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.
How to engage candidates with an always-on digital strategy | Talent Connect 2017
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
6. Developing our Strategy:
CANDIDATE ENGAGEMENT vs. CANDIDATE CARE
Awareness
Consideration
Interest
Application
Select
Hire
Candidate
Engagement
Candidate
Care
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
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
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
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
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 $
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
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
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
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
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 )