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enterprise

  1. 1. Running Head: ENTERPRISE Jennifer Franklin-Robison Chelsea Lumm Jenna McClellan Timothy Robinson III Central Michigan University April 16, 2015
  2. 2. ENTERPRISE 2 Table of Contents Summary……………………………………………………………………………………….…4 Introduction to Enterprise………………………………………………………………………4 Enterprise Company Culture…………………………………………………………...………5 Project Scope………………………………………………………………………..……………6 Significance…………………………………………………………………….…………6 Steps to Gather information…………………………………………………………….7 Management Trainee Interview and Evaluation Process………………………………..……7 Step1. Online Application……………………………………………………………….8 Step 2. Phone Screening…………………………………………………………………9 Step 3. First Interview……………………………………………………………...……9 First Interview Evaluation………………………………………………………….….10 Step 4. Branch Observation…………………………………………………...……….10 Second Interview……………………………………………………………….……….11 Second Interview Evaluation………………………………………………….……….12 Step 5. Third Interview………………………………………………………………...12 Third Interview Evaluation……………………………………………………...…….13 Site Visit and Interview with Patti Lis…………………………………………………...……13 Patti’s Definition of a Successful Management Trainee………………………...……13 Other Questions…………………………………………………………………...……14 Interview with Management Trainees………………………………………………...………14 Interview with Management Trainee Molly Mason…………………………….……15 Interview with Management Trainee Steven Beudouin ………………………..……16 Who Was The Successful Management Trainee…………………………………...…16 Critical Factor of Success………………………………………………………………17 Interview with Talent Acquisition Specialists…………………………………………...……18 Interview with Talent Acquisition Specialist Mike Proulx………………………..…18 Interview with Talent Acquisition Specialist Al Reyes-Rivera………………………19 Conclusions………………………………………………………………………...……19 Management Trainee Interview and Evaluation Process Assessment………………………20 Competencies Questioned On Vs. Evaluated On…………………………………..…20 Competencies Changing From Interview to Interview………………………………21 Lack of Competitiveness…………………………………………………………….....21 Interview with Tori Stevens……………………………………………………………………22 Tori’s Responses……………………………………………………………………..…22 Conclusions From Tori’s Interview………………………………………………...…23 Interview with Quicken Loans Recruiter……………………………………………………..24 Quicken Loans’ Culture………………………………………………………………..24 Quicken Loans’ Interview Process…………………………………………………….24 Quicken Loans’ Competencies…………………………………………………………25 Conclusions……………………………………………………………………………...25 Final Recommendations………………………………………………………………………..25 Additional Recommendations………………………………………………………….26 References…………………………………………………………………………………….…28 Appendix A…………………………………………………………………………………...…29
  3. 3. ENTERPRISE 3 Management Trainee Job Description Appendix B……………………………………………………………………………………...31 Management Trainee Minimum Criteria and Qualifications Appendix C……………………………………………………………………………………...32 Management Trainee Interview Process Progression Ratios Appendix D……………………………………………………………………………………...33 Management Trainee Phone Screen Appendix E……………………………………………………………………………………...35 Management Trainee First Interview Questions Appendix F…………………………………………………………………………………...…38 Management Trainee First Interview Evaluation Appendix G……………………………………………………………………………………...41 Management Trainee Branch Observation Checklist Appendix H……………………………………………………………………………………...43 Management Trainee Second Interview Questions Appendix I………………………………………………………………………………………47 Management Trainee Second Interview Evaluation Appendix J………………………………………………………………………………………49 Management Trainee Third Interview Questions Appendix K……………………………………………………………………………………...54 Management Trainee Third Interview Evaluation Appendix L……………………………………………………………………………………...56 Interview Questions for Patti Lis Appendix M……………………………………………………………………………………..57 Sales Matrix Appendix N……………………………………………………………………………………...58 Interview Questions for Management Trainees Molly and Steven Appendix O……………………………………………………………………………………...59 Sales Matrix for Lansing Branch Appendix P……………………………………………………………………………………...60 Interview Questions for Talent Acquisition Specialist Mike Proulx Appendix Q……………………………………………………………………………………...61 Interview Questions for Talent Acquisition Specialist Al Reyes-Rivera Appendix R……………………………………………………………………………………...62 Competencies Questioned On Vs. Evaluated On Appendix S………………………………………………………………………………………63 Competencies Changing From Interview to Interview Appendix T……………………………………………………………………………………...64 Education and Employment Background for Tori Stevens Appendix U……………………………………………………………………………………...65 Interview Questions for Tori Stevens Appendix V……………………………………………………………………………………...66 Interview Questions for Quicken Loans Recruiter
  4. 4. ENTERPRISE 4 Summary Central Michigan University’s College of Business offers students a hands-on experience with successfully operating businesses. A client project for Management 447: Personnel Selection & Evaluation, paired a student group, Team Enterprise, with Enterprise Rent-A-Car in an attempt to assist with a project Enterprise conceived regarding the hiring of Management Trainees. Patti Lis, Vice President of Human Resources at Enterprise, functioned as the main point of contact. To acquire the information needed to complete this report, the student group worked with Patti and her team of Talent Acquisition Specialists. The following report explains the progression of the project from the initial point of contact to final recommendations given by Team Enterprise to Enterprise Rent-A-Car. Introduction to Enterprise Enterprise Rent-A-Car, hereafter referred to as Enterprise, was founded by Jack C. Taylor. He named the company after an aircraft carrier he was stationed on during WWII. Jack believed there was a need for rental car service, which he started out of a dealership he worked for. However, Jack believed in more than just loaning a person a car; Jack founded the company on the basis of taking care of his customers, taking care of his employees, and allowing the profits to follow. Today Enterprise is the largest car rental brand in North America with locations in every state and worldwide. Many cities have more than one location and there are seven thousand airport locations (Enterprise Holdings, 2015). Enterprise provides a vehicle to those who are in need due to auto accident, theft, maintenance, and travel, leading Enterprise associates to facilitate business relationships with insurance agencies, automobile dealerships, detailers, mechanics, hotel accommodations, and
  5. 5. ENTERPRISE 5 body shops. Enterprise contracts a great deal of insurance centered commerce; should a client need a vehicle due to an auto accident, Enterprise assists the client in exploring their insurance coverage to see if it offers compensation toward automobile rental while the permanent automobile is being repaired or a new vehicle is purchased. An opportunity to up sell a customer over the amount the insurance company will cover leads to additional profit for Enterprise and incentives to the individual that facilitates the transaction (Enterprise Holdings, 2015). Enterprise Company Culture Enterprise’s culture is highly competitive coupled with a positive work environment. Enterprise emphasizes good relationships and clear communication, making sure to communicate clear goals and expectations, offering encouragement, praise, and recognition. Enterprise introduces the importance of a positive work environment in their mission statement: “To provide our employees with a great place to work” which is the third objective listed in Enterprise’s mission statement. Company values include similar objectives, “Our company is a fun and friendly place where teamwork rules” and “Our doors are open.” The competitive spirit at Enterprise is observable and contagious. This is a sentiment communicated by employees, and is even printed on literature. The mission statement begins with the words,“To be the best” followed by “To exceed”. It’s not a surprise that a number of employees at Enterprise are former college athletes (Enterprise Holdings, 2015). Enterprise is highly decentralized, operating through regional subsidiaries in which Branch Managers have significant responsibility and ultimately report to general managers, who are also offered a great deal of autonomy. Managers at Enterprise motivate employees through informal competitions and recognition. Enterprise appreciates that competition is a motivator and motivation is personal to each individual. Motivated employees are performing employees and
  6. 6. ENTERPRISE 6 Enterprise is a performance-based company, it is essential that employees perform ardently and in turn, that performance is handsomely rewarded and recognized (Enterprise Holdings, 2015). Project Scope Team Enterprise was asked to design interview questions which will be most predictive of hiring a successful Management Trainee at Enterprise Rent-A-Car. Significance There is a high level of importance in hiring a Management Trainee that will be successful. The Management Trainee position is the only full-time position that is hired externally; Enterprise promotes primarily internally, unless the need cannot be met internally. Every employee, at every level of management, started as a Management Trainee. Since Enterprise promotes exclusively within, each time they hire a Management Trainee, they need to see that individual as having the capacity to take on larger roles in the company. Enterprise does not hire Management Trainees with the intention of them remaining Management Trainees longer than 12 months. The potential career path for a Management Trainee is to be promoted to a Management Assistant, then to an Assistant Manager, and then to a Branch Manager. From the Branch Manager position the employee has the to opportunity to be promoted to Car Sales, Commercial Truck, Fleet Management, Business Rental Sales Executive, or Area Manager. If an employee is promoted to an Area Manager, the employee could then be promoted to a Group Rental Manager, then a Regional Vice President, and to continue to a Vice President/General Manager. Each promotion in upper management has about eleven consequential promotions as a result. Hiring successful Management Trainees is crucial for Enterprise to be able to stay true to their value of internal promotion; they must have a substantial internal talent pool to be able to promote from.
