{"id":147,"date":"2015-07-29T23:30:42","date_gmt":"2015-07-29T23:30:42","guid":{"rendered":"https:\/\/courses.candelalearning.com\/intlbusx1xmaster\/?post_type=chapter&p=147"},"modified":"2017-01-09T19:15:59","modified_gmt":"2017-01-09T19:15:59","slug":"chapter-12-winning-through-effective-global-talent-management","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/cerritos-internationalbusiness\/chapter\/chapter-12-winning-through-effective-global-talent-management\/","title":{"raw":"Reading: Chapter 12 Winning through Effective, Global Talent Management","rendered":"Reading: Chapter 12 Winning through Effective, Global Talent Management"},"content":{"raw":"
\r\n
\"map<\/a><\/div>\r\n
\r\n

What\u2019s in It for Me?<\/h3>\r\n
    \r\n\t
  1. What is the scope and changing role of global, strategic human resources management (SHRM) in international business?<\/li>\r\n\t
  2. How can you visualize the battlefield in the global war for talent?<\/li>\r\n\t
  3. How can you engage in effective selection and placement strategies?<\/li>\r\n\t
  4. What are the roles of pay structure and pay for performance in effective talent management?<\/li>\r\n\t
  5. How can you use the Workforce Scorecard to gauge and proactively manage human capital, including your own?<\/li>\r\n<\/ol>\r\n<\/div>\r\nYou\u2019ve probably heard the saying \u201cpeople make the place.\u201d Moreover, firms with operations across borders have this added advantage: access to the best and brightest people from around the world, because talent isn\u2019t constrained by national borders. Indeed, one of the key forces in flattening<\/em> the world is new technologies; other trends too are empowering people from every corner of the earth. At the same time, companies large and small are able to find and leverage human capital from the farthest reaches of the planet. This ability to arbitrage and attract human capital worldwide is a key driver in the the war for talent<\/em>, which is a term signifying the strategic importance of attracting top employees to work for your company. In today\u2019s fast-changing environment, companies need employees who understand the organization\u2019s strategy and are empowered to execute it. To achieve this, organizations need to follow a strategic human resources management (SHRM) approach. SHRM ensures that people are a key factor in a firm\u2019s competitive advantage. Organizations need human resources to be a partner in identifying, recruiting, and hiring the types of employees who will be most qualified to help the company achieve its goals. SHRM requires attracting the right employees to the company, identifying metrics to help employees stay on target to meet the company\u2019s goals, and rewarding them appropriately for their efforts so that they stay engaged and motivated. Having all these components in place results in a high-performance work system, improves organizational performance, and unleashes employee talent.\r\n
    \r\n

    Opening Case: Employee Recruitment, Selection, and Development Strategies at Enterprise Holdings<\/h3>\r\nYou may know this company through one of its businesses, Enterprise Rent-A-Car, and its \u201cWe\u2019ll pick you up\u201d jingle. The Enterprise car-rental business is part of a much larger family business\u2014Enterprise Holdings. Through its regional subsidiaries, Enterprise Holdings operates more than 1 million cars and trucks, the largest fleet of passenger vehicles in the world today.[footnote]\u201cEnterprise Holdings Announces Fiscal 2010 Highlights,\u201d MarketWire<\/em>, September 30, 2010, accessed November 24, 2010, http:\/\/www.marketwire.com\/press-release\/Enterprise-Holdings-Announces-Fiscal-2010-Highlights-1328012.htm<\/a>[\/footnote].<\/span> It\u2019s one of the largest and most comprehensive providers in the car-rental industry, serving approximately 7,600 neighborhood and airport locations in the United States, Canada, Mexico, the Caribbean, Latin America, the United Kingdom, Ireland, Germany, and Asia. In addition, Enterprise Holdings is part of a global strategic alliance with Europcar, creating the world\u2019s largest car-rental network. In this case study, you\u2019ll see how Enterprise\u2014with more than 68,000 employees and $12 billion revenue\u2014ensures it has the right people with the right skills in the right locations worldwide.\r\n

