The document outlines the talent acquisition strategy of Enterprise Holdings, emphasizing a decentralized, promote-from-within philosophy that fosters employee development and local business growth. It highlights various programs such as management training and internships designed to cultivate leadership skills, alongside efforts to build a strong organizational brand and implement effective recruitment practices. The conclusion stresses the importance of organizational culture, continual branding efforts, and the necessity of measuring outcomes to enhance recruitment efficacy.

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2. The Enterprise Way
Marie Artim VP, Talent Acquisition

3. LEAD. DRIVE. GROW.

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Global Expansion
70+ COUNTRIES
WORLDWIDE

6. LEAD. DRIVE. GROW.
 Promote from within philosophy
 Decentralized structure
 Employees focus:
• Profit-and-loss responsibility
• Employee income tied to performance
• Responsibility to grow
local business
• Responsibility to develop people
Our Talent Development Model

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 Management Training Program
 Entry-level position with a 100% promote-from-
within career path
 Comprehensive Development Program:
• Customer Service Skills
• Sales & Business Development
• Financial Analysis
• Management Skills
• Fleet Control and Maintenance
• Entrepreneurship
Leaders Are Grown

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 Management Internship Program
• Mirrors the Management Training Program
– Locally based
– TA owns the program
– Structured, full time
• Aligned Hiring Process to MT
• Focus on Conversion
• Privilege not a right
….and we start growing them early

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Role of Talent Acquisition
 Full Time, Full Cycle Recruitment
 Responsible for All Hiring/Selection Processes
• Management Training (MT) Program
• Management Internship Program
• FT/PT/Temp Support Roles
– Customer facing
– Back of House
– Administrative
• Internal Selection

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Talent Acquisition Team Structure
Hourly Hiring
Internal Selection
Campus Recruiting
ERP
Field TA
Internship Programs
Field Operations
General Manager/RVP
Training/Development
ATS and OnboardingiCIMS
Web-Based tools
Recruitment Mktg
National Media Plans
Rec Mktg
Agency
National/Global Partnerships
Corporate TA
Department

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 Then:
• Highly Decentralized
• Operators vs HR
• Inconsistent
• No Brand or Negative Brand Perception
 Now:
• Corporate Strategy
• Local Market Driven
• High Touch, Multifaceted Approach
• Team Involvement
• Strong Brand
Our Campus Approach

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Time to Build a Brand

17. What’s In It For Me?
 Ethics & Values
 Teamwork
 Empowerment
 Recognition
 Training, Support & Development
 Benefits& Rewards
 Marketable Experience
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Core Competencies
 Empathy/Customer Service
 Leadership
 Sales/Persuasive
 Work Ethic
 Flexibility
 Communications

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 Highly Sociable
 Action Oriented
 High Capacity Workers
 Career Investors
 Recognition Oriented
Differentiators

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It’s Been an Evolution …

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What We “Sell”
 Opportunity
• Career advancement is quick and personal
• Skill development (training) occurs
regularly
 Culture
• Fun and friendly – teamwork rules
• Open and transparent
• Support from peers
 NOT cars, car rental, keys, driving,
etc….

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 Corporate Strategy
 Local Market Driven
 High Touch, Multifaceted Approach
 Team Involvement
 Strong Brand
Our Campus Approach

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Corporate Strategy
 Branding
 Tech, Tools and Resources
 Partnerships
 Training/Development

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Corporate Strategy
 Branding
 Tech, Tools and Resources
 Partnerships
 Training/Development

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Local Market Driven
 Locally based and focused
 Has autonomy locally - within boundaries of
Branding and Core Competencies
 Individual budgets
 Individual hiring goals
 Local Accountability

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Multifaceted Approach
 Career Center at the core
 Faculty/Classroom
 Student Organizations
 Athletics
 Measureable creativity welcome

27. Team Involvement
 Alumni
• Introductions
• Grass roots relationships
• “Real life”
 Interns
• Ambassadors
• Marketing Assistance
*Authenticity across the Board
 Management Team
• Accountability
• Big Picture
 “Fans”
• Those on Campus who help tell
the story
• Not paid by Enterprise – no
formal tie
• Credibility

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High Touch
 Long term commitment
 Investment is time & people vs $$$
 Constant need to re-educate the audience
 Customer and candidate experience at the
forefront
 Virtual touch can work

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 Prospecting and Event
Management
• Yello to iCIMS CRM
• Evaluate effectiveness and
efficiency
 Candidate Experience
• Careers Site directory and
events
• Candidate Experience surveys
Measured = Managed

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 Stage/Hire Reporting
• Candidate thru hire funnel
reports
 Recognition and reward
• Individual performance
rankings
• TA Excellence awards
• Pay for performance
Measured = Managed

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In Conclusion
 Culture must support your model
 Never stop building your brand
 High Touch – however you can do it - is the key
 Measure everything…and use what you find

32. Marie Artim
Vice President: Talent Acquisition – Enterprise Holdings
• LinkedIn: marieartim
• Twitter: @Martimehi
Thank you!