  7. 7. ENTERPRISE 7 Steps to Gather Information The first step Team Enterprise took to begin addressing the project scope was to become knowledgeable of Enterprise’s current interview and evaluation process for the Management Trainee position. Next, Team enterprise made a site visit to a Lansing, Michigan Branch to get Patti Lis’ definition of a successful Management Trainee and gather some more information regarding the position. While at the Lansing location, Team Enterprise also interview two Management Trainees, one successful and one not so successful, to try to determine critical factors of success. Since Talent Acquisition Specialists recruit for the Management Trainee position, as well as conduct the First Interview and Phone Screen, Team Enterprise felt it was important to meet with them to gather there input as well. After Interviewing the Enterprise staff, Team Enterprise sought out to interview Tori Stevens as a Subject Matter Expert in the interview process. Following the interview of a Subject Matter Expert, Team Enterprise also interviewed a Recruiter from Quicken Loans; Patti had identified Quicken Loans as one of Enterprise’s top competitors in recruitment of talent. Team Enterprise next researched the difference between being results drive and competitiveness, as well as successful competitiveness-based behavioral interview questions. Management Trainee Interview and Evaluation Process Team Enterprise investigated the Management Trainee interview and evaluation process to gain an understanding of the current selection process Enterprise utilizes for the Management Trainee position. A selection process is “the process of assessing and evaluating people for purposes of determining the likely fit between the person and the job” (Heneman III, 371). Enterprise employs a comprehensive interview process that allows both parties to be examined. The applicant is able to examine Enterprise and Enterprise examines the applicant. A job
  8. 8. ENTERPRISE 8 description for the Management Trainee position can be found in Appendix A. The comprehensive interview process for a Management Trainee includes several steps, outlined below: Step 1. Complete online application. Step 2. Preliminary phone screen with Talent Acquisition Specialist or on-campus interview. Step 3. Interview at Regional office with Talent Acquisition Specialist. Step 4. Branch Observation and Interview with Area Manager and Branch Manager at a Branch office. Step 5. Interview with Regional Vice-President at Regional office. Step 1. Online Application Every applicant must fill out an online application in order to be considered for a Management Trainee position with Enterprise. Whether the applicant is an employee referral, the applicant met a Talent Acquisition Specialist at a career fair, or the applicant found the job posting on a job board, an online application is still required. The online application gives the applicant an opportunity to upload a resume or connect with LinkedIn, but neither is mandatory to proceed. The application asks for all the information any other standard application would ask including the following: address and contact information, minimum salary requirements, availability to work, education history, employment history, awards received, relative training and skills, other interests, whether the applicant has worked for Enterprise or applied in the past, is the applicant authorized to work in the United States, does the applicant have a valid driver’s license, and whether the applicant is 18 years or older. The Enterprise Management Trainee Online Application is easy to navigate, includes a “job cart” function that allows the applicant to
  9. 9. ENTERPRISE 9 apply for multiple positions, has a resume builder feature that allows information to be imported, and gives the applicant the ability to create a profile, which are all characteristics of a high- impact website (Heneman III, 2012). The main purpose of the application is to determine if the applicant meets the minimum criteria for the Management Trainee position, these minimum criteria can be found in Appendix B. Step 2. Phone Screen Approximately 30.19% of applicants get selected from the application pool for a Phone Screen with a Talent Acquisition Specialist (see Appendix C). A copy of the Management Trainee Phone Screen can be found in Appendix D. The purpose of the Phone Screen is to be sure that the candidate meets the minimum qualifications of a Management Trainee before conducting a first interview, these minimum qualifications can be found in Appendix B. Conducting a phone screen prior to jumping straight into a face-to-face interview is a cost saving measure, as not all candidates that have the minimum criteria will have the minimum qualifications. The Phone Screen confirms graduation, discusses current employment and reason for leaving, discusses lack of employment if the candidate is unemployed, includes the candidate’s career interest and goals, discusses experiences in sales and/or customer service, gives opportunity to talk about leadership experience, confirms availability to work, ensures the offered salary meets the applicants acceptability, and asks why the applicant chose to apply with Enterprise. The Phone Screen is equivalent to a face-to-face meeting at a career fair between an applicant and a Talent Acquisition Specialist. Step 3. First Interview Approximately 71.24% of candidates that make it to the Phone Screen make it to the First Interview (see Appendix C). The First Interview utilizes behavioral-based questions, found in
  10. 10. ENTERPRISE 10 Appendix E. A Talent Acquisition Specialist conducts this interview at a Regional office. The First Interview asks one behavioral-based question for each of the core competencies: customer service, persuasiveness, flexibility, result driven, leadership, communication, and competitiveness. In addition to questions about the core competencies, the Talent Acquisition Specialist also asks the top three things the candidate is looking for from a company in a career opportunity and what other companies the candidate is currently interviewing with. After completing the questions, the candidate is given the opportunity to ask the Talent Acquisition Specialist any questions they may have, as well as share any reservations they may have. First Interview Evaluation The evaluation form for the First Interview can be found in Appendix F. The First Interview Evaluation assesses candidates based on the following core competencies: customer service, persuasion, flexibility, results driven work ethic, leadership, and communication. The evaluation form provides the interviewer with a definition of each of the core competencies as well as thorough examples of acceptable and unacceptable behaviors for each core competency. If a candidate is rated acceptable in each of the competency areas, then the candidate proceeds to the next step in the interview process. Step 4. Branch Observation Approximately 49.53% of candidates that make it to the First Interview make it to the Branch Observation and Second Interview for the Management Trainee position (see Appendix C). The Branch Observation takes place on the same day as, but prior to, the Second Interview at a Branch office. An outline for the Branch Observation can be found in Appendix G. During the Branch Observation, the candidate has the opportunity to get a better idea of what the Management Trainee position truly entails. The candidate gets introduced to employees and gets
  11. 11. ENTERPRISE 11 a tour of the branch by the Area Manager and/or Branch Manager. During the tour, the Managers are able to share with the candidate their personal career paths and potential career paths for the candidate. Observation of the work environment and customer service transactions give the candidate a clear impression of what being a Management Trainee on a day to day basis would be like. Conversations about the sales and marketing aspect of the position and what a typical workweek is like, ensures that the candidate has realistic expectations for the position. Professionalism on behalf of the candidate in regards to dress, timeliness, and communication style is evaluated. The Manager has the ability to record any notes or feedback from the candidate in regards to the different topics discussed during the observation. After the Branch Observation is complete, the Second Interview begins. Second Interview The Second Interview utilizes behavioral-based questions, found in Appendix H; an Area Manager and Branch Manager conduct this interview at the same location as the Branch Observation. The majority of the questions from the Second Interview are divided into 6 different competencies: sales environment, customer service environment, leadership ability, communication ability, fast paced environment, and work ethic. Each competency is represented by one to three questions in the interview. Aside from the 6 different categories, the Second Interview asks questions regarding the candidate’s expectations for the Management Trainee position, long-term professional goals, what the candidate learned from the Branch Observation, and farther questions about the candidate’s resume. Throughout the interview the Area Manager and Branch Manager try to relate all of the interview questions to the Branch Observation the candidate has just completed. Towards the end of the interview, the candidate is given the opportunity to ask the Area Manager and Branch Manager any questions they may have. The
  12. 12. ENTERPRISE 12 Second Interview is closed with the Area Manager and Branch Manager selling Enterprise by appealing to the candidate’s expressed interests in what they are looking for in a company and career. Second Interview Evaluation The evaluation form for the Second Interview can be found in Appendix I. The Second Interview Evaluation assesses candidates based on the following core competencies: customer service ability, sales ability, communication, work ethic, leadership, and flexibility. The evaluation form provides the interviewer with a definition of each of the core competencies as well as brief acceptable and unacceptable responses for each core competency. If a candidate is rated acceptable in each of the competency areas, has a professional demeanor, and was well prepared for the interview, then the candidate proceeds to the next step in the interview process. Step 5. Third Interview Approximately 61.78% of candidates that make it to the Branch Observation and Second Interview make it to the Third Interview for the Management Trainee position (see Appendix C). The Third Interview utilizes behavioral-based questions, found in Appendix J; the Regional Vice-President conducts this interview at the Regional office. The majority of the questions from the Third Interview are divided into 6 different core competencies: customer service, persuasiveness, flexibility, result driven, leadership, and communication. Each core competency is represented by one to two questions in the interview. Aside from the 6 different competencies, the Third Interview asks questions regarding the candidate’s choice of major, least and most enjoyed aspects of last job, expectations for the Management Trainee position, long-term professional goals, why they believe the Management Trainee is called a “Sales Position,” and what qualities they believe a Management Trainee should encompass. After the candidate has