    Core Values from the Start<\/h3>\r\nEnterprise was founded in 1957 by Jack Taylor, who returned from World War II to start a car-leasing company in St. Louis. He launched with a total of seven cars and one employee, but he had a vision to grow and a strong motto: \u201cTake care of your customers and your employees first, and the profits will follow.\u201d[footnote]\u201cHeritage,\u201d Enterprise Holdings, accessed January 28, 2011, http:\/\/www.enterpriseholdings.com\/about-us<\/a>.[\/footnote]<\/span> This vision of exceptional customer service means that Enterprise has to identify, attract, and hire employees who would be good at delivering on its customer service mission. To accomplish this, Enterprise looks for potential new hires who have the following set of skills and competencies that support the company\u2019s objectives:\r\n
      \r\n\t
    1. Customer service focus<\/li>\r\n\t
    2. Sales and listening skills<\/li>\r\n\t
    3. Positive work ethic (a drive to achieve results)<\/li>\r\n\t
    4. Leadership aptitude<\/li>\r\n\t
    5. Communication skills<\/li>\r\n\t
    6. Flexibility<\/li>\r\n<\/ol>\r\nThe company has identified the competencies and behaviors that such skills provide and has clearly articulated the benefits that these skills provide to Enterprise. For instance, flexibility is defined as dealing well with challenges, demonstrating resilience, and being able to prioritize. Enterprise believes that it\u2014the company\u2014is better able to cope with changing circumstances when an employee exhibits flexibility.\r\n\r\nEnterprise describes the competencies it seeks on its website so that job seekers can determine for themselves whether they will measure up and fit in with the Enterprise culture.\r\n

      Attracting and Recruiting Employees<\/h3>\r\nEnterprise has a team of 200 recruiters whose job is to identify potential new candidates at over one hundred college campuses each year.[footnote]\u201cRecruitment and Selection at Enterprise Rent-A-Car,\u201d The Times 100<\/em>, 2009, accessed May 10, 2011, http:\/\/www.thetimes100.co.uk\/downloads\/enterprise\/enterprise_14_full.pdf<\/a>.[\/footnote]<\/span> Given its growth and international expansion, Enterprise hires 8,000 college graduates a year to fill its future management needs.[footnote]Seth Cline, \u201cThe Companies Hiring the Most New College Grads,\u201d Forbes<\/em>, June 21, 2010, accessed January 27, 2011, http:\/\/www.forbes.com\/2010\/06\/21\/companies-hiring-college-graduates-leadership-careers-jobs.html? boxes=leadershipchannellatest<\/a>.[\/footnote]<\/span> The recruiting function at Enterprise is decentralized: each recruiter is responsible for recruiting within his or her local market. The rationale for this structure is this: local hires reflect the local community for each branch office. \u201cWe try to mirror our communities,\u201d says Pam Webster, assistant vice president for recruiting at Enterprise.[footnote]Fay Hansen, \u201cEnterprise\u2019s Recruiting Model Transforms Interns into Managers,\u201d Workforce Management Online<\/em>, May 2009, accessed January 30, 2011, http:\/\/www.workforce.com\/section\/recruiting-staffing\/feature\/enterprises-recruiting-model-transforms-interns-into\/index.html<\/a>.[\/footnote]<\/span>\r\n\r\nEnterprise also uses an internship program as a way to identify potential future employees. The program is open to college juniors and seniors; interested interns then spend a summer working at Enterprise after graduating. Recruiters stay in touch with interns during the school year through e-mails and lunches. Some even send a care package to interns during final exam time.\r\n\r\nIn the United Kingdom, Enterprise began using Campus Brand Managers on university campuses to find potential interns and job applicants. These Campus Brand Managers are interns or students who already work for Enterprise and who act as liaisons for potential applicants.[footnote]\u201cRecruitment and Selection at Enterprise Rent-A-Car,\u201d The Times 100<\/em>, 2009, accessed May 10, 2011, http:\/\/www.thetimes100.co.uk\/downloads\/enterprise\/enterprise_14_full.pdf<\/a>.[\/footnote]<\/span>\r\n\r\nEnterprise also has an employee-referral program through which current employees get a financial reward if they recommend a new employee to Enterprise and that candidate is hired into a full-time position. The referral program has been the company\u2019s primary source of minority and female hires, and approximately 40 percent of new hires join Enterprise that way.[footnote]Fay Hansen, \u201cEnterprise\u2019s Recruiting Model Transforms Interns into Managers,\u201d Workforce Management Online<\/em>, May 2009, accessed January 30, 2011, http:\/\/www.workforce.com\/section\/recruiting-staffing\/feature\/enterprises-recruiting-model-transforms-interns-into\/index.html<\/a>.[\/footnote]<\/span>\r\n\r\nFinally, Enterprise recruits online; about 50 percent of Enterprise\u2019s UK and Ireland workforce is recruited via the web.\r\n

