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Stacey Phillips

Stacey Phillips photoStacey Phillips is a freelance writer for the automotive industry based in Southern California. She has 20 years of experience as an editor including writing in a number of businesses and fields.

 

She can be reached at sphillips.autobodynews@gmail.com. 

 
Friday, 16 February 2018 18:39

The Best Body Shops’ Tips: Enterprise Shares Company’s Successful Recruitment Strategies

Written by
Pam Webster, AVP talent acquisition for Enterprise Holdings Pam Webster, AVP talent acquisition for Enterprise Holdings

Index

 

Q: You mentioned that Enterprise is in the “people” business. How do you ensure your company hires the right individual for the job?

 

A: Everything we do starts with hiring the right people and making sure we are committed to the long-term when we make a selection. Sometimes, it’s hard to think this way when you have an immediate need in your business, but we’ve always focused on the long-term. We don’t want to just hire somebody and fill a seat on the bus. Instead, we want to ensure we are hiring the right people because it really does impact the culture if you have constant turnover. We’ve found that it will impact morale and engagement of the other employees.

 

When our business started to grow in the 1980s, we built a formal talent strategy that focused on the entire lifecycle of an employee: selection, onboarding, training and development, performance management and career progression. We knew that if we dropped the ball on any one of these stages, it would impact the business and the bottom line. Because our philosophy is to promote from within, we have a commitment to grow our talent.

 

We asked employees about why they work here, what they like/don’t like, what they are looking for in a company that we don’t offer, as well as what our competitors are offering. Then we defined our employee value proposition. That is what makes us unique as an employer. We built that into our brand and incorporated it into all of our communication, including recruitment marketing and messaging.

 

Once somebody is hired, we focus on their learning path, regardless of the job position. We look at their skills and how we measure them, ensure there is a clear understanding of expectations and what they should deliver each day, build in mentoring and coaching, and have a rewards/recognition program in place.

 

The bottom line is employee performance. If we hire the right people, engage them, and offer training and development, we’ll have better sales, service and growth.

 

10 best practices for hiring and retaining employees based on the Enterprise model:

 

• Build consistent interview guidelines and questions
• Set clear expectations and be transparent about your company
• Know what your competitors are doing and what they are offering to their employees
• Create a recognition program for workers where they can be recognized by leadership
• Foster a team-building culture, whether that’s internally with work-related contests or a friendly competition outside of the workplace, such as forming a sports team
• Empower employees, regardless of their role, and give them autonomy to make decisions
• Look at the core competencies for all jobs, such as empathy, resilience, good communication, work ethic and flexibility
• Devise a consistent process across the company
• Set up a mentoring program and teach managers how to manage and motivate employees
• Continually measure the effectiveness of your hiring process, as well as training and development programs

 

For more information, message Pam Webster at www.linkedin.com/in/pamwebsterrecruit4eh


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