  13. 13. ENTERPRISE 13 answered all of the questions in the Third Interview, the candidate is given the opportunity to ask the Regional Vice-President any questions they may have. The Third Interview is closed with the Regional Vice-President selling Enterprise by going over the company core values and how Enterprise’s Mission Statement makes them the leader in their industry, as well as possibly sharing a personal success story. Third Interview Evaluation The evaluation form for the Third Interview can be found in Appendix K. The Third Interview Evaluation assesses candidates based on the following core competencies: customer service ability, sales ability, flexibility, work ethic/results-driven, communication, and leadership. The evaluation form provides the interviewer with a brief definition of each of the core competencies. If a candidate is rated acceptable in each of the competency areas, then the candidate will receive a formal job offer to join the Enterprise family as a Management Trainee. Site Visit and Interview with Patti Lis After gaining a thorough understanding of Enterprise’s current selection process, Team Enterprise made a trip to a Lansing, Michigan branch office to conduct a series of interviews. Team Enterprise first met with Patti Lis and Julia Sawecki, a Human Resources Coordinator and prior MGT 447 student, to review the interview questions listed in Appendix L. Team Enterprise hoped to find out how Patti defined a successful Management Trainee, as well as answer a few other questions the team was unable to find through online research. Patti’s Definition of a Successful Management Trainee When asked what defines a successful Management Trainee, Patti said a Sales Matrix measures success quantitatively. A sample of the Sales Matrix is found in Appendix M. The Sales Matrix allows Management Trainee performance to be measured objectively and
  14. 14. ENTERPRISE 14 numerically. All employees have access to the monthly results of the Sales Matrix, to see how they rank amongst their peers. Having the Sales Matrix results available for all to see is intended to provide motivation for employees to strive to do better than their peers. Patti discussed that many successful Management Trainees have a competitive retail background, have a competitive banking background, or were former student athletes. Patti explained how the Management Trainee position is both competitive individually and as a team. Each Management Trainee should seek to out perform every other Management Trainee, but the individual should also have a team mindset, since each branch competes as team against the other branches. A Management Trainee should want to be the best, but also want their teammates at their branch to do well. Each Management Trainee is only as successful as the branch he or she is in. Other Questions Patti shared that Enterprise employs about 1,800 people in the state of Michigan, 173 of which are Management Trainees. Promotion from the Management Trainee position is performance based, but the average time spent in this position is around 10-12 months. During the first year of employment, a Management Trainee typically has a salary just shy of $42,000. Patti informed Team Enterprise that their Management Trainee 90-day and 120-day retention are above their goals and also above the company average. When asked how often Enterprise updates their interview questions, Patti relayed that every couple of years these questions are rewritten. At the close of the interview, Patti asked Team Enterprise to contact her at any time they had additional questions. Interview with Management Trainees Team Enterprise was set up with two Management Trainees to speak with, Steven Beudouin and Molly Mason. Patti informed Team Enterprise that one of the Management
  15. 15. ENTERPRISE 15 Trainees was considered successful and one of the Management Trainees was not very successful, but she did not identify which was which at this time. Team Enterprise asked both Molly and Steven the same list of questions found in Appendix N. From these interviews, Team Enterprise hoped to identify the critical factor that differentiated a successful Management Trainee from a not so successful Management Trainee. Interview with Management Trainee Molly Mason At the time of the interview, Molly had been a Management Trainee for a total of about 5 months. Team Enterprise observed that Molly was wearing stretch pants, a large sweater, and had her hair pulled back into a ponytail. When asked to define a successful Management Trainee in her own words, Molly said that ranking in the top 50% based on the Sales Matrix classified a Management Trainee as successful. Molly shared that she applied to Enterprise, because a former teammate from a sport she participated in during college referred her to apply online. When asked what motivates her on a daily basis, Molly said she was very motivated by the competition, her numbers, and the team atmosphere. Molly believed that her competitiveness and need to win were the characteristics that made her successful. When asked what she thought she needed to perfect in order to become more successful, Molly said her Enterprise Service Quality Index. Molly thought that customer service would be the easiest part of her job, but she has found this to be the most difficult area for herself. Molly shared with Team Enterprise that the idea of having a job in sales was originally very intimidating to her. Molly felt that behavioral interview questions would be utilized in interviewing Management Trainee candidates. When asked what Molly believed set her apart from other Management Trainees, she said how competitive she was. Molly’s short-term professional goal is to rank in the top 10% next month
  16. 16. ENTERPRISE 16 in accordance to the Sales Matrix. Molly also hopes to be a Branch Manager within the next 2 years. Interview with Management Trainee Steven Beudouin At the time of the interview, Steven had been a Management Trainee for a total of about 8 months. Team Enterprise observed that Steven was wearing a professional business suit with a dress shirt and tie. When asked to define a successful Management Trainee, Steven said making sales metrics and representing the company well. Steven shared that he originally applied for the Management Trainee position online, because of a referral from a friend and his interest in customer service and sales. When asked what motivates him on a daily basis, Steven said the diversity in what he does from one day to the next, the interesting stories he gains by working with customers, and the team environment. Team Enterprise asked Steven what the one characteristic he believed made him successful was. Steven answered by saying that that if something needs to be done he will do it and that he has always been proactive in solving a problem. Steven recognizes that he needs to work on trusting others to do things and delegating tasks. When asked what sets him apart from other Management Trainees, Steven believed his other management experience really helped him. Steven’s short-term goal is to pass the Management Qualification Interview test, and his long-term goal is to be a Branch Manager. Who Was The Successful Management Trainee To determine which Management Trainee was most successful, Team Enterprise reflected back to Patti’s definition of a successful Management Trainee. On a whiteboard in the main office, three of the sales measures of the Sales Matrix were displayed, as well as each member’s current performance within the branch. In the Total AVG measure, Molly’s Total AVG was 40.49 and Steven’s Total AVG was 31.38. Molly also outperformed the Branch
  17. 17. ENTERPRISE 17 Manager who had a Total AVG of 38.66, and the Assistant Manager who has a Total AVG of 34.34 in this measure. In the Upgrades measure, Molly’s Upgrades were 0.70 and Steven’s upgrades were 0.88. Steven outperformed Molly, but the Branch manager had a 2.03 and the Assistant Manger has a 1.94 for Upgrades. In the Prepaid Fuel measure, Molly’s Prepaid Fuel was 10.4% and Steven’s Prepaid fuel was 1.9%. Molly also outperformed the Branch Manager who had a Prepaid Fuel of 7.2%, and the Assistant Manager who has a Prepaid Fuel of 6.8% in this measure. Although Steven outperformed Molly in one of the three measures, Steven has the lowest performance of the branch in two of the three measures. Molly also outperformed even the Branch Manager and Assistant Manager in two of the three measures at only 5 months of experience with the company. Taking into account Molly’s and Steven’s performance in the different sales measures, Molly is a highly successful Management Trainee, and Steven is the lesser successful Management Trainee. Critical Factor of Success After Team Enterprise determined that Molly was a more successful Management Trainee than Steven, Team Enterprise compared Molly and Steven’s interview responses to try to identify the critical factor that differentiated a successful Management Trainee from a not so successful Management Trainee. Molly’s interview responses included competitiveness time and time again. Molly perceived being in the top 50% of the Sales Matrix as being a successful Management Trainee, and Steven felt meeting sales metrics made a Management Trainee successful. Molly not only wanted to get the goal numbers, but she wanted to do better than her peers. Molly shared that she was a college athlete and she is highly motivated by competition. Competitiveness is the quality Molly herself, believes makes her successful. Molly’s short-term goal is to be in the top 10% of her peers in regards to the Sales Matrix next month. Steven never
  18. 18. ENTERPRISE 18 utilizes the word competitiveness in his answers, and although his answers relay the idea that he is results-drive, there is no indication of competitiveness. Taking into account these comparisons, Team Enterprise has identified competitiveness as a critical factor that differentiates a successful Management Trainee from a not so successful Management Trainee. Interview with Talent Acquisition Specialists Team Enterprise next made the decision to interview two Talent Acquisition Specialists, since they conduct the Phone Screen and First Interview for Management Trainees. Team Enterprise wanted to know if the Talent Acquisition Specialists followed the questions word for word from the First Interview Questions document, and how they felt about Team Enterprise’s findings of competitiveness being a critical factor in differentiating a successful Management Trainee from a not so successful Management Trainee. Patti connected Team Enterprise with Talent Acquisition Specialists Mike Proulx and Al Reyes-Rivera. Interview with Talent Acquisition Specialist Mike Proulx Team Enterprise started off the interview with Mike, by introducing him to their project scope and what the team had found from their interviews with the Management Trainees, Molly Mason and Steven Baudouin. Following the introduction, Team Enterprise began addressing the questions found in Appendix P. Mike shared with the team that he did in fact answer each question from the First Interview exactly as they are worded in the Management Trainee First Interview document found in Appendix E. Mike explained that each question from the First Interview is referent to a core competency Enterprise has determined is crucial for a successful Management Trainee. Mike felt that each competency was largely dependent on the others. If a candidate lacks leadership skills, Mike said that the candidate will most likely be weak in their communication skills as well. Mike affirmed that competitiveness is a quality he looked for