      Developing Employees<\/h3>\r\nTo develop new recruits who would like to enter the ranks of management, Enterprise offers its Graduate Management Trainee program, which is a program that teaches management skills such as leadership and big-picture thinking; finance and business management skills such as cost control and attention to profits; sales and marketing skills to generate more sales; fleet-control skills such as handling repairs and getting the right number and type of cars; and of course customer service skills. In as little as eight to twelve months, trainees can become assistant managers. Once they become assistant managers, they start to earn performance pay in addition to their salaries.[footnote]David Lagess, \u201cA \u2018Stealth Company\u2019 No Longer,\u201d U.S. News & World Report<\/em>, October 17, 2008, accessed January 27, 2011, http:\/\/money.usnews.com\/money\/business-economy\/small-business\/articles\/2008\/10\/17\/a-stealth-company-no-longer?PageNr=2<\/a>.[\/footnote]<\/span> The performance pay is based on branch profits, which means employees can directly benefit from the improvements they make to branch operations.\r\n\r\nEnterprise\u2019s training program supports the company\u2019s promote-from-within philosophy. \u201cWe have always hired college grads into our management training program, and from there we promote entirely from within,\u201d says Marie Artim, assistant vice president of recruiting. \u201cIt\u2019s where I started, it\u2019s where our CEO started, and it\u2019s where almost all our senior leadership started.\u201d[footnote]Seth Cline, \u201cThe Companies Hiring the Most New College Grads,\u201d Forbes<\/em>, June 21, 2010, accessed January 27, 2011, http:\/\/www.forbes.com\/2010\/06\/21\/companies-hiring-college-graduates-leadership-careers-jobs.html? boxes=leadershipchannellatest<\/a>.[\/footnote]<\/span> Enterprise Holdings\u2019 president and chief operating officer (COO), Pamela Nicholson, started as a management trainee in 1981, working behind the rental counter, as did current chairman and CEO Andy Taylor.[footnote]Anne Fisher, \u201cGet a Great Job after Graduation,\u201d Fortune<\/em>, May 28, 2009, accessed January 27, 2011, http:\/\/money.cnn.com\/2009\/05\/28\/news\/economy\/new.grad.jobs.fortune\/index.htm?postversion=2009052904<\/a>.[\/footnote]<\/span> Nicholson moved steadily through the ranks of the company and in 1999 was promoted to senior vice president of the company\u2019s North American operations, then to COO in 2003, and to president in 2008.[footnote]\u201cAn Interview with Pamela M. Nicholson, President and Chief Operating Officer, Enterprise Holdings,\u201d Leaders<\/em> 34, no. 1 (January\u2013March 2011), accessed January 27, 2011, http:\/\/www.leadersmag.com\/issues\/2011.1_Jan\/Missouri\/LEADERS-Pamela-Nicholson-Enterprise-Holdings.html<\/a>.[\/footnote]<\/span>\r\n

