Marie Artim is the Vice President, Talent Acquisition for Enterprise Holdings – supporting the Enterprise, Alamo and National Brands. She is responsible for company-wide strategies and best practices that direct Enterprise’s nearly 200 local recruiters whose hires include more than 8,500 university graduates each year. Marie also manages strategic partner relationships that assist in the improved quality and diversity of Enterprise’s overall workforce, and collaborates with divisional leadership to develop and implement programs to meet their hiring needs.Marie is an alumna of Purdue University and began her career in the company’s nationally recognized Management Training Program soon after. Over the next several years she worked her way up through Operations, Human Resources and Recruiting. Marie took over talent acquisition responsibilities in 2000 and most recently gained global oversight when named Vice President, Talent Acquisition in September 2010. Marie has conducted presentations and seminars at many universities and industry conferences, and has been featured in national media outlets including BusinessWeek, The Wall Street Journal, Forbes and Good Morning America. Under Marie’s leadership, Enterprise’s efforts have been recognized with top honors for their Campus Recruiting Program, Careers Website and Diversity Recruitment. In addition, Marie recently served as President of the Board of Directors for the National Association of Colleges and Employers (NACE).

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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

7. LEAD. DRIVE. GROW.
 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!