterprise.com/careers

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