  19. 19. ENTERPRISE 19 when recruiting and interviewing candidates, but that all of the core competencies were important, as they are interdependent. Interview with Talent Acquisition Specialist Al Reyes-Rivera Mike’s interview was very helpful, but Team Enterprise wanted to confirm their findings with another Talent Acquisition Specialist. Team Enterprise chose to email Talent Acquisition Specialist Al Reyes-Rivera a list of questions found in Appendix Q. When asked if Al thought the current interview questions for the Management Trainee position were substantial, he confirmed that he did feel that they were substantial. Al assured the team that he uses the interview questions as they are stated; his reasoning behind this was that every candidate needed to be assessed the same way. Enterprise supports a structured interview process and wants all interviews to be performed identically. When asked if Al used any of his own questions during interviews, he shared that he may ask follow-up questions after the standard interview questions, depending on a need for elaboration regarding any points that may have been brought up in the interview. Team Enterprise’s next question regarded whether or not Al felt competitiveness was a valuable characteristic for a Management Trainee. Al replied by saying “Absolutely! Competitiveness is a personality trait that is extremely important to having a clear picture if the candidate is going to be successful or not. When it comes down to sales and service, it is imperative that the individual be competitive and wants to drive results. Ultimately we are a performance-based company and we want to make sure our employees are willing to go the extra mile to achieve success and drive our business to the next level.” Conclusions After comparing the answers from Mike and Al, it was clear to Team Enterprise that both Talent Acquisition Specialists supported their identification of competitiveness being a
  20. 20. ENTERPRISE 20 characteristic that was highly predictive of a successful Management Trainee. Both Mike and Al, also confirmed that they ask all of the interview questions from the First Interview exactly how they are worded in the First Interview document from Appendix E. Management Trainee Interview and Evaluation Process Assessment Team Enterprise next decided to further investigate the interview questions and evaluations from the First, Second, and Third Interview, with special attention paid to the assessment of competitiveness. When Team Enterprise began their comparison between the competencies questioned on versus the competencies evaluated on for each of the three interviews, they realized some major contradictions. Team Enterprise also realized that each of the three interviews had a completely different set of competencies. Competencies Questioned On Vs. Evaluated On To compare the competencies questioned on versus the competencies evaluated on, Team Enterprise constructed three tables found in Appendix R. As can be seen in Figure 1, the competencies the First Interview Questions assess vary from the competencies the First Interview Evaluation evaluates. Team Enterprise found this especially alarming, because though the First Interview Questions have competitiveness listed as a competency, the First Interview Evaluation does not evaluate competitiveness. As can be seen in Figure 2 and Figure 3, the competencies for the Second Interview and Third Interview also vary from their corresponding evaluation form. Each core competency questioned upon should also be evaluated upon, or else it should not be asked; in turn, no competency that is not questioned upon should be evaluated upon. To keep interviews as objective as possible, core competences from both an interview and its corresponding evaluation should be identical.
  21. 21. ENTERPRISE 21 Competencies Changing From Interview to Interview To compare the competencies questioned and evaluated on differentiating from interview to interview, Team Enterprise constructed a table found in Appendix S. As can be seen from the table, there is an inconsistency of core competencies being addressed in the three different interviews and evaluations. There are only three core competencies that are consistently questioned on and evaluated across all three interviews including: customer service, leadership, and communication. For the Management Trainee position, there should be one set of competencies that is consistent throughout each interview and each interview evaluation. Interview questions should change, but the competencies they assess should remain the same for a given position. Lack of Competitiveness Team Enterprise was surprised to find that competitiveness was not a core competency in any of the three interview evaluations, and was only a core competency in first set of the interview questions. Each of the interviews had a question regarding competitiveness (see Appendices E, H, and J), but two of the three interviews had the competitive-based questions listed under the results driven competency. Team Enterprise felt that there was a definite difference between being competitive and being results driven; the team decided the difference between competitiveness and results driven would be something they would research farther. With Patti, Mike, and Al’s emphasis on competitiveness, Team Enterprise had expected that competitiveness would be a core competency questioned on and evaluated on in all three interviews.
  22. 22. ENTERPRISE 22 Interview with Tori Stevens Team Enterprise sought out Tori Stevens to interview as a Subject Matter Expert (SME) regarding interview processes; her education and employment background can be found in Appendix T. Tori was the Assistant Director of Career Services and the Mock Interview Program Coordinator at Central Michigan University for 2 years and 9 months. During Tori’s time working with the Mock Interview Program, Tori was responsible for facilitating, guiding, and instructing students while utilizing the B.A.R. method to conduct successful behavioral based question interviews. Each semester Tori trained an average of 35 mock interviewers. In addition to her experience with Central Michigan University, Tori also spent 8 months recruiting for an insurance company called MetLife and 5 months with a banking company called Bank of America. Prior to the interview, Team Enterprise sent Tori the interview questions from all three interviews and the job description for the Management Trainee position. Tori’s Responses Team Enterprise began the interview by explaining to Tori the scope of the project and the findings thus far. The first questions the team asked Tori was what kinds of positions she recruited for with MetLife and what kinds of positions she recruited for with Bank of America. Tori explained that with MetLife she recruited for Inbound Sales Agents of auto and home insurance. Tori went on to explain that much like the Management Trainee position for Enterprise, Inbound Sales Agents for MetLife had to be very competitive in order to be successful. With Bank of America, Tori is currently recruiting for the company’s Assistant Management Leadership Program; Tori explained that this program is very similar to Enterprise’s Management Trainee program. Tori shared that one of the top reasons an employee ends up unsuccessful in the Management Leadership program is that they are not competitive
  23. 23. ENTERPRISE 23 enough to meet their goals and succeed in the role. When asked what her favorite behavioral question to assess competitiveness was, Tori shared that she asks a candidate, “Tell me about a time when you did not meet a goal. How did you deal with failure?” Tori explained that competitive individuals are just as much fueled by failure as they are by success; competitive people will accept a loss and quickly bounce back with more motivation to succeed than ever. When asked if Tori saw a difference between competitiveness and results driven, Tori responded by saying that yes she saw a difference. Tori felt that results driven had a greater importance in management, but competitiveness had a greater importance to sales and marketing. Tori also told us that she felt that core competencies from one interview to the next for the same position should be the same. Tori explained that though the questions should change, the knowledge or skills that they evaluate should not. Tori shared her concern that if there was not an interview question asked based on a competency that there should be no evaluation on that competency. Conclusions From Tori’s Interview With her recruitment experience, and experience working with the Central Michigan University Mock Interview Program, Team Enterprise greatly valued Tori’s input. Tori’s responses substantially supported Team Enterprise’s current findings: competitiveness was extremely important in the Management Trainee position, competencies should not change from interview to interview, there is a difference between competitiveness and results driven, and competencies questioned on should be the same competencies evaluated on during an interview. Team Enterprise really liked Tori’s question regarding competitiveness, “Tell me about a time when you did not meet a goal. How did you deal with failure?”
  24. 24. ENTERPRISE 24 Interview With Quicken Loans Recruiter Patti shared with Team Enterprise that Quicken Loans was one of Enterprise’s biggest competitor in recruitment of talent. Team Enterprise decided to interview a Quicken Loans Lead Recruiter to obtain information on the company’s culture, interview competencies, interview process, and the success of competitive and result-driven employees. The Quicken Loans Recruiter Interview Questions can be found in Appendix U. Quicken Loans’ Culture When to describe Quicken Loans’ culture, the Recruiter replied that, the company could be described as “diverse.” Quicken Loans is a company based on innovation, collaboration, and teamwork. The Recruiter also noted that the culture was free flowing and transparent. There is little to no hierarchy involved at the workplace; by this, she meant that every team member is equal and all ideas are encouraged to be shared freely. Quicken Loans Interview Process Team Enterprise next wanted to find out more about Quicken Loans’ interview process for their Mortgage Banker position. For Quicken Loans, the Mortgage Banker position is the entry-level position much like Enterprise’s Management Trainee position. The Recruiter explained that the first step is a phone interview with behavioral based questions. Following the initial phone interview, candidates are exposed to a soft credit pool and background check. If candidates meet the necessary criteria, they next move onto a face-to-face interview where they partake in simulation calls to demonstrate their persuasive sales skills. The next step is for a candidate to shadow a Mortgage Banking Regent, following which they have a final interview with a Regional Vice President. If the Vice President feels that the candidate fits the culture and can be goal driven, then they are hired and begin their 3-6 month training shortly thereafter.
