At Enterprise Holdings (Alamo Rent A Car, Enterprise Rent-A-Car, and National Car Rental), great customer service is at the core of their business, and that extends through to potential candidates, too. Even with the massive volume of applicants they have year over year, with the combination of the right people and the right technology they strive to provide their candidates with a process that is both highly responsive as well as approachable. Follow the journey taken by Enterprise over the years as they worked to build an always on digital strategy, while continuously optimizing their efforts through smarter metrics. Working to improve how they interact with candidates, build strong relationship with media partners and deliver the best candidate funnel to their teams internally. Understanding that this level of sophisticated marketing doesn’t happen overnight, Enterprise worked in partnership with their consumer marketing group and agency partner TMP Worldwide to track ROI (customer sentiment, awareness, etc.) and improve the measurable results.

1. HOW TO ENGAGE CANDIDATES
WITH AN ALWAYS-ON DIGITAL STRATEGY

2. HOW TO ENGAGE CANDIDATES
WITH AN ALWAYS-ON DIGITAL STRATEGY

3. WE’RE ENTERPRISE
FAMILY OWNED
& OPERATED
• Ranked by Forbes
as one of America’s
Largest Private
Companies
WORLD’S
LARGEST FLEET
• Operate a fleet of
1.9 million
passenger vehicles
ALAMO, ENTERPRISE
& NATIONAL BRANDS
• More than 1 million
transactions per week
• Operating in more than
90 countries and territories
REVENUE
• $22.3 billion
revenue
RECRUITMENT
• One of the largest
recruiter of college
graduates in U.S.
LOCATIONS
• 100,000 colleagues
in more than 9,900
locations

4. BRANDING
• Employer Branding
• Recruitment Consulting
• Social/Digital Footprint
ATTRACTION
• Media Strategy
• Sourcing Strategy
• SEM
• Social Media Strategy
• Mobile Marketing
• ERP
• Campus & Alumni
ENGAGEMENT
• Creative Development
• Career Websites
• TalentBrew
• Social Campaigns
• Email Marketing
• CRM
• Internal Communications
OPTIMIZATION
• Web Analytics
• Search Engine Optimization
• Track to Hire
• Metrics & Reporting
WE’RE TMP

5. Together, we’d like
to share a story

6. Developing our Strategy:
CANDIDATE ENGAGEMENT vs. CANDIDATE CARE
Awareness
Consideration
Interest
Application
Select
Hire
Candidate
Engagement
Candidate
Care

7. A three-pronged approach
to evolution
ALWAYS
ON
SHOW,
DON’T TELL
MEASURABLE
RESULTS

8. Let’s Talk Career Site

9. Once upon
a time…
• Provided basic information about the
company and our jobs (primarily MT,
Intern and Other)
• Consisted of stand-alone content
• Offered limited insight into the vast and
varied world of EHI
• Told the story very much from “our”
point of view
C O N T E N T S T R A T E G Y

10. This is what we started with…

11. Then we had an new website…
or rather, multiple websites

12. Clearly some clarity was called for
to cut through the confusion

13. We discovered what candidates want
Most Important Career Site Features
82%
84%
86%
88%
90%
92%
94%
Jobs Salary info Application Benefits Realistic job
preview
Prior to accepting offer:
44%visited the career site
3x or more
Post offer acceptance:
48%visited the career site
at least 1x

14. Then we set out to deliver best-in-class
candidate engagement
U S E R - C E N T R I C
F A M I L Y O F B R A N D S
I N D U S T R Y - L E A D I N G
C A N D I D A T E G E N E R A T I O N
S E A M L E S S I N T E G R A T I O N
E F F I C I E N T
F U T U R E G R O W T H
R E S U L T S
 Exceed users’ expectations regardless of the device
 Convey the EHI story
 Differentiate Enterprise from our competitors for talent
 Convert site visitors into qualified applicants and/or leads
 Ensure seamless integration with existing technologies
 Eliminate inefficiencies related to management/maintenance
 Establish a foundation that will accommodate future growth
 Track and analyze key performance indicators

15. To our multiple candidate targets
MANAGEMENT
TRAINEE
INTERN
PROFESSIONAL
(HQ, OPERATIONS)
FRONT-OF-HOUSE
RENTAL SALES
BACK-OF-HOUSE
MECHANIC

16. The happily
ever after
• Fully responsive
• Data analysis and candidate focus
inform the site content
• Adoption of a Show (Don’t Tell) content
strategy – allowing candidates to see
firsthand how they can benefit from a
career with EHI
• Integrated with SEO and advanced job
search platform
• Advanced job descriptions
C O N T E N T S T R A T E G Y

17. The new
careers website

18. The new
careers website

19. The new
careers website

20. The new
careers website

21. The new
careers website

22. Integration of SEO & Improved Job Search

23. Integration of SEO & Advanced Job Search

24. Showing EHI promote from within culture

25. Showing EHI promote from within culture

26. Focusing on the candidate
with advanced job descriptions

27. Focusing on the candidate
with advanced job descriptions

28. Focusing on the candidate
with advanced job descriptions

29. Focusing on the candidate
with advanced job descriptions

30. Focusing on the candidate
with advanced job descriptions

31. Let’s Talk Media

32. Once upon
a time…
• Posting on job boards
• Company structure dictated a large
investment and lots of postings
• Inconsistent branding
• Started to measure KPI of CPH; but did
not set expectation, just awareness
M E D I A S T R A T E G Y

