Presented by Dora Rodriguez - Manager Corporate Recruiting at Enterprise Products Partners, Kristy Sidlar - Executive Director Human Capital Solutions at Allegis Global Solutions.

1. TALENT ACQUISITION: CASE STUDY PRESENTATIONS Dora Rodriguez Manager Corporate Recruiting, Enterprise Products Partners Industry Partner: Paul Carrillo LinkedIn Talent Solutions Kristy Sidlar Executive Director, Human Capital Solutions, Allegis Global Solutions Industry Partner: Mike Owcurz Avature
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TALENT MANAGEMENT, DEVELOPMENT & ACQUISITION STRATEGIES IN ENERGY SUMMIT
BREAKOUT SESSION

2. 2
Talent Solutions
The Future of Recruiting and The Enterprise Products Story
+
Paul Carrillo, Relationship Manager, LinkedIn Talent Solutions Dora Rodriguez, Manager of Talent Acquisition, Enterprise Products

3. 3
Agenda
Introduction
Fun Recognition
Dora Rodriguez – Enterprise Products strategies
Paul Carrillo – LinkedIn, Brand, Data
Wrap-up
Q&A

4. IceBreakIn
Most Popular
Most Endorsed
Earliest Adopter
Most Connected
D. Scott
Owen
Mike
Demarest
This image cannot currently be displayed.
Ms. Tommie
Divine-Alford
Cathleen
Nickel, MBA, SPHR

5. 10 years from now, Recruiters will be preoccupied with marketing, PR, community building, and employment branding. The ‘War for Talent’ will be a ‘War of Relationship Marketing’.
Matthew Jeffery
Global Head of Talent Strategy & Innovation
HR Talent Acquisition, SAP UK Ltd.

6. 6 6
Source: 2013 Social Recruiting Survey Results, Jobvite

7. ENTERPRISE PRODUCTS PARTNERS L.P.
© ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. enterpriseproducts.com
PIPELINE FOR SUCCESS
Dora Rodriguez
Manager, Corporate Recruiting
September 30, 2014

8. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 8
ENTERPRISE PRODUCT ASSETS IN 1998

9. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 9
CURRENT ENTERPRISE PRODUCTS ASSETS
Pipelines: 51,000 miles of natural gas, NGL, crude oil, refined products and petrochemical pipelines
Storage: 200 MMBbls of NGL, refined products, petrochemical and crude oil, and 14 Bcf of natural gas storage capacity
Processing: 24 natural gas processing plants; 22 fractionators
Exports: added refined products export terminal; expanding World Scale LPG export facilities and adding ethane exports 2016
Connected to U.S. major shale basins
Connected to every U.S. ethylene cracker
Connected to ≈90% of refineries East of Rockies
Pipeline connected to 22 Gulf Coast PGP customers
Connected to the “First and Last Mile” for supplies and markets through extensive marine and trucking fleets
Asset Overview Connectivity
≈6,800 employees and growing

10. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 10
ENTERPRISE PRODUCTS WELL POSITIONED
U.S. Shale Plays Overlaid On Existing Asset Map
Source: EPD Fundamentals

11. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 11
GROWTH DEMANDS = WAR FOR TALENT
Projected increase in midstream capital investments
Heavy competition for talent
•
Engineers
•
Drivers
•
Operators /Technicians
•
IT Developers
Aging workforce
Limited pool of talent with 3–15 years experience
Source: http://www.deloitte.com/assets/Dcom- UnitedStates/Local%20Assets/Documents/Energy_us_er/us_er_RiseOfTheMidstream_Nov2013.pdf

12. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 12
WHERE WE STARTED……BEFORE LINKEDIN 2012
Best-kept secret in the energy sector
Critical hiring increased by ≈58%
Time-to-fill average ≈74 days
Agency usage ≈8% of hires
Decentralized model
Diverse asset base
Targeted expansions in competitive shale play areas
No social media presence

13. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 13
COMPOUNDED CHALLENGES – HIGHLY COMPETITIVE AREAS
Top 5 Recruiting Categories
Top 5 Recruiting Locations

14. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 14
FOCUSED STRATEGY = EXPECTED RESULTS
1. Branding
2. Sourcing
3. Training
Increased Passive Candidate Reach
Improved Candidate Sharing
Decreased Time-to-Fill
Decreased Agency Usage
=

15. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 15
IMPLEMENTING THE PLAN…….
Social Media
Collaboration
Engagement Branding
Sourcing
Training
LinkedIn, Facebook, Twitter
SharePoint
/ECM
Recruiting Roundtable & Sourcing Notebook
LinkedIn Projects AIRS
LinkedIn Messaging and Targeted Ads
Solutions

16. 16
LinkedIn Building Blocks
CheckIn
Traffic Ads
12 Recruiter Seats
Targeted Ads
User Groups
Job Postings
LinkedIn Projects
Career Page

17. 17
Followers increased by 625%
Passive Candidate Hiring Increased by ≈121.43%
Time-to-Fill Decreased by ≈8.11%
Agency Usage ≈3% of hires
Where we are today…Pipelining Success with LinkedIn
Best kept secret in energy industry
Hiring Needs Increased ≈58%
Time-to-Fill ≈74 days
Agency Usage ≈8% of hires

18. 18
Talent Solutions

19. 2M+
INDONESIA
2M+
PHILIPPINES
1M+
MALAYSIA
1M+
SINGAPORE
1M+
SAUDI ARABIA
16M+
BRAZIL
100M+
UNITED STATES OF AMERICA
9M+
CANADA
24M+
INDIA
5M+
AUSTRALIA
1M+
NEW ZEALAND
3M+
SOUTH AFRICA
1M+
UNITED ARAB EMIRATES
15M+
UNITED KINGDOM
7M+
FRANCE
6M+
ITALY
1M+
BELGIUM
1M+
DENMARK
2M+
TURKEY
4M+
NETHERLANDS
1M+
SWEDEN
5M+
SPAIN
4M+
CHINA
Students & Recent College Graduates on LinkedIn (Fastest growing demographic)
40M+
2,609
Members
worldwide
In the past year you’ve hired
LinkedIn has the talent you’re looking for…
313M+
Members worldwide
+2
New members per second
186M
Monthly unique visitors
LinkedIn: A global pool of talent

20. 20
For our Members

21. 21
Oil and Energy Industry Influencers
Oil and Energy Groups
Universities
Create economic opportunity for Oil & Energy

22. 22
What do these professionals value most in a job?*
44%
25%
18%
13%
Individual - Entry
Individual - Senior
Manager
Director+
17%
17%
8%
7%
7%
5%
5%
5%
3%
3%
Operations
Engineering
Support
Sales
Administrative
Program Mgmt
IT
Research
Finance
Accounting
Top 10 Functions
Seniority
66%
52%
45%
38%
36%
Excellent compensation &…
Good work/life balance
Challenging work
Strong Career Path
Job Security
*From LinkedIn’s 2014 Talent Drivers survey of professionals in Oil and Gas Industries (n=15,410)
Note: Data as of Dec. ‘13
The Oil and Energy presence on LinkedIn
5M+
Professionals on LinkedIn work in Oil and Energy Industry
Top 10 Countries
US
1,301K
Brazil
354K
UK
307K
India
274K
Canada
250K
Italy
145K
Australia
111K
Indonesia
108K
France
105K
Spain
102K

23. 23
Powerful Data: The LinkedIn Core Solution Creates A Virtuous Cycle
Candidates who have engaged with your jobs and brand are 2.2x as likely to respond to your Recruiters
Promoting a full range of jobs and leveraging employee profiles can more than double Career Page visitors
Strategic Sourcing
and Pipelining
Metrics and Analytics
Personalized Job Targeting
Talent Brand Development

24. 24
Increases response rates to recruiter messages by up to 2X
Source: What’s the Value of your Employment Brand?
lnkd.in/valueofEB
Lower cost per hire by up to 50%.
Reduces employee turnover by up to 28%
1
2
3
Cost
Response Rates
Retention
3 reasons companies invest in Talent Brand