  25. 25. ENTERPRISE 25 Quicken Loans Competencies Team Enterprise asked the Recruiter to explain some of the core competencies Quicken Loans assesses during the interview process. The Recruiter shared that communication is huge, because breaking down big phrases for customers to understand is vital. The Recruiter stated that a competitive nature and persuasiveness are two other important competencies that interviewers look for when filling Mortgage banker positions. When asked how important is it for a mortgage banker candidate to have competitive qualities, the Recruiter responded with very important. She continued on to say that typically competitive individuals such as student athletes succeed, because they have a competitive nature and have already work in a team and goal oriented setting. Lastly, Team Enterprise asked how important a result or performance driven nature for a candidate. The recruiter replied that results driven characteristics are absolutely important, because the bankers have daily and monthly goals. These individuals have to push themselves and fight for company wide rank in order to become great bankers. Conclusions Team Enterprise recognized why Patti had named Quicken Loans as Enterprise’s biggest competitor in recruitment of talent. Enterprise and Quicken Loans have many similarities in culture and operation. Both companies stress teamwork, a decentralized structure, and the entry- level positions they recruit for require many of the same attributes for a successful candidate. The Quicken Loans Recruiter confirmed that both competitiveness and results driven are competencies the Quicken Loans company seeks out in candidates, which supports Team Enterprise’s thoughts for the Enterprise Management Trainee position. Final Recommendations From the first interview with Patti, to the last interview with the Quicken Loans
  26. 26. ENTERPRISE 26 Recruiter, competitiveness is a topic that came up during each step of Team Enterprise’s research. Because of the importance Team Enterprise found in a Management Trainee being competitive to be successful, Team Enterprise came up with a list of competitive-based behavioral interview questions they recommend would be most predictive of hiring a successful Management Trainee, as can be seen below: 1. Tell me a time when you were motivated by competition. 2. Tell me about the most competitive situation you have experienced. 3. “Tell me about a time when you almost gave up, how you felt about that, and what you did instead of giving up?” (Smith, 2014) 4. “Tell me about a time when you did not meet a goal. How did you deal with failure?” (Tori Stevens) The incorporation of any, or all, of these questions into Enterprise’s current interview process would assist Enterprise in better selecting more competitive successful candidates for their Management Trainee position. Team Enterprise does not downplay the importance of assessing the other core competencies Enterprise values, but with competitiveness being a quality that is detrimental to success in the Management Trainee position, Team Enterprise feels more emphasis needs to be placed on assessing it as a core competency. Additional Recommendations While investigating the project scope of designing interview questions for the Management Trainee position, Team Enterprise came across some additional recommendations they would like to pass on to Enterprise. Team Enterprise noticed that there were inconsistencies between core competencies that were interviewed versus core competencies that were evaluated on during the Management Trainee interview process. In order to keep the interview and
  27. 27. ENTERPRISE 27 evaluation process as objective as possible, Team Enterprise suggests that Enterprise only evaluate on core competencies the interview questions address and only ask questions on core competencies the evaluation assesses. Team Enterprise also noticed that core competencies change from the First Interview, Second Interview, and Third Interview. Team Enterprise suggests that Enterprise standardize one set of core competencies that they utilize for each of the three interviews.
  28. 28. ENTERPRISE 28 References Enterprise Holdings. (2015). Retrieved 2 08, 2015, from Enterprise: go.enterpriseholdings.com Heneman III, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing Organizations (7th ed.). Middleton, WI: Mendota House, Inc. Smith, J. (2014, November 21). 17 Top Executives Share Their Favorite Interview Question. Retrieved April 15, 2015, from http://www.businessinsider.com/executives-favorite-job- interview-question-2014-11?op=1#ixzz3XE4PElUq
  29. 29. ENTERPRISE 29 Appendix A Management Trainee Job Description Job Description Job Title: Management Trainee Supervisor/ManagerTitle: Assistant Branch Manager and/or Branch Manager Date: Job Code: DR0014 Brands/Dept: Enterprise Level: 1 JOB SUMMARY: The Management Trainee (MT) gains hands-on experience and knowledge to learn the business, to learn how to ultimately manage the branch and to support the entire business. The MT performs duties in all aspects of a branch to become familiar with line and staff functions, operations, management viewpoints and company policies and practices that affect each aspect of the business. The objective of the MT assignment is to educate MT’s as to all aspects of the business so that he or she can ultimately run the branch unit. ESSENTIAL RESPONSIBILITIES: Customer Service and Operations  Provide a high level of customer service by assisting customers and assessing their rental needs in person and/or by phone  Effectively market the company while picking up and/or dropping off customers in a safe and courteous  manner and assisting customers as needed  Conduct follow-up with various businesses and customers, including insurance adjusters or agents, dealerships, auto body shops, road-side assistance and national reservations to obtain appropriate information regarding the status and availability of rentals and customers’ vehicles  Clean vehicle interior and exterior by hand or by operating washing equipment when needed  Notify Management of any known customer problems Sales and Marketing/Financial Performance  Apply appropriate rental charges and handle all forms of customer payment  May collect and receive branch receivables or vehicles  Understand, communicate and sell optional protection products, rental terms and conditions, vehicle  features and benefits, fuel options and additional equipment  Assist in Branch sales and marketing efforts to increase business and income Fleet Management and Maintenance  Notify Management of any known vehicle problems and any required vehicle maintenance Miscellaneous  Continuously build knowledge and skills, pursue training and development opportunities, and attend required company-sponsored training classes  Maintain a regular and reliable level of attendance  Perform miscellaneous job-related duties as assigned QUALIFICATIONS: Education -  Bachelor’s Degree or Associate’s Degree and/or equivalent educational background (i.e., credit hours) Experience –  Customer service experience  Sales environment experience Other -  Current and valid driver’s license  Satisfactory driving record  Satisfactory background check Knowledge/Skills/Abilities –  Sales Orientation – knowledge of sales techniques and ability to excel in a competitive environment.
  30. 30. ENTERPRISE 30 Ability to meet sales goals and market services to various industries while assisting to increase business and income  Work Ethic – ability to work independently and/or as a team. Strong time management, attention to detail and ability to handle multiple tasks, as well as resolve recurring and irregular problems  Ability to work cooperatively with others in the accomplishment of joint tasks and common objectives  Ability to work and succeed in a multi-cultural environment  Initiative and application – resourceful, independent thinker, with attention and application to work (ability to use own judgment and self-reliant)  Communication – ability to effectively present information one-on-one and in small group situations to customers, clients and other employees. Communicate company policy, procedures and programs.  Ability to communicate effectively and to understand and follow instruction  Leadership – thinks strategically about longer term needs and the capabilities that must be in place to address these needs  Possesses and demonstrates management and leadership skills and conveys an entrepreneurial spirit  Ability to contribute to team efforts and decisions, express a positive attitude and balance team and individual responsibilities  Customer Service – ability to evaluate customer needs, fact find, build rapport, answer questions, and probe for service quality  Ability to handle and solve problems in a professional manner  Administration – knowledge of basic computer programs and standard office equipment  Knowledge of company cash, check and credit card procedures INTERNAL/EXTERNAL CONTACTS: Internal –  Various branch personnel from multiple sites and Group or Regional personnel  Various other personnel External –  Regular contact with customers, including Corporate customers  Contact with service vendors such as body shops, car dealers, insurance agents or adjusters, road side assistance, bank personnel and various other vendors  Marketing calls and office visits to Corporate accounts, vendors and some customers SUPERVISORY RESPONSIBILITIES:  No supervisory duties (limited responsibility may be required based on size of office, etc.)  Completing multiple tasks without supervisory responsibility may be requested WORKING CONDITIONS/EQUIPMENT USED:  Light to moderate physical activity requiring handling of average-weight objects (up to 25 pounds) and standing, sitting and/or walking of more than 4 hours per day  Work schedule generally consists of 48 to 55 hours per week, varying in shift based on location staffing needs and other factors  Work is performed in a typical office environment or outside in all types of weather and temperatures  Work involves moderate exposure to unusual elements such as temperature, dirt, dust, fumes, smoke, unpleasant odors and/or loud noises, which may vary based on location  Work environment involves some exposure to hazards or physical risks, which require following basic safety requirements, including road rules and regulations  Equipment used- a large variety of vehicles (may include 15-passenger vans and airport buses, based on location), safety belts, 2-way radio or cellular phone, phone system, computer equipment, printer, fax, safe, car jack, Slim Jim/wedge, jump box, vacuum, water hose, cleaning and polishing solutions, towel/rag, brush, stain remover, air freshener, power washer and dryer where available
  31. 31. ENTERPRISE 31 Appendix B Management Trainee Minimum Criteria and Qualifications Enterprise Leasing Company of Detroit, LLC Management Trainee Applicant Criteria 9/13 Individuals meeting the following minimum criteria will be selected for a phone screen. The phone screen is used to determine that an individual meets the minimum qualifications to proceed to a first interview and be considered an applicant for the Management Trainee position: Management Trainee Position . 4 Year Bachelors Degree must also have: o Minimum 6 months part time or full time relevant work experience in any of the following (can be non- concurrent):  Sales  Customer Service Experience- (i.e. retail, restaurant)  Management/Supervisory Experience- in a sales or service industry  Military Leadership experience (E4 and above) o Will consider organizational involvement in lieu of work experience  Student Organizations/Clubs- at a leadership level  Volunteerism- at a leadership level  Community Involvement- at a leadership level  Student Athletes B. 2 Year Associates Degree must also have: o 2 Yrs Full-Time professional, relevant work experience:  Professional Sales Experience (i.e. commission sales, account executive, business to business)or  Management/Supervisory- in a sales/service industry a. In addition, all candidates will be evaluated by the following: o Must affirm the following driving criteria are met: (i) valid driver’s license; (ii) no more than two moving violations in the preceding three years; (iii) no alcohol-related moving violation or reckless driving violations in the past five years. A driver’s record check is subsequently conducted forapplicants who successfully complete the first interview to validate the information provided to Enterprise. o Compatible career or position objective/goal. o Compatible Compensation desired - $45,000 or less. o Self-disclosed felony conviction record which, after individual assessment,is sufficiently job-related and disqualifies the individual from being considered an applicant. o Job Stability- no more than 2 non-temp jobs within the previous 24 months period (exceptions will be made as Enterprise recognizes employment may be interrupted for military service, resumption of education,or other appropriate circumstances). o Must be legally eligible to permanently work in the USA (will not sponsoran H1-B visa) o Complete and professionaljob application *Enterprise Leasing Company of Detroit will consider an applicant as a person who fills out our online application. *Re-interview procedure: All Management Trainee candidates are eligible to reapply after 6-months from their initial Enterprise Rent-A-Car phone interview/interview/recruiter contact; with exception to MVR.
