Presentation To:

E-Recruitment Transforms United Rentals

ERExpoSpring 2008San Diego, CA

2

Introductions

• Craig Pintoff – Vice President Human Resources, United Rentals– Prior to joining United Rentals, Craig was the Chief

Benefits and Employment Counsel for Crompton Corporation in Middlebury, Connecticut. Previously, he was an attorney for White & Case LLP in Manhattan, specializing in executive compensation, employee benefits, employment law, and mergers and acquisitions.

• Christopher DeFoe, – President, DeFoe & Associates, LLC– Talent Management Technology Consultancy

focused on assisting clients in the selection, implementation and optimization of Talent Management Technology with a defined focus on Talent Acquisition

– 13 years of comprehensive Recruitment Technology Experience with a variety of products and Companies

3

Presentation Overview

4

Presentation Overview

• Who we are

• Where we were

• What we found

• What we did

• Where we went

• Where we are going

5

Who we are

6

Who we are

• Founded in 1997

• Became the World’s Largest Equipment Rental Company by– Entrepreneurial Spirit– Prudent Acquisitions– Organic Growth

• Approximately 10,000 Employees

• 3.7 Billion in Revenue

• 700 Branches across US, Canada & Mexico

• Corporate headquarters in Greenwich, CT

• 11 Regions– Managed by Regional VP– Multiple lines of business

7

The Branch

• The Heart of United Rentals is the Branch– 10 to 50 employees

• Branch Manager (BM)– Leader, sales and operations manager– Responsible for the P&L of the Branch– Entrepreneurial business people– Hiring responsibility for Branch staff (exempt and nonexempt titles)

• Fleet– 20,000 classes of Rental Equipment

Aerial Trench, Pump & Power General Rental

– Rentals, Sales & Service– Contractor Supplies

• Customers– Construction & Industry– Utilities, Municipalities, Federal Government– Homeowners & others

8

Who we hire

• The Branch

• The Region

• Corporate

9

Who we hire

In the Branch…(90% of UR hiring)

In the Region… In Corporate…

ManagementBranch ManagerOperations Manager

Sales (Inside and Outside)Inside & Outside

Customer Service & Administration

Customer Service Reps Branch AdministratorService

Service ManagersService Technicians(multiple levels)Drivers

Regional StaffManagement & HRControllers, Finance Managers

CorporateExecutive ManagementFinance, Marketing, IT & HRCredit

(10% of UR hiring)

10

Where we were - 2004

11

Where we were - 2004

• 1 – 2 HR staff per region

• Approximately 4,000 hires per year

• Better recruitment processes needed in the field

• Organization Assessment

• Meetings conducted with:

- Company Leadership

- Corporate & Regional HR Staff

- Branch Managers

- RPO Partner (Recruitment Process Outsourcer)

• Process Review

• Technology Review

- ATS & HRIS

- Career Site

12

What we found - 2005

13

What we found - 2005

• HR Challenges

- HR staff busy with non-recruiting activities

- Limited capacity to help with “cold starts” & specialized positions

- Employee Referral Program - modest at best

• Disparate processes

- Unqualified candidates being interviewed by multiple branches

- Qualified candidates not being seen by multiple branches where there may be a need

- Unable to leverage sourcing efforts & inability to create a “talent pool”

• RPO strategy not working as expected

- Pre-qualified candidates were not a good fit

- Branch Managers lost confidence & were doing their own local hiring

14

What we found - 2005• College Hiring Challenges

- Increase bench-strength when hiring into key positions

- Brand Recognition

- Competition with other Fortune 1000

• Administrative burden on the Branch

- Legal compliance

- New hire checklist detailed and time consuming

- Extremely paper intensive

- Multiple data entry points

• Paper application

• Background check

• Offer letter

• On-boarding challenges

- Too long to get new hire IT access, cell phone, truck, etc…

15

What we found• Technology Infrastructure

- 2 Career Sites with weak recruitment branding

- Corporate Positions

- Run & managed by webmaster

- Branch Positions

- Run & Managed by RPO

• Field hiring – partially managed by RPO

- RPO managed ATS

- No access by UR staff into RPO ATS

- Limited reporting from RPO (request basis)