      Global Entrepreneurship<\/h3>\r\nIn addition to customer service, entrepreneurship is another key corporate value at Enterprise. The tradition began with founder Jack Taylor and continued through innovations introduced by Enterprise\u2019s branch managers. For example, in 1974 a rental manager in Orlando decided to offer his customers a new service: a free ride to the Enterprise rental office. Other branches emulated this free pick-up service, which demonstrated that employees with a great idea can see it implemented across the company.\r\n\r\nOther entrepreneurial ideas include WeCar, which is Enterprise\u2019s new car-sharing program for corporations and campuses.[footnote]David Lagess, \u201cA \u2018Stealth Company\u2019 No Longer,\u201d U.S. News & World Report<\/em>, October 17, 2008, accessed January 27, 2011, http:\/\/money.usnews.com\/money\/business-economy\/small-business\/articles\/2008\/10\/17\/a-stealth-company-no-longer?PageNr=2<\/a>.[\/footnote]<\/span> For example, Google is using the WeCar program and lets its employees choose among Priuses and Ford Escape Hybrids that Enterprise provides.[footnote]Elizabeth Olson, \u201cCar Sharing Reinvents the Company Wheels,\u201d New York Times<\/em>, May 6, 2009, accessed January 27, 2011, http:\/\/www.nytimes.com\/2009\/05\/07\/business\/businessspecial\/07CAR.html?_r=1&ref=businessspecial<\/a>.[\/footnote]<\/span>\r\n\r\nExpanding internationally is likewise done through entrepreneurial employees. Enterprise opened its first German office in Ottobrunn in 1997. Enterprise\u2019s German pioneer, Jack Cope, said, \u201cIt\u2019s a lot of fun taking something from nothing and making it big, and I\u2019m on my way to making that happen. A few years ago, Enterprise was unknown here in Germany. Today, thanks to the efforts of our motivated German workforce, the Enterprise mission, philosophy and culture are catching on.\u201d[footnote]\u201cFor Management Trainees, Ours Really Is a World of Opportunity,\u201d About Enterprise<\/em>, Enterprise Rent-A-Car, accessed January 27, 2011, https:\/\/www.enterprisealive.com\/about-enterprise\/global-locations<\/a>.[\/footnote]<\/span>\r\n\r\nThe company entices international entrepreneurs through messages like the following one on its website:\r\n
      Just imagine the possibilities that come with joining a huge, internationally successful company with a personal, entrepreneurial approach which allows individuals to stand out. Our secret lies in the fact that we\u2019re divided up into thousands of smaller, local businesses. So when you take one of our graduate trainee jobs, you\u2019ll be learning how to run the business yourself. And how many organizations with a $12 billion turnover can say that?[footnote]\u201cWith a Company as Successful as Ours, It\u2019s Easy to Start Getting Ahead of Yourself,\u201d About Enterprise<\/em>, Enterprise Rent-A-Car, accessed January 27, 2011, http:\/\/www.enterprisealive.com\/about-enterprise\/our-industry<\/a>.[\/footnote]<\/span><\/blockquote>\r\n<\/div>\r\n
      \r\n

      Opening Case Exercises[footnote](AACSB: Ethical Reasoning, Multiculturalism, Reflective Thinking, Analytical Skills)[\/footnote]<\/h3>\r\n
        \r\n\t
      1. How does Enterprise use SHRM to support its customer service objectives?<\/li>\r\n\t
      2. What strategies does Enterprise use to attract new employees?<\/li>\r\n\t
      3. Do you think entrepreneurial employees would be motivated to work at Enterprise? Why or why not?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>","rendered":"
        \n
        \"map<\/a><\/div>\n
        \n

        What\u2019s in It for Me?<\/h3>\n
          \n
        1. What is the scope and changing role of global, strategic human resources management (SHRM) in international business?<\/li>\n
        2. How can you visualize the battlefield in the global war for talent?<\/li>\n
        3. How can you engage in effective selection and placement strategies?<\/li>\n
        4. What are the roles of pay structure and pay for performance in effective talent management?<\/li>\n
        5. How can you use the Workforce Scorecard to gauge and proactively manage human capital, including your own?<\/li>\n<\/ol>\n<\/div>\n

          You\u2019ve probably heard the saying \u201cpeople make the place.\u201d Moreover, firms with operations across borders have this added advantage: access to the best and brightest people from around the world, because talent isn\u2019t constrained by national borders. Indeed, one of the key forces in flattening<\/em> the world is new technologies; other trends too are empowering people from every corner of the earth. At the same time, companies large and small are able to find and leverage human capital from the farthest reaches of the planet. This ability to arbitrage and attract human capital worldwide is a key driver in the the war for talent<\/em>, which is a term signifying the strategic importance of attracting top employees to work for your company. In today\u2019s fast-changing environment, companies need employees who understand the organization\u2019s strategy and are empowered to execute it. To achieve this, organizations need to follow a strategic human resources management (SHRM) approach. SHRM ensures that people are a key factor in a firm\u2019s competitive advantage. Organizations need human resources to be a partner in identifying, recruiting, and hiring the types of employees who will be most qualified to help the company achieve its goals. SHRM requires attracting the right employees to the company, identifying metrics to help employees stay on target to meet the company\u2019s goals, and rewarding them appropriately for their efforts so that they stay engaged and motivated. Having all these components in place results in a high-performance work system, improves organizational performance, and unleashes employee talent.<\/p>\n