  32. 32. ENTERPRISE 32 Appendix C Management Trainee Interview Process Progression Ratios 20XX-ARR- Rolling 12 Month Period Totals Average Per Month Ratios Total Applicants 1474 122.83 Phone Screens 445 37.08 30.19% Applications to Phone Screens 1st Interviews 317 26.42 71.24% % Phone Screens to 1st 2nd Interviews 157 13.08 49.53% % 1st Interview to 2nd Interview 3rd Interviews 97 8.08 61.78% % 2nd Interview to 3rd Interview Offers 54 4.50 55.67% % 3rd Interview to Offers Accepted 48 4.00 88.89% % Offers to Accepted Starts 52 4.33 108.33% % Accepted to Start Data Collected March 2014- February 2015
  33. 33. ENTERPRISE 33 Appendix D Management Trainee Phone Screen Phone Screen Date: TA Specialist: Source: Location: Candidate Name: Contact #: Alternate #: School: Major: Graduate: YES NO If no, expected date: Are you currently employed? YES NO Where: If yes, why are you seeking other employment? If no, why not? Tell me what type of job you are looking for, specifically? Are you interested in sales and/or customer service? (If YES move on, If NO explain MT position and verify interest) Please tell me about your previous sales and/or customer service experience: (verify meets min criteria) Please tell me about your organizational / leadership experience: Why did you apply with Enterprise? You indicated you were looking for starting pay of Our starting pay is a $38,500 guarantee. Is that acceptable:
  34. 34. ENTERPRISE 34 Our average workweek is 49 hours. Are you willing and able to work these hours: _________ M-F (8:00am-6:00pm) Rotational Saturdays (9:00am-12:00pm) Valid Drivers license: # of moving violations in 3 years: # alcohol related events in 5 years: (explain why) What other companies are you interviewing with: Communication Ability: Acceptable or Unacceptable Pass based on phone screen: Updated in iCIMS/Notified Candidate: _________ First Interview (date, time, location):
  35. 35. ENTERPRISE 35 Appendix E Management Trainee First Interview Questions Candidate _____________________________ Date __________________ √ Brought Resume? ______ Arrived early/on time? _________ Professionally dressed? ______ Behavioral Interview Questions Management Trainee- First Interview College/Why Major?: Why did you leave your last position? Why ERAC? Ultimate Career Goal: 1. Customer Service: a. Tell me about a time you went above or beyond for a customer or client? Rating : Acceptable Unacceptable 2. Persuasiveness (sales “ability”; not necessarily “experience”): a. Tell me about a time when you sold someone on a product or idea? Rating : Acceptable Unacceptable 3. Flexibility: a. Tell me about at time when an unexpected situation happened in your day and what did you do to make sure you completed the rest of your tasks for that day.
  36. 36. ENTERPRISE 36 Rating : Acceptable Unacceptable 4. Result Driven: a. Tell me about a time at work when you had to do something you didn’t like? Rating : Acceptable Unacceptable 5. Leadership: a. Tell me about a time when you demonstrated your leadership skills? Rating : Acceptable Unacceptable 6. Communication: a. Describe a time when you faced a challenge expressing an idea? Rating : Acceptable Unacceptable 7. Competitiveness: b. Tell me about a time when you competed against others in selling a product or were in a competitive environment. Rating : Acceptable Unacceptable 8. Top 3 things you’re looking for from a company in a career opportunity 1. 2. 3. 1. What other companies are you in the interview process with?
  37. 37. ENTERPRISE 37 Questions? Reservations? Decision: MOVE TO 2ND PASS: REASON __________________ Interviewer: ______________________________
  38. 38. ENTERPRISE 38 Appendix F Management Trainee First Interview Evaluation MT/Intern First Interview Evaluation Name: Referral Source: Interviewer: Date: CUSTOMER SERVICE Concerned to provide a prompt, efficient & personalized service to customers; goes out of the way to ensure that individual customer needs are met. Ineffective Behaviors  Is dismissive of customers’complaints.  Show s a tendency to lose customers’business.  Leaves customers dissatisfied.  Rarely gives customers specialtreatment.  Is not driven to provide total satisfaction.  Is not concerned about helping others.  Leaves customers waiting for help.  Displays an apathetic attitude tow ards customers. Effective Behaviors  Provides prompt & efficient service to customers.  Increases customer satisfaction.  Is driven by customer demands.  Makes customers feelimportant, puts them first.  Aims to please customers  Works hard to meet customer needs.  Receives very positive customer feedback.  Is prepared to make sacrificesfor others. ☐NO ☐YES Comments: Click here to enter text. PERSUASION Able to influence attitudes & opinions of others & gain agreement to proposals, plans & ideas; skillful at negotiating. Ineffective Behaviors  Doesn’t sell ideas effectively.  Does not display effective negotiation skills.  Generally unw illing to convince or sell.  Rarely gains commitment or agreement.  Rarely counters objections convincingly.  Needs help in selling.  Uses only a limited range of sales techniques.  Lacks insight into how to sellw ell. Effective Behaviors  Wins people over.  Able to get his/her ideas accepted by others.  Presents key selling points persuasively.  Gains commitment & agreement.  Handles objections convincingly.  Tracks record of sales successes.  Uses a w ide range of sales techniques.  Know s how to improve his/her sales successes.  Sells ideas/products effectively. ☐NO ☐YES Comments: Click here to enter text. FLEXIBILITY Accepts new ideas & adapts or adjusts to changing circumstances. Ineffective Behaviors  Resists change and/or progress.  Does not support new initiatives or priorities.  Maintains an established w ay of doing things. Effective Behaviors  Adapts to new circumstances.  Varies approach to deal w ith different situations.  Is receptive to new ideas.
  39. 39. ENTERPRISE 39  Has a rigid outlook on things.  Unw illing to accept new ideas.  Supports new initiatives.  Is w illing to adapt as necessary.  Able to sw itch focus without a problem. ☐NO ☐YES Comments: Click here to enter text. RESULTS DRIVEN WORK ETHIC Achieves results & handles demanding tasks. Sets & exceeds challenging personal target. Possesses strong work ethic. Ineffective Behavior  Prefers simple tasks.  Is not especially motivated by a challenge.  Gets mediocre results.  Is complacent about achievements.  Has a limited aw arenessof personalperformance.  Is not interested in grow ing or acquiring new skills.  Prefers not to take on new responsibilities.  Sets easy targets & personalobjectives.  Rarely exceed targets. Effective Behavior  Is motivated to get results.  Readily tackles demanding tasks.  Enjoys a challenge.  Gets outstanding results.  Is alw ays concerned with improving performance.  Evaluates ow n performance.  Is constantly learning & developing new skills.  Accepts higher targets & new responsibilities.  Sets ambitious targets & personalobjectives.  Exceed targets frequently. ☐NO ☐YES Comments: Click here to enter text. LEADERSHIP Extent to which individuals demonstrate ability to motivate & guide others toward unified goal. Ineffective Behavior  Prefers to follow others.  Is not able to instruct or supervise others.  Does not acknow ledge the achievement of others.  Is not interested in motivating others.  Unsuccessfulresults in previous leadership roles. Effective Behavior  Clearly telling people w hat to do, how to do it & w hen to do it.  Supervises the performance of others.  Acknowledges adequate/inadequate performance.  Builds collaborative relationships.  Provides support and encouragement for efforts.  Able to motivate others to achieve.  Effectively delegating responsibilities ☐NO ☐YES Comments: Click here to enter text. COMMUNICATION Extent to which individuals are fluent & articulate in oral communications & keep the attention of others. Ineffective Behavior  Expresses thoughts in an unclear manner.  Talks too slow ly or too rapidly.  Rambling – skips from one idea t another.  Loses the attention & interest of the audience.  Communication in an overly lengthy manner.  Uses inappropriate language or jargon.  Provides minimal explanations. Effective Behavior  Speaks clearly, fluently & articulately.  Clarifies or elaborates to ensure understanding.  Holds others’attention w hen speaking.  Uses appropriate language & grammar.  Makes direct eye contact w hen speaking  Keeps on track, stays on topic.  Focuses on main points rather than trivial details.