- Manual applicant flow logs at the Branch

• Corporate Hiring

- Web-postings

- Shared email inbox

• Limited staffing controls from Corporate; No requisition process

16

What we did - 2005

17

What we did• Regional Recruiter

- 1 dedicated recruiter per region

- Direct reporting to Regional Human Resource Manager

- Cross functional reporting to Corporate

- Partnered with Branch Managers

- Established more formal college recruiting program

• Technology Infrastructure

- ATS

- Requirements defined

- Vendor evaluation team

- Regional & Corp HR

- IT & Risk Management

- Branch Managers

- 3rd Party expertise

- ATS designed “before signing the deal”

18

Change Management

• Branch Managers

- What’s in it for them?

- # 1 Priority - Branch Manager acceptance, so we:

- Involved them in the original organization design

- Involved them in the vendor selection

- Communicated our plan & naming contest

- Hi-TRAK

- Established an overall communication plan, including emails and Company newsletter coverage

19

The Design – Creating a Requisition 4 easy steps for the Branch Managers1. The Job

• Since the branches have the same positions, we were able to create a Job Description Catalog that houses all the descriptions. The BM merely has to know what job they need to fill and select it.

2. The Branch

• Each Branch has its own unique number, this number derives all the appropriate details (address, division, department). Consequently, all the BM has to do is select their Branch Number.

3. The Approvals

• The BM selects the appropriate District Manager for req approval and HR approvals are built in, based by region.

4. Job Boards

• The BM then selects what Job Boards and/or Agency support and off it goes.

20

The Design – 2 steps for the Candidates

1. Profile

• Each applicant completes an on-line profile to capture just contact info & resume(1-2 minute completion time). This provides the key information so that the BM can make a yes/no decision.

2. Application

• Once a candidate is invited in for an interview, they are sent a hyper-link to complete a full on-line application that is pre-loaded with all of their previously submitted profile information.

3. On-Boarding

• The new hire has a custom portal (English & French Canadian) to learn about United Rentals, their benefits, provide key data such as emergency contacts, key company policies.

- New hires actually sign-off on core company policies prior to start date

21

The Design - Specifications

1. The Salary

• A truck driver in NYC has the same job code as one in Biloxi, MI but different salary range. Our system derives the appropriate salary range by cross referencing the geographic location to our pre-defined salary structure.

2. The Offer

• Standardized Offer Letters across the various positions, including Union & Non-Union, exempt & non-exempt, US & Canada with pre-authorized language.

3. The Ad Agency

• To support the need for local advertising, we engaged with one major advertising firm and similar to pushing a posting out to a Job Board, we allow BMs to push their requisition to the Agency and they, in turn, contact the BM and provide local advertising assistance.

4. The Systems

• Our ATS was designed to interface with not only HR systems but our provisioning system that enabled staff to get IT access and other equipment much faster

5. Background Checks

• Full integration with 3rd party background check vendor directly from ATS,

allowing for a paperless background check process.

22

Career Site – Time for a Makeover

External

• 2 disjointed career sites did not make for a smooth & informative candidate experience

• Complete review of site and overall flow

• We built the site map and created the high level flow

• Retained a web development firm to help us with the creative and build the site

• Career Landing Page – Not Merely a Job Search Page

• Multiple integrations points with the ATS

External CareerCenter Navigation

UR

ATS

www.ur.com/careers(Careers Landing Page)