          \n

          Opening Case: Employee Recruitment, Selection, and Development Strategies at Enterprise Holdings<\/h3>\n

          You may know this company through one of its businesses, Enterprise Rent-A-Car, and its \u201cWe\u2019ll pick you up\u201d jingle. The Enterprise car-rental business is part of a much larger family business\u2014Enterprise Holdings. Through its regional subsidiaries, Enterprise Holdings operates more than 1 million cars and trucks, the largest fleet of passenger vehicles in the world today.[1]<\/sup><\/a>.<\/span> It\u2019s one of the largest and most comprehensive providers in the car-rental industry, serving approximately 7,600 neighborhood and airport locations in the United States, Canada, Mexico, the Caribbean, Latin America, the United Kingdom, Ireland, Germany, and Asia. In addition, Enterprise Holdings is part of a global strategic alliance with Europcar, creating the world\u2019s largest car-rental network. In this case study, you\u2019ll see how Enterprise\u2014with more than 68,000 employees and $12 billion revenue\u2014ensures it has the right people with the right skills in the right locations worldwide.<\/p>\n

          Core Values from the Start<\/h3>\n

          Enterprise was founded in 1957 by Jack Taylor, who returned from World War II to start a car-leasing company in St. Louis. He launched with a total of seven cars and one employee, but he had a vision to grow and a strong motto: \u201cTake care of your customers and your employees first, and the profits will follow.\u201d[2]<\/sup><\/a><\/span> This vision of exceptional customer service means that Enterprise has to identify, attract, and hire employees who would be good at delivering on its customer service mission. To accomplish this, Enterprise looks for potential new hires who have the following set of skills and competencies that support the company\u2019s objectives:<\/p>\n

            \n
          1. Customer service focus<\/li>\n
          2. Sales and listening skills<\/li>\n
          3. Positive work ethic (a drive to achieve results)<\/li>\n
          4. Leadership aptitude<\/li>\n
          5. Communication skills<\/li>\n
          6. Flexibility<\/li>\n<\/ol>\n

            The company has identified the competencies and behaviors that such skills provide and has clearly articulated the benefits that these skills provide to Enterprise. For instance, flexibility is defined as dealing well with challenges, demonstrating resilience, and being able to prioritize. Enterprise believes that it\u2014the company\u2014is better able to cope with changing circumstances when an employee exhibits flexibility.<\/p>\n

            Enterprise describes the competencies it seeks on its website so that job seekers can determine for themselves whether they will measure up and fit in with the Enterprise culture.<\/p>\n

            Attracting and Recruiting Employees<\/h3>\n

            Enterprise has a team of 200 recruiters whose job is to identify potential new candidates at over one hundred college campuses each year.[3]<\/sup><\/a><\/span> Given its growth and international expansion, Enterprise hires 8,000 college graduates a year to fill its future management needs.[4]<\/sup><\/a><\/span> The recruiting function at Enterprise is decentralized: each recruiter is responsible for recruiting within his or her local market. The rationale for this structure is this: local hires reflect the local community for each branch office. \u201cWe try to mirror our communities,\u201d says Pam Webster, assistant vice president for recruiting at Enterprise.[5]<\/sup><\/a><\/span><\/p>\n

            Enterprise also uses an internship program as a way to identify potential future employees. The program is open to college juniors and seniors; interested interns then spend a summer working at Enterprise after graduating. Recruiters stay in touch with interns during the school year through e-mails and lunches. Some even send a care package to interns during final exam time.<\/p>\n

            In the United Kingdom, Enterprise began using Campus Brand Managers on university campuses to find potential interns and job applicants. These Campus Brand Managers are interns or students who already work for Enterprise and who act as liaisons for potential applicants.[6]<\/sup><\/a><\/span><\/p>\n

            Enterprise also has an employee-referral program through which current employees get a financial reward if they recommend a new employee to Enterprise and that candidate is hired into a full-time position. The referral program has been the company\u2019s primary source of minority and female hires, and approximately 40 percent of new hires join Enterprise that way.[7]<\/sup><\/a><\/span><\/p>\n

            Finally, Enterprise recruits online; about 50 percent of Enterprise\u2019s UK and Ireland workforce is recruited via the web.<\/p>\n