33. Media evolution

34. The happily
ever after
• Measuring hires and CPH to position
results for the position the posting was
promoting
• Looking at products individually, eg.
banner ad vs job posting
• Continuing to measure KPIs – now app
to hire, cost per MT hire and percent of
MT hires
• FY18 media plan shift, setting
benchmarks with medias, providing
transparency to our data
M E D I A S T R A T E G Y

35. Media Investments

36. Methodology
for Media Goals
• 2017 – the first year PPC was
a majority investment as part of
the MT hiring initiative
• Goals were set in regards to
MT hire volume as well as
cost-per-hire efficiency
• Monthly reviews with vendors
to strong performance and
improvements where necessary
• FY17 data fed directly into setting
FY18 considerations and goals
• All of this is with the idea that
we will run the same set-up as
the previous year, and should
maintain the same (if not improve)
performance

37. 2018 Media Benchmarks
MEDIA
FY18 MT HIRE
GOAL
CPMTH
GOAL
PARTNER HIRE
GOAL
PARTNER CPMTH
GOAL
MEDIA #1 1,560 $ 822 $$
MEDIA #2 770 $$ 800 $$
MEDIA #3 320 $ NA N/A
MEDIA #4 133 $$ 175 $
MEDIA #5 630 $$$$ NA N/A
MEDIA #6 100 $$ 72 $$
MEDIA #7 39 $$ 45 $

38. Let’s Talk Social

39. Once upon
a time…
• Started with a Facebook Careers profile
in 2009, following the lead of other
companies
• No real strategy, content calendar, etc.
• Began with employee stories and career
tip articles – when we could find them
• By 2011, social’s continued growth
started to define our strategy
S O C I A L S T R A T E G Y

40. 2009 Social Posts
Where we started

41. 2009 Social Posts
Where we started

42. Social Calendar

43. Social Media Strategy

44. The happily
ever after
• Show Don’t Tell content, engaging with
candidates and employees, partnership
with Internal comms and QUEsocial &
SocialBakers
• Measurement, hires tracked to content,
content specific to channel/ audience,
recruiter vs brand content
• Integration of the careers site, media
and social
• Integration between our careers website
and our social content, driving
candidates from social to apply.
S O C I A L S T R A T E G Y

45. Spreading
Social Content

46. Quality Content to Share

47. Quality Content to Share

48. Quality Content to Share

49. Leader Board / Gamification Employee Activation
Activating Employees

50. QueSocial
AT LAUNCH OF PROGRAM
• 65 users
• Total Reach: 14,561
CURRENT USERS AND CONNECTIONS
• 163 users
• Total reach: 204,823
CLICKS
• 155,379
(8/1/16–7/31/17)
IMPRESSIONS
• 66,835
(8/1/16-7/31/17)
SHARES
• 200,873
CONNECTIONS
• 13,425,346,955

51. Let’s Talk Metrics

52. Once upon
a time…
• Reporting to measure the financial
results of our media spend
S O C I A L S T R A T E G Y

53. Media Reporting

54. The happily
ever after
• Online, integrated 24/7 dashboard
• Deeper metrics on reporting groups
across all recruiting efforts
• Optimizing at the national and local
levels
S O C I A L S T R A T E G Y

55. Ramped up reporting

56. Epilogue
• Ongoing evolution of our always-on
strategy by measuring the integration
and results of our efforts
• Expanding our partnerships
• More hires!
I N T E G R A T I O N S T R A T E G Y

57. The Muse
• EHI I S I N T H E TO P 2 % for total
impressions/reach on The Muse since
going Live. This is with only 4 sponsored
content articles to drive sponsorship
views. Nearest Companies: Bookings,
GSK, Wells Fargo
• Social Sharing by EHI increased profile
clicks by 6 0 % in Q2
• Strong 3rd party distribution on Facebook,
LinkedIn, Twitter by EHI driving increase
reach and performance on Muse and
externally
PERFORMANCE HIGHLIGHTS
2,318,155
T O T A L M U S E I M P R E S S I O N S / R E A C H

58. The Muse
Impression Breakout
Muse.com
Impressions
EHI Social
Impressions
1,300,000
1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000

59. The Muse
187,657
EHI Social Impressions
Key Takeaways
•Average engage time at 2:30. A full minute above industry average.
•57% of traffic via mobile.
•53% of Social Actions from EHI Social Sharing
•Distribution by EHI & Muse drove 1.5k + Page Views
117,452
Muse Social Impressions
839
Social Actions
5,710
Page Views

60. In Conclusion
• Never stop trying to evolve – however
minor
• Adopt an always-on strategy across
every space you play in
• Measure what matters: work throughout
your organization to define priorities,
then once results start coming in you
can confidently add or remove
• Show (don’t tell) what is authentic to
you, and don’t force it. A great story will
always unfold naturally
( A K A T H E C L I F F N O T E S )

61. THANK YOU!