  40. 40. ENTERPRISE 40  Seldom ensures others clearly understand.  Loses train of thought; difficulty expressing ideas.  Customizes ☐NO ☐YES Comments: Click here to enter text. Continue ☐ Reject ☐ If Reject, reasons:
  41. 41. ENTERPRISE 41 Appendix G Management Trainee Branch Observation Checklist 20XX BRANCH OBSERVATION CHECKLIST Applicant Name:_______________________________________ Date: _____________ Manager Name: ________________________________ Location: _________________ √ Topic Notes Branch Personnel:  Introduce candidate to all employees  Give tour of the branch—office, garage, etc Career Path:  Share your career path and aspirations with candidate  Share the typical promotional track/timeline  Discuss how promotion is based on performance— show the MT/MA Matrix and discuss bonus opportunities Work Environment:  Discuss the atmosphere of branch (teamwork, morale, friendliness, etc.) and the company culture  Describe the fast paced environment and typical day Customer Service:  Describe the importance of phone handling, reservations, computer programs, and quick response, which is vital to great customer service  Observe customer transaction (rental pick up or return) Sales and Marketing  Describe the sales environment at the branch including matrix, competitions, and BOSS calls Training  Describe training opportunities for all employees of the branch, talk about roadmap training  Talk about why training and starting as MT is important to employee success Workweek/Schedule  Share the branch operating hours, time requirements, flextime, weekend and holiday staffing, etc.
  42. 42. ENTERPRISE 42 Professionalism Evaluation:  Professional dress  Arrival time: _________ Expected: ________  Communication style Please share any other comments or feedback: __________________________________________ Manager’s signature: ________________________________________ Fax or Email to your recruiter
  43. 43. ENTERPRISE 43 Appendix H Management Trainee Second Interview Questions Management Trainee Second Interview Questions Candidate Name: _______________________________ Date: _____________ Interviewer Name: ______________________________ Probing questions for expanding a discussion •And then what happened? • Can you tell me more about …? • How did that turn out? • Give me another example. • How did you feel about that? • How did you make that happen? • How did you resolve that circumstance? • That sounds difficult. Tell me more about how you did it? • Were you happy with the results? • What was going through your mind at that point? • Do you wish you would have done anything differently? • What obstacles did you face? • How did you overcome those challenges? • What was your reaction? • What was your role?  How did you hear about the MT position with ERAC? What led you to apply for it?  What did you learn during the branch observation? From your observation what reservations do you have about the MT position?  What would you expect your job duties to be as an MT?  How will this position help you reach your long-term career goals?  Why do you think we call this a “Sales Position”?  What would you say are the major qualities that this position demands? (explain)  What position within Enterprise do you want to work towards?  What other companies are you currently interviewing with? Where are you at in those interview processes?  What are the key things you are looking for in a company? In a career?
  44. 44. ENTERPRISE 44  Review their resume; ask about school, previous work experience, and organizational involvement Discuss the observation and relate the following questions to what they saw or what you have explained about the sales environment that an MT must perform in: b. Can you give me an example of a time when you turned someone’s “no” into a “yes”? What was the outcome? Did the outcome remain a “yes”? Looking back at the situation now, what would you have done differently? c. Describe a time when you were unable to persuade a customer or another individual around to your point of view. What did you do? Why didn’t your strategy work? What feedback did you receive about your strategy? d. Tell me about the most competitive environment that you’ve ever been part of? Where did you rank? Tell me about a time that you weren’t performing at that level? What did you do to improve? Discuss the observation and relate the following questions to what they saw or what you have explained about the customer service environment that an MT must perform in: 4. Tell me about a situation in which you had to deal with a challenging customer. Were you able to turn that challenging situation into a positive result? If so, how? Walk me through the steps you took to resolve the situation. 5. Describe a situation in which you had to resolve a customer complaint.
  45. 45. ENTERPRISE 45 How was it resolved? What steps did you use to resolve the issue? Discuss the observation and relate the following questions to what they saw or what you have explained about the leadership ability required of an MT: 6. Describe the worst manager/teammate/coworker that you have ever had and how did you handle it? 7. Tell me about your proudest team accomplishment? What was your role in the team? What was the most challenging part of your success? 8. Tell me about at time when you took charge as a leader in a situation without being formally assigned to that role by a boss/teacher/coach? Why did you take the challenge? What did you learn from this experience? Discuss the observation and relate the following question to what they saw or what you have explained about the communication ability required of an MT: 9. When you have entered a new workplace/classroom/organization, describe how you have gone about meeting and developing relationships with your new colleagues? What challenges did you face? What did you learn from this? Discuss the observation and relate the following question to what they saw or what you have explained about the fast paced environment that an MT must perform in: 10. Describe a time that you worked in a similar environment? What did you do to stay organized and make sure everything was accomplished? What was your demeanor? How did you react?
  46. 46. ENTERPRISE 46 Discuss the observation and relate the following question to what they saw or what you have explained about work ethic expected from an MT: 11. Tell me about the last project that you were involved with that required extra effort on your part? When was it? What adjustments did you have to make to meet these demands? What was the outcome? 12. Tell me about the last time you took on an additional responsibility without being asked? What led you to take that initiative? What questions do you have for me? SELL, relate your discussion to the things that they told you they were looking for in a company and career. Relate back to the other companies they are interviewing with. a. Matrix e. Real Day- Don’t tell it, sell it!! Paint a picture of sales, customer service, marketing, washing cars, driving. (do not undersell the opportunity) c. First year- What to expect…How you will feel…Takes a while to learn (3 months). d. Give personal success story. e. Ask for the one year commitment: They do not have to answer now, think about it.
  47. 47. ENTERPRISE 47 Appendix I Management Trainee Second Interview Evaluation
  48. 48. ENTERPRISE 48
  49. 49. ENTERPRISE 49 Appendix J Management Trainee Third Interview Questions Behavioral Interview Questions Management Trainee-Third Interview Name: _____________________________________ Date: __________________  What is your major? o Why did you pick that major? o What did you plan to do with it when you graduated?  What did you learn from your extracurricular activities on campus?  What did you enjoy most about your last job?  What did you enjoy least about your last job? 1. Customer Service: a. Tell me about a time you went above and beyond for a customer? -Describe the steps you took to resolve the problem. -Was that procedure? -Result b. Tell me about a time you had a difficult customer. -What was your solution?
  50. 50. ENTERPRISE 50 -How was it resolved? 2. Persuasiveness: a. Tell me about the best sale you have had your whole life, not necessarily the biggest price tag but one where you worked diligently to get the sale. -How did you prepare? -How did you overcome your customer’s objections? -How successful were you in your sales efforts? 3. Flexibility: a. Tell me about a time while at work a monkey wrench was thrown into your day. -What did you do to solve it? -How did you deal with it? -Why did you decide to do that? -Result 4. Result Driven: a. Tell me a time when you have been competitive on the job? -Why are you competitive? -Result
  51. 51. ENTERPRISE 51 Results Driven (continued) b. Give an example of a time that you were on a team that was falling apart. What did you do? -How did you overcome their objections? -What would you have done differently? -Result  Describe the worst manager you have ever had. -How did you deal with it? 5. Leadership: a. Tell me about a time that you have been a leader on the job? -How did you follow up and help them? -How did your leadership skills stand out in this situation? -Result 6. Communication: a. Tell me about a time when you had to change your communication style to get your point across? -What challenges did you face?