            Developing Employees<\/h3>\n

            To develop new recruits who would like to enter the ranks of management, Enterprise offers its Graduate Management Trainee program, which is a program that teaches management skills such as leadership and big-picture thinking; finance and business management skills such as cost control and attention to profits; sales and marketing skills to generate more sales; fleet-control skills such as handling repairs and getting the right number and type of cars; and of course customer service skills. In as little as eight to twelve months, trainees can become assistant managers. Once they become assistant managers, they start to earn performance pay in addition to their salaries.[8]<\/sup><\/a><\/span> The performance pay is based on branch profits, which means employees can directly benefit from the improvements they make to branch operations.<\/p>\n

            Enterprise\u2019s training program supports the company\u2019s promote-from-within philosophy. \u201cWe have always hired college grads into our management training program, and from there we promote entirely from within,\u201d says Marie Artim, assistant vice president of recruiting. \u201cIt\u2019s where I started, it\u2019s where our CEO started, and it\u2019s where almost all our senior leadership started.\u201d[9]<\/sup><\/a><\/span> Enterprise Holdings\u2019 president and chief operating officer (COO), Pamela Nicholson, started as a management trainee in 1981, working behind the rental counter, as did current chairman and CEO Andy Taylor.[10]<\/sup><\/a><\/span> Nicholson moved steadily through the ranks of the company and in 1999 was promoted to senior vice president of the company\u2019s North American operations, then to COO in 2003, and to president in 2008.[11]<\/sup><\/a><\/span><\/p>\n

            Global Entrepreneurship<\/h3>\n

            In addition to customer service, entrepreneurship is another key corporate value at Enterprise. The tradition began with founder Jack Taylor and continued through innovations introduced by Enterprise\u2019s branch managers. For example, in 1974 a rental manager in Orlando decided to offer his customers a new service: a free ride to the Enterprise rental office. Other branches emulated this free pick-up service, which demonstrated that employees with a great idea can see it implemented across the company.<\/p>\n

            Other entrepreneurial ideas include WeCar, which is Enterprise\u2019s new car-sharing program for corporations and campuses.[12]<\/sup><\/a><\/span> For example, Google is using the WeCar program and lets its employees choose among Priuses and Ford Escape Hybrids that Enterprise provides.[13]<\/sup><\/a><\/span><\/p>\n

            Expanding internationally is likewise done through entrepreneurial employees. Enterprise opened its first German office in Ottobrunn in 1997. Enterprise\u2019s German pioneer, Jack Cope, said, \u201cIt\u2019s a lot of fun taking something from nothing and making it big, and I\u2019m on my way to making that happen. A few years ago, Enterprise was unknown here in Germany. Today, thanks to the efforts of our motivated German workforce, the Enterprise mission, philosophy and culture are catching on.\u201d[14]<\/sup><\/a><\/span><\/p>\n

            The company entices international entrepreneurs through messages like the following one on its website:<\/p>\n

            Just imagine the possibilities that come with joining a huge, internationally successful company with a personal, entrepreneurial approach which allows individuals to stand out. Our secret lies in the fact that we\u2019re divided up into thousands of smaller, local businesses. So when you take one of our graduate trainee jobs, you\u2019ll be learning how to run the business yourself. And how many organizations with a $12 billion turnover can say that?[15]<\/sup><\/a><\/span><\/p><\/blockquote>\n<\/div>\n