About United Rentals

Our TeamCollege

RecruitingTechnical Schools

DiversityBenefits of Life at

United RentalsMeet Our Team

Apply

Run ExternalSearch for Pro Jobs

Profile_ID &

Password

Thank You Email

Complete Profile&

Job Specific Assessments

Search Page discussing Pro

& Internal

Page devoted to UR

Overall,Video? Service &

Maintenance

Drivers

Branch Mgmt& Admin

Sales

Corporate Positions

Page devoted to the College Recruiting program

Page devoted to the Tech

School recruitment

program

Page devoted to the

Diversity program

Page devoted to the

Benefits of Life at United

Rentals

Page devoted to meeting real staff @

United Rentals

Search Open Jobs

Internal

Professional - External

Our Teamoverview

EMP_ID &

Password

Apply

Run InternalSearch for Pro Jobs

Profile_ID &

Password

Thank You Email

Complete Profile&

Job Specific Assessments

Professional - Internal

pass

fail

EMP_ID or Pword failuremessage or

page

23

External Career Site – Full Transformation

• Working at United Rentals

– Mission & Commitment

• Our Team– Branch focus

• Diversity– Diversity Efforts

& Commitment • College Graduates

– College Recruiting Program

• Benefits– Tangible &

Intangible

24

External Career Site – ATS Touch Points

• Search For a Job– Search All Jobs

• Apply Now– Create a Profile

• Internal– Home Access for

non PC users • Featured Jobs

– Highlighted spots

• Browse Jobs– Search All Jobs

25

Internal Career Site – Time for a Makeover

26

Where we went - 2007

27

Strategic RPO Utilization• Major RPO vendor retained for all Corporate Hiring

• On-site full-time Recruitment Coordinator who manages Hi-TRAK daily

• All Reqs are created by Corp Hiring Managers and approved by the appropriate UR Staff

• RPO creates Offers Letters -> Hiring Managers must approve them

• All metrics & reporting come out of Hi-TRAK

• Major Cost Savings over FT Corporate Recruiting StaffMajor Cost Savings over FT Corporate Recruiting Staff

28

The Transformation• The Launch

- New RPO structure responsible for corporate hiring

- ATS launched in November 2006

- Corporate roll-out for several months

- Field launch in late January 2007

• The Training

- Created a United Rentals Hi-TRAK user guide for all BMs and Branch Administrators

- Trained over 700 Branch Managers at the Annual Branch Manager Conference

- Conducted webinars at the lesson level (30- 45 min) for a month

- How to create a requisition

- How to make an offer

- Complete e-Learning program with each lesson built into the system

29

The Transformation• Automated Hires into Payroll

- Replaces manual New Hire spreadsheet data entry process. All HMs had to complete an excel form (ePAR) and forward to payroll for data entry.

• Job Board Cost Control

- All posting costs are billed back to the Branches at a subsidized rate. By leveraging the total Job Board spend, Corporate was able to negotiate attractive rates and allow the Branches to benefit from this.

• The Approvals

- Prior to our ATS, there were no approvals and the ability to monitor hiring was difficult at best. With defined approvals, all Branch requisition creation required District Manager approval.

• Control

- The Salary Range specification enforced equitable compensation within company guidelines

- Key company policies were reviewed and agreed to prior to starting, thus allowing for more expeditious orientation

30

On-Boarding• UR Policy & Procedure Bulletins (PPBs) must be agreed to before

any “on-boarding”.

• Existing “provision system” was is place so we connected the ATS On-Boarding module to the Provisioning system

• All downstream activities (listed below) could now be initiated since the PPBs had been reviewed, understood and the Provisioning system was aware

• IT Access

• Cell Phone

• Corporate Credit Card

• Truck

• Industry Reports

• Emergency Contact Info

• Since April 1st, 2007, average time for computer access from hiring manager request is now 2.6 days

• Full visibility to where candidates are in the hiring process

31

Ability to Measure – Reporting

• Total number of applicants• Centralized pool of candidates to mine and track – 125,000 applicants to date

• Sources of hire

• Number of requisitions, job filled, jobs cancelled

• Average time to fill

• Average time to hire

• Average requisition approval time

• Status update reports

32

Where are we going

33

Key Next Steps

• I9 /DHS

- Compliance & Integration

• Candidate Assessments

• Integrated Drug Testing

• Researching WOTC

34

Conclusion

• Transformation is not merely implementing an ATS

• Gather cross organizational input, not only from a design perspective but change management as well

• Engineer the plan early and build in plenty of time

• Document your plans & needs and update accordingly

• Do it right the first time!!!