  52. 52. ENTERPRISE 52 -How did you overcome those objections? -Result Final Questions  What would you expect your job duties to be as an MT?  How will this position help you reach your long-term career goals?  Why do you think we call this a “Sales Position”?  What would you say are the major qualities that this position demands? (explain)  What position within Enterprise do you want to work towards?  What will you do if you don’t get this MT position at Enterprise? 7. What questions do you have for me? 8. Sell!!!! a. Core Values: Mission Statement (four parts), why the Mission Statement makes us number one in our industry. f. Big Picture
  53. 53. ENTERPRISE 53 g. Sell personal success story. h. One year commitment Manager _____________________________________ Date ________________
  54. 54. ENTERPRISE 54 Appendix K Management Trainee Third Interview Evaluation RVP 3rd INTERVIEW EVALUATION Applicant: ___________________________________ Date: ________________________ Interviewer:_______ Branch interviewing for: ___________ CUSTOMER SERVICE ABILITY (examples of success going above, difficult customer) Comments/Example: ACCEPTABLE UNACCEPTABLE SALES ABILITY (able to sell, examples of past persuasive behavior, competitiveness, etc) Comments/Example: ACCEPTABLE UNACCEPTABLE FLEXIBILITY (multitasking, handle unexpected situations, and fast paced environments) Comments/Example: ACCEPTABLE UNACCEPTABLE WORK ETHIC/RESULTS-DRIVEN (willing to work hours, above and beyond, set and exceed goals) Comments/Example: ACCEPTABLE UNACCEPTABLE COMMUNICATION (clearly conveys thoughts in interview, communicate with team and customers) Comments/Example: ACCEPTABLE UNACCEPTABLE LEADERSHIP (ability to lead team, motivate others, overcome obstacles) Comments/Example:
  55. 55. ENTERPRISE 55 ACCEPTABLE UNACCEPTABLE Additional notes on career goals/Enterprise characteristics, etc: Decision: HIRE REJECT If reject, reason: _____________________________________________________________________________
  56. 56. ENTERPRISE 56 Appendix L Interview Questions for Patti Lis 1. What is the demographic makeup of manager trainees? 2. What is the average tenure of managers? 3. What retention efforts does the company use and what are the numbers regarding retention and turnover? 4. How old are the hiring practices and when have they been revised? 5. How does this project support Enterprise Holdings’ mission? 6. What are the short-term goals? 7. What are the long-term goals? 8. Who facilitates the hiring process? 9. What is the current selection of interview questions? Is there a question set? 10. Are the individuals that facilitate the hiring process trained? 11. Will training be given to implement ideas from the project? 12. Will there be a need for deliverables beyond the written project assessment? 13. What is your definition of a successful Management Trainee? How is their success measured?
  57. 57. ENTERPRISE 57 Appendix M Sales Matrix
  58. 58. ENTERPRISE 58 Appendix N Interview Questions for Management Trainees Molly and Steven 1. Define Success as an MT 2. What is it that compelled you to apply for a management position with Enterprise? 3. What motivates you every day? 4. What one characteristic do you believe makes you successful? 5. What one characteristic do you believe you need to perfect to make you more successful? 6. Do you feel that any part of the hiring and selection process was key to you being hired? 7. Is there a portion of the hiring process that you were intimidated by? 8. What questions do you remember, if any, from the interviews? 9. What question(s) do you think should be asked of all management candidates? 10. What sets you apart from the other managers in training? 11. What are your short-term professional goals? 12. What are your long-term professional goals? 13. Where do you see yourself in 5 years, within the organization? 14. Did the interview process provide a clear depiction of what the Management Trainee job actually is? 15. What characteristics do you believe a successful MT should have? 16. We are responsible for creating effective interview questions to hire successful MTs. What are two questions that you believe we should ask? 17. What type of new hire is NOT successful at Enterprise?
  59. 59. ENTERPRISE 59 Appendix O Sales Matrix for Lansing Branch Name Job Title Total AVG Upgrades Prepaid Fuel Stef Branch Manager 38.66 2.03 7.2% Jeff Assistant Manager 34.34 1.94 6.8% Steven Management Trainee 31.38 0.88 1.9% Molly Management Trainee 40.49 0.70 10.4% February 2015
  60. 60. ENTERPRISE 60 Appendix P Interview Questions for Talent Acquisition Specialist Mike Proulx 1. What questions do you utilize most during behavioral interviews? 2. Do you ask each question as listed on the behavioral interview guide? 3. What do you look for in a Management trainee candidate? 4. What are things that deter you from hiring someone? 5. What Questions do you use? 6. Are there any Questions that you use that aren’t on the behavioral questionnaire? 7. Can you describe the process when recruiting? 8. Where do you get the most recruits from? 9. Where do you get the most retentive recruits? 10. Do you believe that more questions based on competitiveness should be asked during the interview process? 11. Could you rank the interview questions as best as possible by importance in your opinion? 12. Is there a specific question you think can make or break the MT trainee interview?
  61. 61. ENTERPRISE 61 Appendix Q Interview Questions for Talent Acquisition Specialist Al Reyes-Rivera 1. Do you believe the current interview questions provided to you by Enterprise are substantial? 2. Do you use the interview questions provided by Enterprise when conducting an interview? Why? 3. Do you use any questions of your own, that you find helpful, in your search for qualified applicants? 4. Do you believe competitiveness is a valuable characteristic for a Manager Trainee a have in order to be successful at Enterprise? 5. The interview questions provided by Enterprise are in relation to all core competencies; 6. Customer Service/Leadership/Result Driven/Flexibility etc. We noticed that the evaluation process couples results driven and competitiveness. We believe competitiveness should be given a bit more emphasis than it currently has (coupled with results driven) how do you feel about our assessment of the evaluation process?
  62. 62. ENTERPRISE 62 Appendix R Competencies Questioned On Vs. Evaluated On Figure 1. Core Competencies From First Interview Questions Vs. Core Competencies From First Interview Evaluation Core Competencies First Interview First Interview Evaluation Customer Service X X Persuasiveness X X Flexibility X X Result Driven X Result Driven Work Ethic X Leadership X X Communication X X Competitiveness X Figure 2. Core Competencies From Second Interview Questions Vs. Core Competencies From Second Interview Evaluation Core Competencies Second Interview Second Interview Evaluation Sales Environment/Ability X X Customer Service Environment/Ability X X Leadership Ability X X Communication Ability X X Fast Paced Environment X Work Ethic X X Flexibility X Figure 3. Core Competencies From Third Interview Questions Vs. Core Competencies From Third Interview Evaluation Core Competencies Third Interview Third Interview Evaluation Customer Service X X Persuasiveness X Flexibility X X Result Driven X Work Ethic/Results Driven X Leadership X X Communication X X Sales Ability X
  63. 63. ENTERPRISE 63 Appendix S Competencies Changing From Interview to Interview Core Competencies From First Interview Vs. First Interview Evaluation Vs. Second Interview Vs. Second Interview Evaluation Vs. Third Interview Vs Third Interview Evaluation Core Competencies 1st Int. 1st Eval. 2nd Int. 2nd Eval. 3rd Int. 3rd Eval. Customer Service X X X X X X Persuasiveness X X X Flexibility X X X X X Result Driven X X Result Driven Work Ethic X X Leadership X X X X X X Communication X X X X X X Competitiveness X Sales Environment/ Ability X X X Fast Paced Environment X Work Ethic X X 1st Int.= First Interview, 1st Eval.= First Interview Evaluation, 2nd Int.= Second Interview, 2nd Eval.= Second Interview Evaluation, 3rd Int.= Third Interview, and 3rd Eval.= Third Interview Evaluation
  64. 64. ENTERPRISE 64 Appendix T Education and Employment History for Tori Stevens Education: Central Michigan University Bachelor of Applied Arts, Major: Communication, Minor: Business Management Central Michigan University Masters of Education, Education Leadership Employment: Bank of America November 2014- Present Assistant Vice President of Campus Recruiting MetLife March 2014- November 2014 Senior Recruiter at Randstad Sourceright for MetLife University of North Carolina at Charlotte August 2013-March 2014 Assistant Director, Career Education Central Michigan University December 2010- August 2013 Assistant Director of Career Services (REACH & Mock Interview Program Coordinator)
  65. 65. ENTERPRISE 65 Appendix U Interview Questions for Tori Stevens 1. What types of positions did you recruit for at MetLife? 2. What is the insurance industry like? 3. What types of positions are you currently recruiting for at Bank of America? 4. What is your favorite behavioral-based question to assess competitiveness? 5. Should competencies evaluated on directly reflect competencies questioned on? 6. Do you think there is a difference between results driven and competitiveness? 7. Should competencies assessed be the same from one interview to the next?
  66. 66. ENTERPRISE 66 Appendix V Interview Questions for Quicken Loans Recruiter 1) Please describe the culture of Quicken Loans. 2) What does your interview process consist of? 3) What kind of questions are commonly asked during interviews, behavioral or situational? 4) What are the core competencies for your interview agenda? 5) Can you describe the method with which the interviewees are evaluated on? 6) How important would you say competitiveness is in a candidate? 7) How important would you say top sales/performance is in a candidate?

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