            \n

            Opening Case Exercises[16]<\/sup><\/a><\/h3>\n
              \n
            1. How does Enterprise use SHRM to support its customer service objectives?<\/li>\n
            2. What strategies does Enterprise use to attract new employees?<\/li>\n
            3. Do you think entrepreneurial employees would be motivated to work at Enterprise? Why or why not?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n
              1. \u201cEnterprise Holdings Announces Fiscal 2010 Highlights,\u201d MarketWire<\/em>, September 30, 2010, accessed November 24, 2010, http:\/\/www.marketwire.com\/press-release\/Enterprise-Holdings-Announces-Fiscal-2010-Highlights-1328012.htm<\/a> ↵<\/a><\/li>
              2. \u201cHeritage,\u201d Enterprise Holdings, accessed January 28, 2011, http:\/\/www.enterpriseholdings.com\/about-us<\/a>. ↵<\/a><\/li>
              3. \u201cRecruitment and Selection at Enterprise Rent-A-Car,\u201d The Times 100<\/em>, 2009, accessed May 10, 2011, http:\/\/www.thetimes100.co.uk\/downloads\/enterprise\/enterprise_14_full.pdf<\/a>. ↵<\/a><\/li>
              4. Seth Cline, \u201cThe Companies Hiring the Most New College Grads,\u201d Forbes<\/em>, June 21, 2010, accessed January 27, 2011, http:\/\/www.forbes.com\/2010\/06\/21\/companies-hiring-college-graduates-leadership-careers-jobs.html? boxes=leadershipchannellatest<\/a>. ↵<\/a><\/li>
              5. Fay Hansen, \u201cEnterprise\u2019s Recruiting Model Transforms Interns into Managers,\u201d Workforce Management Online<\/em>, May 2009, accessed January 30, 2011, http:\/\/www.workforce.com\/section\/recruiting-staffing\/feature\/enterprises-recruiting-model-transforms-interns-into\/index.html<\/a>. ↵<\/a><\/li>
              6. \u201cRecruitment and Selection at Enterprise Rent-A-Car,\u201d The Times 100<\/em>, 2009, accessed May 10, 2011, http:\/\/www.thetimes100.co.uk\/downloads\/enterprise\/enterprise_14_full.pdf<\/a>. ↵<\/a><\/li>
              7. Fay Hansen, \u201cEnterprise\u2019s Recruiting Model Transforms Interns into Managers,\u201d Workforce Management Online<\/em>, May 2009, accessed January 30, 2011, http:\/\/www.workforce.com\/section\/recruiting-staffing\/feature\/enterprises-recruiting-model-transforms-interns-into\/index.html<\/a>. ↵<\/a><\/li>
              8. David Lagess, \u201cA \u2018Stealth Company\u2019 No Longer,\u201d U.S. News & World Report<\/em>, October 17, 2008, accessed January 27, 2011, http:\/\/money.usnews.com\/money\/business-economy\/small-business\/articles\/2008\/10\/17\/a-stealth-company-no-longer?PageNr=2<\/a>. ↵<\/a><\/li>
              9. Seth Cline, \u201cThe Companies Hiring the Most New College Grads,\u201d Forbes<\/em>, June 21, 2010, accessed January 27, 2011, http:\/\/www.forbes.com\/2010\/06\/21\/companies-hiring-college-graduates-leadership-careers-jobs.html? boxes=leadershipchannellatest<\/a>. ↵<\/a><\/li>
              10. Anne Fisher, \u201cGet a Great Job after Graduation,\u201d Fortune<\/em>, May 28, 2009, accessed January 27, 2011, http:\/\/money.cnn.com\/2009\/05\/28\/news\/economy\/new.grad.jobs.fortune\/index.htm?postversion=2009052904<\/a>. ↵<\/a><\/li>
              11. \u201cAn Interview with Pamela M. Nicholson, President and Chief Operating Officer, Enterprise Holdings,\u201d Leaders<\/em> 34, no. 1 (January\u2013March 2011), accessed January 27, 2011, http:\/\/www.leadersmag.com\/issues\/2011.1_Jan\/Missouri\/LEADERS-Pamela-Nicholson-Enterprise-Holdings.html<\/a>. ↵<\/a><\/li>
              12. David Lagess, \u201cA \u2018Stealth Company\u2019 No Longer,\u201d U.S. News & World Report<\/em>, October 17, 2008, accessed January 27, 2011, http:\/\/money.usnews.com\/money\/business-economy\/small-business\/articles\/2008\/10\/17\/a-stealth-company-no-longer?PageNr=2<\/a>. ↵<\/a><\/li>
              13. Elizabeth Olson, \u201cCar Sharing Reinvents the Company Wheels,\u201d New York Times<\/em>, May 6, 2009, accessed January 27, 2011, http:\/\/www.nytimes.com\/2009\/05\/07\/business\/businessspecial\/07CAR.html?_r=1&ref=businessspecial<\/a>. ↵<\/a><\/li>
              14. \u201cFor Management Trainees, Ours Really Is a World of Opportunity,\u201d About Enterprise<\/em>, Enterprise Rent-A-Car, accessed January 27, 2011, https:\/\/www.enterprisealive.com\/about-enterprise\/global-locations<\/a>. ↵<\/a><\/li>
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