25. 25
Talent Acquisition Leaders recognize the importance of Talent Brand…

26. 26
Best Practices on building a strong Talent Brand

27. 27
LinkedIn Data Resources

Talent Pool Reports:
–
lnkd.in/plan

2014 Talent Trends Survey:
–
http://business.linkedin.com/talent-solutions/c/14/3/talent-trends/2014.html

Employer Brand Playbook:
–
http://talent.linkedin.com/employerbrandbook/

How to Do Status Updates:
–
http://lnkd.in/targetedupdates

Obtaining your Talent Brand Index and LinkedIn Impact score
–
Talk to your LinkedIn Account Manager or Paul

28. © ALL RIGHTS RESERVED. ENTERPRISE PRODUCTS PARTNERS L.P. 28
FORWARD–LOOKING STATEMENTS
This presentation contains forward-looking statements based on the beliefs of the company, as well as assumptions made by, and information currently available to our management team. When used in this presentation, words such as “anticipate,” “project,” “expect,” “plan,” “seek,” “goal,” “estimate,” “forecast,” “intend,” “could,” “should,” “will,” “believe,” “may,” “potential” and similar expressions and statements regarding our plans and objectives for future operations, are intended to identify forward- looking statements.
Although management believes that the expectations reflected in such forward-looking statements are reasonable, it can give no assurance that such expectations will prove to be correct. You should not put undue reliance on any forward-looking statements, which speak only as of their dates. Forward-looking statements are subject to risks and uncertainties that may cause actual results to differ materially from those expected, including insufficient cash from operations, adverse market conditions, governmental regulations, the possibility that tax or other costs or difficulties related thereto will be greater than expected, the impact of competition and other risk factors discussed in our latest filings with the Securities and Exchange Commission.
All forward-looking statements attributable to Enterprise or any person acting on our behalf are expressly qualified in their entirety by the cautionary statements contained herein, in such filings and in our future periodic reports filed with the Securities and Exchange Commission. Except as required by law, we do not intend to update or revise our forward-looking statements, whether as a result of new information, future events or otherwise.

29. September 30, 2014
How Recruiting Technology Enabled the Successful Hiring of Critical Talent for an Oil & Gas Company
A Culture for Talent
Kristy Sidlar
Executive Director, Human Capital Solutions

30. Attract the Best Talent
Mitigate Risk
Reduce Costs
Streamline process
Incorporate Best Practices
Develop Internationally
Attract the Best Talent

31. Oil & Gas Client Success Story
A Culture for Talent

32. Oil & Gas Client Success Story
32 A Culture for Talent

33. Oil & Gas RPO Program Highlights
33 A Culture for Talent
•
Hired 240 bi-lingual accounting professionals to represent 14 countries
•
Candidates were hired from across the US and Puerto Rico
•
40 employee referrals YTD 2014
•
1/3 of all hires were from direct recruiting techniques
•
Very satisfied & technology enabled client!

34. Employee Referrals
34 A Culture for Talent

35. Managing Compliance 35 A Culture for Talent
•
Equal employee opportunity (EEO)
•
Race
•
Gender
•
Requisition number
•
Disposition
•
Source

36. Enhanced Digital Recruiting Tools
A Culture for Talent

37. 37 A Culture for Talent

38. 38 A Culture for Talent

39. 39 A Culture for Talent

40. 40 A Culture for Talent

41. Why did our Oil & Gas client choose AGS?
•
Companies achieve 20% more cost savings with AGS as their MSP
•
AGS has the highest Net Promoter Score in the industry
•
No MSP has experience with more VMS providers than AGS
•
AGS clients realize a 30% faster time- to-productivity rate.
•
AGS shapes our programs to each client’s specific needs and goals
Innovative Recruiting
Geographic Reach
Proven Process
Technology
Dedicated Team of Bilingual Recruiters
Dedicated Team of Bilingual Recruiters
Innovative Recruiting
Geographic Reach
Proven Processes
Technology

42. Thank You Questions?
42 A Culture for Talent
Kristy Sidlar| Executive Director, Human Capital Solutions
ksidlar@allegisglobalsolutions.com

43. THANK YOU
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